Some standard content:
TCS C3.120.10
National Standard of the People's Republic of China
GB/T19580—2004
Criteria for performance excellence evaluation
Criteria fnr performance excellence2004-08-30 release
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China China National Standardization Administration
2005-01-01 implementation
normative references
terms and definitions
detailed requirements
care and market
process management
testing, analysis and improvement
operating station results
GB/T1958C2004bzxz.net
This standard is issued by the General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China, and this standard is jointly issued by the National Quality Engineer and Quality Certification Standardization Technical Committee (SAC/TC.151). This standard is drafted by the China National Institute of Standardization. GD/T19580—2004
The drafting units of this standard are: China National Institute of Standardization, China Quality Association, Beijing University of Technology, China Renmin University, Beijing Kelitek Consulting Co., Ltd., Shanghai Institute of Quality Management Science, Shanghai Yiling Elevator Co., Ltd., Baosteel Group, Haier Orchestra. The main drafters of this standard are: Chen Wangchu, Shi Renliang, Kaizha, Lv Qing, Jiucha Rong, Ji Ban Bin, Zhang Xudong, Jin Guoqiang, Tukong, Tuxiao, Zhang Shao.
CB/T19580—2CC4
In order to guide the pursuit of excellence, improve product, service and management quality, increase competitive advantages, and promote sustained and rapid economic development, according to the relevant provisions of the Outline of the People's Republic of China on Product Quality Management and the State Council's Outline on Market Regulation, this standard is specially formulated.
The Fengbiaohui Committee pointed out the evaluation criteria of the external quality award, combined with the actual situation of the national quality management standards, and put forward the "certification requirements for organizational excellence performance" from seven aspects: guidance, city, customers and market, resources, process management, measurement, analysis and income, and experience results, providing a self-evaluation criterion for organizations to pursue excellence. It can also be used as an evaluation. The biggest difference between this standard and /T:5 is that it does not provide a basis for conformity evaluation, but provides organizations with a management model for pursuing excellence in performance, product strategy, results and accountability. The formulation and implementation of this standard can help organizations improve their overall sustainability and capabilities, create value for the organization's owners, customers, employees, suppliers, partners and society, and help organizations achieve long-term success. It also makes it easier for various organizations to achieve quality in a timely manner. To communicate and share management practices, and become a tool for unified understanding, management performance and guiding organizational behavior to gain scientific opportunities. 1 Specification
Excellence Performance Evaluation Standard
This standard specifies the evaluation requirements for maintaining excellence. GB/r:19580—2034
This standard is applicable to all kinds of organizations that pursue excellence in performance, and provides self-evaluation criteria for organizations to pursue excellence and effectiveness. It can also be used to reward quality awards.
2 Normative referenced documents
The clauses in the following documents become the clauses of this standard through reference in this standard. For any cited document with a date, all subsequent copies (excluding incorrect contents) or revised versions are not applicable to this standard. However: The parties who have reached an agreement on this standard are entitled to use it for other purposes. The latest versions of these documents. For any referenced documents that are not in agreement, the latest versions shall apply to this standard. GB/T1SGCC-252 Quality Management System Foundation and Language (ID1SO9000.26C) GB/T19cc4-2009 Quality Management System Performance Improvement Guide (ID1SU9004;20ca3 Terms and Definitions
GB/1190CC-2555 and the following terms and definitions are applicable to this standard. 3.1
Excellence performanceeitellence Through a comprehensive organizational performance management approach, the organization and individuals are improved and developed, the overall performance and capabilities of the organization are improved, the value of the customer and its related positions is stimulated, and the organization continues to achieve progress. 3. 2
Governance
The management and control systems implemented in the work of the organization, including approval of strategies, monitoring and evaluation of business performance, financial auditing, risk management, information disclosure and other activities.
Benchmarks
Aim at similar activities, whose processes and results represent the internal or external operation and performance of the organization's industry. 3.4
Value creation processThe process of creating benefits for the organization's customers and channels: Value creation is the most important process in the operation of an organization. Most employees use this process to produce products and services for the organization, and bring real economic results to the shareholders and other stakeholders of the organization. 3. 5
Supportprocesges
Support the organization's daily operations, production, service delivery, and other aspects: Note: The support processes can be compared with finance, equipment management, law enforcement, human resources, and other related services. These processes are not directly for reducing customer returns or increasing value, but in order to ensure and support the entire process of value creation, the organization needs to recognize and define the necessary support processes. 4 Evaluation Requirements
4.1 Leadership
This clause is used to evaluate the performance of the organization's leadership in terms of values, direction, goals, attention to customers and other aspects, encouragement of employees, innovation and learning, as well as the organization's governance and social responsibility. 4.1.1 Leadership of the Organization
The organization should determine the effectiveness of the organization's governance and how to evaluate the effectiveness of the organization. 4.1.1.1 Role of Senior Leadership
The organization should monitor the following aspects: How senior leadership can determine and develop the organization's values, long-term direction and sustainable development goals; How to balance the needs and interests of other stakeholders in sustainable development goals; All employees of the company, key stakeholders and partners; How to ensure two-way communication between the organization's values, direction and goals. ) Senior leaders should create an environment of empowerment, initiative, innovation and quick response, promote learning through organization and employees, and comply with laws and regulations: such as compliance with regulations, etc., and influence the relevant parties of the organization. 2.1.1.2 Governance of the organization
The governance of the organization should focus on the following key factors:
h) Financial
) Internal and external planning independence! :
d) Protection of the interests of the relevant parties
4.1.1.3 Evaluation of the effectiveness of the organization
The organization should explain how to evaluate its effectiveness from the following aspects: How senior leaders evaluate the effectiveness of the organization; How to evaluate the achievements of the organization through evaluation, competitive effectiveness and long-term and long-term goals; How to evaluate the transformation of the organization through evaluation! 1) Describe the results of the recent performance review of the senior leadership’s performance indicators that are reviewed regularly by the senior leadership. 2) How the senior leadership prioritizes and implements improvements to the relevant supply chain based on the results of the performance review and identifies new opportunities for improvement, and when appropriate, implements these priorities and innovation opportunities with suppliers and partners, ensuring coordination with the organization. 3) How the organization evaluates the effectiveness of the senior leadership: How the results of the performance review are used to improve the effectiveness of the senior leadership leadership system,
4.1.2 Social Responsibility
Describe how the organization implements public responsibility in terms of shared responsibilities, civic obligations and compliance with regulations. 4.1.2.1 Public Responsibility
How the organization implements public responsibility in the following ways: ) Clarify the measures taken by the organization's products, services and operations to protect the environment, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other social impacts in accordance with laws and regulations. Describe the key processes, measurement methods and targets used to meet the requirements of laws and regulations. Describe the current and future impacts of the organization's products, services and operations on environmental protection, energy consumption, comprehensive utilization of resources, safe production, product safety and public health. 4.1.2.2 Prudent Behavior
How to ensure that the organization's behavior complies with the standards and regulations: Describe the main processes, measurement methods and indicators used to monitor the behavior within the organization, between key partners and in the governance of the organization. 4.1.2.3 Charity Support
How the organization actively supports charitable causes. Identify key public projects to support and actively participate in them, and have senior leaders and employees make important contributions to this end.
4.2 Strategy
This clause is used to evaluate the organization's strategic objectives and tactical planning, deployment and progress: 2
4.2.1 Strategy formulation
GB/T 19580—2004
The organization should explain how it formulates strategy and determines strategic objectives, including how to improve the organization's competitive position, corporate effectiveness, and how to make the organization more successful in the future.
2) Describe the formulation of strategy, the main steps, the main participants and the time intervals for long-term and short-term plans, how to set time zones, and how the strategy formulation process is consistent with the long-term and short-term plan time intervals. 6) How does the organization ensure that the following factors are considered when developing the strategy, and explain how the following relevant data and information are collected and analyzed:
Customer and market needs, expectations and opportunities;
Competitive environment and competitive capabilities;
Major innovations or changes that affect products, services and operating methods;
Strengths and weaknesses of human resources and other resource issues;
Opportunities for new resource allocation to prioritize products, services or areas;
Economic, social, political, legal and other aspects of the Hong Kong economy and the changes in the domestic and international economic situation;
A collection of specific factors that affect business operations, including brands, partners and suppliers, needs, organizational strengths and weaknesses, etc.;
Sustainable development requirements are all relevant to the plan
) The organization should explain the gaps in the supply chain and the corresponding time table, the strategic objectives, such as how to balance the long-term and short-term price and opportunity, and the needs of all relevant parties. 1) The organization should explain how to carry out product planning. 4.2.2 Strategic Planning
The organization should describe the development and implementation of strategic rules and how to make performance forecasts. 4.2.2.1 Development and implementation of strategic planning
The organization should describe how strategic goals are transformed into strategic plans, the strategic plans and corresponding chain effectiveness measurement bases and targets
a) How strategic plans are developed and implemented to achieve chain strategic goals, describe the main long-term and short-term plans, including the chain human resources planning, and describe the chain changes in products and services, customers and markets, and operations; b) How resources are allocated to ensure the effectiveness of strategic planning, and how the chain results achieved by strategic planning are maintained; c) Describe the key effectiveness measurement methods and targets for measuring the progress of strategic goals, and how to use the results of strategic planning to achieve chain results; The system ensures the coordination and comparability of the organization. How to ensure that the measurement system covers all relevant strategic priorities and stakeholders? 4.2.2.2 Performance indicators
The organization should predict the performance of the new performance indicators and compare the performance of the system with the predicted performance. For example, it can be compared with the main benchmarks, the existing benchmarks and the past performance. 4.3 Customers and markets
This clause is used to evaluate the organization's ability to determine the needs, expectations and preferences of customers and the market, and to establish relationships: determine the factors that affect the customer's benefits, retention and customer satisfaction. 4.3.1 Understanding of customers and markets
The organization should determine the needs, expectations and preferences of customers and the market to ensure that products and services meet the needs and develop products and open up new markets.
s) How to identify original customers and market segments, and in the process, consider competitors' customers and other online customers. b) How to understand the needs and expectations of key customers, and the relative importance of future needs and expectations to customer purchase decisions, and how to plan different solutions for different customer groups: how to use current and future information about original customers and apply this information to the design, marketing, process and other business development of products and services. 3
B/T1958—2304
c How to use the method of identifying customer needs and expectations to meet strategic planning and development needs. 4.3.2 Customer Relationships and Customer Satisfaction The organization should explain how to establish and improve existing relationships in order to win and maintain existing customers, enhance customer loyalty, attract cold customers, and open up new business opportunities. It should also explain how to determine customer satisfaction and improve existing customer satisfaction. 4.3.2.1 The organization's strengths and weaknesses in establishing relationships Based on the above, explain how to establish relationships with customers: 8) How to establish customer relationships to win over customers, meet and exceed their expectations, improve their satisfaction and sincerity, how to clarify the main ways of contact with customers, such as information, convenience and response, determine the key customer requirements for contact methods, and communicate these requirements to the relevant members of the organization and the process. The organization should confirm the complaint management process, how to ensure that complaints can be effectively resolved, collect, integrate and analyze complaint reports, and use them to improve the organization, and when necessary, use the methods of establishing customer relationships to adapt to the organization's strategic planning and development direction. 4.3.2.2 Measurement of customer satisfaction The organization should explain how to measure customer satisfaction in the following aspects: 2) How to measure customer satisfaction, how to design measurement methods for different customer groups, and how to ensure that correct information can be obtained. For example, use customer satisfaction information for improvement activities. 3) How to follow up with customers on products and services to obtain usable feedback information in a timely manner. ) How to obtain and use customer satisfaction information that can be compared with competitors and (or industry benchmarks)? If the method of measuring customer satisfaction is suitable for strategic planning and development, 4.4 Resources and Equipment
This case is used by senior leaders of the deep value organization to ensure the realization of the strategy. The resources required for the value creation process include human resources and other financial resources, infrastructure, relationships with stakeholders, technology, information, etc. 4.4.1 Human Resources
The organization should establish a people-oriented human resource development and management system, flow mechanism, employee training and education system according to strategic rules and goals, so as to give full play to and mobilize the potential of employees. It also explains how the organization can create and distribute a good environment for the selection of employees' abilities. 4.4.1.1 Work plan
) Organization and management of work
The organization should explain how work and occupational injuries are organized and managed to promote cooperation within the organization, mobilize the initiative of subordinates, maintain the empowerment of the organization, innovate and develop the organizational culture; how the organization's work system listens to and adopts the opinions and suggestions of employees and customers, and ensures that communication between different departments, positions and regions is shared; b) Employee performance management system
1. For example, establish an employee performance evaluation system (including employee performance incentives, salary incentives, etc.). 4.4.1.2 Employee learning and development
The organization should explain how to promote the realization of the overall organizational goals through appropriate training and professional development, and cultivate employees' knowledge, skills and abilities to make contributions to high efficiency. ) Employee education and training
Based on the analysis of various needs and employees' existing capabilities, the organization should formulate employee education and training plans according to the current human resources situation. It also explains how education and training plans take into account the organization's main needs for effectiveness measurement, continuous improvement and technological changes, and how to balance the organization's long-term and short-term goals with the development, training and career development needs of employees, including the division of education, training targets, goals, methods, funding and facilities, etc.
GB/T:19590—2004
How the organization's training is implemented for different positions and posts to enhance the awareness of pursuing excellence, improve skills and achieve customer satisfaction. It also encourages and supports employees to achieve learning goals related to work and career development in a variety of ways and improves their ability to invest. How does the organization combine the effectiveness of employees and the organization, evaluate the effectiveness of education and training, and improve the professional development of employees? How does the organization fully select the potential and initiative of employees? How does it help employees achieve learning and development goals? How does it effectively manage the professional development of all employees, including senior leaders? 4.4.1.3 Employee Rights and Satisfaction? How does the organization maintain a good working environment and employee participation, and continue to protect the rights and interests of all employees, satisfy all employees, and coordinate the enthusiasm of all employees?
) Work Environment
How does the organization continuously improve the professional and safe conditions in the work environment? How does it set measurement targets and indicators for the work environment in each key location? How does the organization ensure that it is prepared for emergencies and risks in the workplace? For the benefit of employees and customers.How to ensure the continuity of operations; How to encourage employees to actively participate in various forms of mass management activities, such as scientific management of mass activities, providing necessary resources, and evaluating and approving the results of activities to improve employee satisfaction and satisfaction:
b) Support for employees The degree of employee satisfaction The organization determines the key factors that affect employee rights, satisfaction and job satisfaction, as well as the impact of these factors on different employees. For example, according to the needs of different levels, provide employees with targeted and personalized support. Senior leaders should conduct regular surveys to understand employee opinions and suggestions, and promptly respond to positive feedback: How to define evaluation methods and indicators to measure employee rights, satisfaction and satisfaction. 4.4. 1.4 Employee Capabilities
If you want to ensure that employees have the necessary capabilities for sustainable operation, how to compare the current and future employee capabilities with our capabilities, how to identify the skills required by the organization, how to provide employee skills, and how to recruit and retain new employees. 4.4.2 Financial resources How to determine the funding needs and ensure the effective supply of funds, how to implement the budget management, utilization and turnover of funds, and compare the actual use of funds with the plan, and take necessary measures to make timely adjustments. 4.4.3 Infrastructure While considering the needs and expectations of the organization's own stakeholders, how to determine and provide the necessary internal infrastructure, including: a) Provide healthy facilities according to the requirements of the organization's management; b) Develop and implement a preventive and emergency maintenance system for infrastructure; d) Develop and implement a renovation plan to continuously improve the technical level of infrastructure; d) Prevent and deal with environmental and occupational safety issues caused by infrastructure. 4.4.4 Information
The organization should explain how the station identifies and transmits information. The organization should explain how to obtain, transmit, analyze and publish data and information facilities, how to establish and operate information management systems, including software and operation systems,
4.4.5 Technology
How to evaluate the shared technology and compare and analyze it with the advanced level of the industry to provide sufficient basis for the formulation of strategies: how to take the international perfect technology as the current standard, actively develop, introduce and adopt applicable advanced technology and advanced standards to enhance the organization's technical innovation capabilities; how to formulate a daily schedule and demonstration plan for technology development and transformation, and implement the instructions taken to enhance the advancement and practicality of technology. G0/19685—2004
4.4.6 Stakeholder Relationships
The organization shall establish relevant relationships that are consistent with its strategic implementation, especially with stakeholders and partners, build good cooperative relationships, promote and facilitate two-way exchanges, and jointly improve the effectiveness and efficiency of processes. 4.5 Process Management
This clause is used to evaluate the management aspects of the process: the process of the organization is divided into value creation process and supporting process. 4.5.1 Value Creation Process
The organization shall create value for customers and achieve business success, business growth and implementation of the organization's value-added process. 4.5.1.1 Identification of value creation processes
How should the organization identify the value creation processes of its main products, services and business operations, and divide these processes into items that are important for the organization to achieve success:
4.5.1.2 Verification of value creation process How should the organization determine the requirements for the value creation process, ensure that these requirements are consistent and reliable, and when necessary, determine the main requirements among all requirements;
4.5.1.3 Design of value creation process
How should the organization design the value creation process to meet its seven requirements, and how should it effectively utilize new technologies and relevant information obtained by the organization in the design of value creation.
4.5.1.4 Implementation of the value creation process chain
How does the organization implement the value creation process effectively and efficiently to ensure that the design requirements are met: how does the organization determine the key performance measurement methods and new measures for the value creation process; in the management of these processes, how does it apply process measurement methods and obtain information from stakeholders; how does it minimize the overall cost of the value creation process; how does it ensure that the daily operation of these processes meets the requirements of the value creation process.
2.5.1.5 Improvement of the value creation process
How should the organization evaluate the effectiveness and yield of the implementation of the value creation process, continuously improve the value creation process, reduce the negative impact, align the process with business needs and development plans, and share the results of these improvements among all departments and processes? 4.5.2 Supporting processes
How should the organization identify and manage the processes that provide support for the value creation process? 4.5.2.1 Identification and requirements of supporting processes
How should the organization identify and determine the main processes that support the value creation process, determine the requirements of relevant support processes, and fully consider the needs of stakeholders.
4.5.2.2 Design of supporting processes
How should the organization design the supporting process to meet the requirements of the three identifications? When designing the supporting process, the organization should collect new technologies and information obtained by the organization. 4.5.2.3 Implementation and improvement of supporting processes
How should the organization implement the supporting process to ensure that the design requirements are met. How to determine the main indicators of the support process, evaluate the effectiveness and efficiency of the support process in operation, use process measurement methods and appropriately use the information of stakeholders during the evaluation, and continuously optimize the support process based on the evaluation results, reduce fluctuations and keep the support process consistent with the operation requirements and development direction of the value creation process. The organization has the ability to minimize the cost of the support process. 4.6 Measurement, Analysis and Improvement
This clause describes the evaluation organization's selection, collection and analysis of relevant data, information and knowledge, and the full and flexible use of data, information and training to improve the effectiveness of the organization.
4.6.1 Measurement and Analysis
The organization shall explain its methods of measuring, analyzing, and collating the effectiveness data and information of the organization's departments and all personnel, and the process. 4.6.1,1 Performance measurement
The organization should describe how it measures its performance in terms of: 1) How it selects and effectively uses performance data and information to support the organization's operations, strategic decision-making and innovation; 2) How it ensures that its performance system is adapted to strategic planning and implementation, and remains sensitive to changes within and outside the organization.
4.6.1,2 Performance analysis
The organization should describe how it analyzes its performance in terms of: 3) How it analyzes and evaluates performance; and 4.6.2 Performance analysis in terms of: 5) How it conducts performance analysis in terms of: 6) How it analyzes and evaluates performance; and 7) How it conducts performance analysis in the process of strategy formulation. 8) How it communicates the results of the analysis to various departments and levels to provide effective support for their plans. 4.6.2 Information and knowledge management
The organization shall describe how it obtains data and information from the following aspects: The organization works to ensure that the required data and information is obtained and provided, and makes this data and information easily accessible to employees, suppliers, partners and customers as appropriate.
b) How the organization ensures its The reliability, security and usability of hardware and software must be ensured, and the organization must be equipped with data and trust equipment, including work and software systems, to support the organization's strategic planning and development.
4.6.2.2 Knowledge management of the organization
The organization should explain how to share knowledge from the following aspects: how the organization effectively manages the organization's knowledge, collects and transmits employee knowledge, and empowers customers, suppliers and partners with relevant information, confirms that the organization is sharing information, and ensures the integrity, timeliness, security, accuracy and confidentiality of its data, information and knowledge. 4.E.3 Improvement
The organization shall describe the methods it uses to improve the effectiveness of all departments and levels within the organization and promote the continued improvement of effectiveness. 4.6.3.1 Management of Improvement
How the organization implements the improvement plan and targets for all departments and levels; 6) How the organization measures and evaluates the results of the improvement.
4.6.3.2 Application of Improvement Methods
The organization shall describe the methods it uses to improve the effectiveness of all departments and levels within the organization; 7) How the organization uses statistical techniques and other methods correctly and flexibly to make full use of information and knowledge to support the improvement of the effectiveness of all departments and levels within the organization; 8) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 9) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 10) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 11) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 12) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 13) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 14) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 15) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 16) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departments and levels within the organization; 17) How the organization uses statistical techniques and other methods correctly and flexibly to support the improvement of the effectiveness of all departmentsThe results of the operation should be evaluated on the effectiveness and improvement of the main aspects of the operation, including the degree of customer satisfaction, product and service chain effect, market innovation effect, service performance, human resource effect, operational effect, and the governance and succession effect of the organization. The level of succession effect should be compared with the level of competitors or benchmarks and evaluated. 4.7.1 Customer and market results The organization should pay attention to its customer market results, including customer satisfaction and loyalty, product and service performance results and market share results. Where appropriate, divide the results into customer groups, product and service categories and market areas. 4.7.1.1 Customer-centered results
The organization describes the results of customer-centeredness from the following aspects: a) The current level and development trend of customer satisfaction promotion: b) The level of customer satisfaction in the industry and the comparison results with competitors and industry standards: 4.7.1.2 Product and service completion
Group! The results of the overall performance of the main products and services should be summarized from the aspects of "destroying the common products and services". When appropriate, the site can be divided into product and service types, customer groups and market areas, including appropriate comparison data: 1) The key indicators of the continuous performance of the main products and services, their current level and development trend: c) The comparison results of the main business statistics with those of competitors and competitors; c) The level of product quality and distribution in the domestic industry, as well as the level of similar products and services in the world; d) The connection and innovation achievements of the main products of the organization (including famous brand products and services); 4.7.1.3 Market results
The market results are summarized as follows: e) The key indicators of market continuous performance as well as the current level and development momentum, including market share, market position, business growth h) Comparison results of market succession and competition with industry benchmarks, and the standards in domestic and foreign industries. 4.7.2 Financial screening results
The organization should describe the main measurement indicators of its financial performance and their current levels and development trends, including: main business income, investment income, external business income, total profit, total asset conversion rate, capital preservation and appreciation rate, asset-liability ratio, working capital turnover rate, and comprehensive management standards.
4.7.3 Resource results
4.7.3.1 Human resource results
The organization should describe the human resource results from the following aspects, including the effectiveness of the work system, employee learning, employee development, product and service benefits, and satisfaction process. If necessary, the results will be divided into employee A) Main measurement indicators of work system effectiveness and their current levels and trends, including (but not limited to): job division, job changes, work environment improvement, work environment promotion ratio and other internal changes, and changes in the proportion of management personnel, etc.; b) Main measurement indicators of employee learning and development and their current levels and trends, including (but not limited to): innovation and construction data, improvement of hospital performance and communication training, etc.; 4.7.3.2 Other resource results
Description of the basic infrastructure of the organization, Information, technology, stakeholders and other resources and the effectiveness results are: 4.7.4 Process effectiveness The organization should promote the main performance results that play a key role in process effectiveness from the following aspects. When appropriate, divide the results by product type and market area: including appropriate comparisons:) The main indicators of the effectiveness of the value creation process and its current level and trend, including (but not limited to) total labor productivity, cycle, supplier and partner efficiency and other effectiveness measurement results! The main indicators of the effectiveness of the supply chain support process and their current level and development trend, including total labor productivity, cycle, supplier and partner efficiency and other effectiveness measurement results, and the main trace results of the completion of the strategic plan. 4.7.5 Organizational governance and social responsibility results The organization should describe the organizational governance and social responsibility results from the following aspects, including the organization's governance, public accountability, ethical behavior and belonging.
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