- Company Profile
HIMS Enterprise Management and Technology Information Consulting Co., Ltd. (HIMS) provides tailored management consulting, proprietary software solutions, and training services to all private sector enterprises and public sector organizations.
HIMS specializes in the development and transformation of corporate organizations, helping them improve, transform, achieve sustainable development, and move towards excellence.
HIMS helps businesses organize
- Steadily improving, ensuring safety and security, adding value and making money,
- Enhance productivity, improve quality, reduce costs, and prevent risks,
- To achieve the company’s goals, mission, vision, and
- Towards Excellent Institutions
HIMS utilizes its proprietary HIMS-BESTTM excellent institutional software solution and leverages the organization’s total factor productivity to help achieve the above goals.
Important milestones of HIMS:
- 2001: SDMS ® Successfully developed and implemented in Singapore’s higher education institutions
- 2011: HIMS ® Successfully developed and implemented in a manufacturing/sales company
- 2013/4: HIMS-BEST ™ Successfully developed and implemented in a distribution company
- 2016/7: Cloud based HIMS-BEST ™ Excellent institutional software solution successfully developed and implemented in a food manufacturing company in Xi’an, China
- Since 1995: Received numerous awards from Singapore and Chinese government agencies
- 2022: HIMS-BEST ™ Recognized by the Chinese government as a national group standard in China
- HIMS macro objectives
The following figure shows the roadmap for achieving the macro objectives of HIMS. The two effective tools used by HIMS are: 1 HIMS-BESTTM Excellent Institution Software Solution, and 2 TFP (Total Factor Productivity). TFP can be defined as’ generating maximum output with minimal input ‘.
- HIMS-BESTTM Excellent Institution Software Solution
HIMS-BESTTM is a comprehensive management system The core system of HIMS-BESTTM is HIMS ® (Macro comprehensive management system). HIMS ® It is an overall management system that covers the following three pillars: 1) Strategic Deployment Management System (SDMS) ®）, 2) Continuous Improvement Management System (HOCI) ®）， 3) Other operational management systems, such as traditional ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), ISO (International Organization for Standardization System Series), and high-tech management systems, such as MES, BD, ECOM, FINTECH, AI, IOT, and so on. The macro goal of HIMS-BEST is to achieve the organizational goals, mission, and vision of the enterprise. Its macro goal is to move towards excellent institutions.
- HIMS ® Macro comprehensive management system
First, take a look at the ‘Global Scene’ in the upper right corner. Fortune magazine reported that “less than 10% of effectively formulated strategies are effectively implemented. The magazine also reported in an article titled ‘Why CEOs Fail’ that ‘in most failures – we estimate 70% – the real problem is not inferior strategies… but ineffective execution’. So, developing a strategic plan is no problem. The problem lies in ineffective execution of strategic plans. HIMS has solved this problem. HIMS helps organizations effectively execute their strategic plans while achieving their corporate goals, mission, vision, and values.
- HIMS-BESTTM provides three major benefits
5.1 increase productivity
HIMS ® And SDMS ® Ensure that all employees focus on executing value-added work and eliminate all wasteful work. The practical experience of HIMS shows that the productivity of enterprises immediately increases by 20% -50%
5.2 reduce costs
HIMS ® And HOCI ® Identify the root cause of all problems and solve them. HIMS has facilitated hundreds of continuous improvement projects, including over 150 projects in collaboration with Motorola, saving millions of dollars in costs. At the same time, HIMS ® And HOCI ® Eliminate catastrophic problems that are of utmost importance to the enterprise at their inception. In short, HIMS helps businesses “steadily improve, ensure safety, and add value to make money”.
5.3 1+1=3 Collaborative benefits
When HIMS ® After integration with other operational management systems such as ERP, CRM, ISO, etc., it will generate 1+1=3 synergy benefits. For example, when HIMS ® After integration with ISO9001 quality management system, HIMS ® In addition to ensuring compliance with the requirements of ISO 9001 to improve the overall quality of the organization, it also helps the organization achieve its strategic goals and move towards excellence. At the same time, it will eliminate most of the paperwork and internal audit work for the enterprise.
5.4 Other potential benefits
Similarly, when HIMS ® After integration with high-tech management systems such as MES, ECOM, BD, FINTECH, AI, IOT, etc., it will help enterprises improve, transform, take to the next level, achieve sustainable development, and ultimately move towards excellent institutions. Therefore, HIMS-BESTTM can be regarded as a fundamental management system for moving towards Industry 4.0. Enterprises can gradually add high-tech management systems according to their needs, ensuring a leading position in the market competition forever.
- HIMS-BESTTM Implementation and Execution
6.1 Implementation approach
In implementation, HIMS focuses on customization and adapting to local conditions, that is, tailoring according to individual needs HIMS divides the process of a company moving towards excellence into three stages. The first part is moving towards excellent quality, as customers require products and services of exceptional quality. The strategic plan is to digitize the ISO quality management system; The key technology for execution is to optimize the process first, and then implement continuous improvement projects. From June to December. As quality improves, productivity also increases. But to move towards excellent productivity, total factor productivity (TFP) is needed, which means generating maximum output with minimal input; The key technology for implementation is to first integrate the system and then implement sustainable development measures. The time will be from June to 2 years. The third part is about moving towards excellent institutions, which is only one step away from the second part. The main measures are to instill core values and create a culture of excellent institutions. But the transformation of thinking takes time, at least three years
6.2 Implementation Plan
HIMS provides a three-stage gradual implementation plan to help organizations achieve institutional excellence. Firstly, implement the strategies of Sun Tzu’s Art of War, which emphasizes the importance of attacking and strategizing, and Mencius’ strategy of prioritizing the heart. Secondly, know yourself and your competitors, understand yourself and your competitors. Thirdly, implement continuous improvement and sustainable development. The final step to success is to instill core values and create an excellent organizational culture.
6.3 timetable
The above table describes a typical HIMS-BESTTM organizational development and transformation implementation schedule. The first 5 steps are investigation and research work. The key achievement is to design the organization’s strategic deployment framework and install it into the HIMS-BESTTM system. Steps 6-10 are the implementation of HIMS-BESTTM and its various modules. Step 11 is user acceptance testing, and step 12 is fine-tuning and final implementation.
6.4. Continuous improvement, continuous development
The above diagram illustrates the strategic steps for implementing a typical continuous improvement and sustainable development strategy to further reduce costs and increase revenue. The technologies and management systems involved include strategic deployment, process optimization, big data/business analysis, e-commerce, artificial intelligence, and the Internet of Things.
- HIMS-BESTTM Excellent Institution Software Solution
7.1 User homepage
The above is a screenshot of the HIMS-BESTTM user homepage. The titles include: Mission/Vision, Data Input, Data Audit, Data Confirmation, Heavy Duty, Report, Comparison Table H, Comparison Table V, Team Performance Card, Reminder, ISO, ISO Document, HIMS-ISO Document, IRS Rating, Integration.
7.2 Mission/Vision – Strategic Deployment
The above screenshot shows that the mission has been transformed into measurable corporate goals CG1, CG2, CG3, CG4, and CG5, and the vision has been transformed into measurable strategic priorities ST1 and ST2.
The above screenshot shows that Enterprise Goal CG1 has been deployed to Strategic Goals SG1.1, SG1.2, and SG1.3. Then strategic objective SG1.1 is deployed to key processes KP1.1.1, KP1.1.2, and KP1.1.3. Similarly, strategic objective SG1.2 is deployed to KP1.2.1 and KP1.2.2, and strategic objective SG1.3 is deployed to KP1.3.1 and KP1.3.2. Similar processes are implemented in CG2, CG3, CG4, CG5, ST1, and ST2.
7.3 Implement performance cards and data management
The above screenshot shows Jenny Tan’s KP 1.1.1 Execution Performance Card (PC). This card has two parts in total. The upper section describes the Outcome Indicator (OI) performance, while the lower section describes the Performance Driver Indicator (PI) performance. Jenny has a PC for data auditing. She entered her grades as the data input showed NIL (none). Her boss Eddie Tan confirmed her grades – data confirmation.
The following screenshot displays Jenny’s partial grades in the form of a chart.
The following screenshot displays Jenny’s other grades in the form of a chart.
The following screenshot shows that data input can be completed by employees from other departments.
The above screenshot shows Jenny Tan’s KPI 1.3.1 Execution Performance Card (PC). Jenny has a PC for data auditing. But Zacky from the accounting department helped her input her grades – data input. In the end, her boss Eddie Tan confirmed her grades – data confirmation.
7.4 Implement performance management
The following screenshot shows Eddie Tan’s SG1.1 PC. The top 5 outcome indicators (OI) are the goals he needs to achieve. The bottom 10 performance driver indicators (PIs) are the achievements of their subordinates Jenny, Ken, and Leo. The negative variances of Eddie OI and PI in multiple aspects indicate that they have significant room for improvement. Therefore, he needs to motivate and manage his subordinates to improve these achievements.
The following screenshot shows an example of Eddie OI and PI’s detailed grades. For each PI, it describes the achievements of its subordinates Jenny, Ken, and Leo. For each OI, it describes the results of the relevant PI longitudinal score.
The following screenshot shows Allen Chan’s CG1 PC. Similarly, the bottom PI describes the performance of its subordinates Eddie Tan SG1.1 and SG1.3, as well as Francis Tan SG1.2. The top OI describes the required grades for Allen CG1.
The following screenshot shows examples of detailed scores for Allen OI and PI. For each PI, it describes the performance of its subordinates Eddie and Francis. For each OI, it describes the results of the relevant PI longitudinal score.
In summary, the HIMS-BEST management system ensures top-down strategic management and bottom-up improvement execution.
Example of Score Analysis:
The following screenshot shows a partial score of Allen CG1 PC.
The first chart shows that the company’s total sales for the first three months exceeded the target by $13300 (+variance). The second chart shows that the overall average gross profit margin is 2.02% lower than the target of 25.25%. The same analysis applies to all OI and PI indicators.
- Heavy Duty (KOFK) ®)
KOFK ® It is a process (KPI) used to monitor and manage the poor performance of its subordinates and the potential for catastrophic problems to the organization. KOFK ® KPIs can be identified in PC (Performance Execution) variance, warning variance, and comparison charts.
The following screenshot shows Allen Chan’s CG1 performance card. The negative variance indicator represents potential areas for improvement. There are several OI/PI indicators that show negative variance, such as the outcome indicator $total cash flow cycle cost (‘000). These are the results of his subordinate PC, which should be checked and the processes selected as top priority should be considered for monitoring and improvement.
The following screenshot shows the page that has been created with great difficulty.
The following screenshot shows Allen Chan’s heavy list.
The following screenshot shows Allen Chan’s heavily weighted dashboard.
- report
The report is used to display the user’s own performance results in order to help identify OI/PI that require continuous improvement.
The following screenshot shows the Allen Chan report.
The following screenshot shows the Allen Chan report dashboard.
- Compare Chart H (Horizontal)
The comparison chart H (horizontal) is used to compare the performance of users’ subordinates with the same PC KPI.
The following screenshot shows Eddie Tan’s comparison chart – horizontal, comparing the performance of all OI and PI indicators of his subordinates Jenny, Ken, and Leo. This chart is used to identify and determine areas that need improvement.
For example, when comparing the sales performance of OI # loyal customers, from January to March, the performance of all subordinates has improved, but it is still less than 30 (300-270) compared to the target of 300. For OI $loyal customer sales volume (000), all subordinates showed improvement, but Jenny did better because Ken and Leo had lower goals.
- Compare Chart V (Vertical)
The comparison chart V (vertical) is used to compare the KPI performance indicators of himself and his subordinates. It helps identify areas that need improvement.
The following screenshot shows Eddie Tan’s comparison chart – vertical Compared the performance of himself and his subordinates Eddie, Jenny, Ken, and Leo on all OI and PI indicators. This chart is used to identify and determine areas that need improvement.
- Team Execution Performance Card
The following screenshot shows a list of goals for Jenny Tan’s team, namely KP1.1.1, 1.1.2, 1.1.3, 1.3.1, and 1.3.2.
The following screenshot shows the KP1.1.1 performance card of Jenny Tan’s team. Jenny is the team leader, and James is a team member. They all have the same performance card for execution.
- Reminder signalReminder is a warning signal used to provide users with insufficient execution performance. The negative variance between the actual data and the target data for the measurement month will trigger a warning signal.
The following screenshots show Jenny Tan’s performance card scores for KP1.1.1, KP1.1.2, and 1.1.3.
The left screenshot below shows the reminder threshold negative variance rule. Blue: No data available; Green: 0 to<5; Yellow: 5 to<10; Orange: 10 to<50; Red ≥ 50. Square difference without color. Remind that variance numbers can be adjusted according to demand.
The screenshot on the right shows Jenny’s PC score warning signal. Color reminds management to take action to improve performance.
- ISO International Standard Series
The organization’s ISO certification files are stored in this module. Users can retrieve relevant documents for reference.
The HIMS-ISO document includes a set of ISO implementation procedures. These programs adopt a series of proprietary management systems to comprehensively implement ISO requirements. Most of these programs have been digitized And integrated into HIMS-BEST to help ISO add value, take it to the next level, and achieve excellence as an institution.
The following screenshots show the creation pages for ISO documents and HIMS-ISO documents.
The following screenshot shows the title of the ISO document, including ISO type, system, and article title. The information in the title can be updated according to the organization’s needs. After selecting HIMS-ISO, you will have a table displaying HIMS-IISO documents with similar title information. You can upload the selected document for viewing.
- IRS rating
Users can use the IRS (Incentive Reward System) to evaluate subordinates’ performance based on three dimensions. They are 1. SDMS performance score, 2. behavioral ability, and 3. work ability. The IRS can also be used to instill organizational values in all employees.
The following screenshot shows the list of Eddie Tan’s subordinates who are ready for evaluation.
The following screenshot shows Jenny’s SDMS deployment execution results. The rating is automatic. It is based on the set Base% and the weight rating of each indicator. Jenny’s score at the beginning of this year was 7.18, which is a bit low. There is still a lot of room for improvement in implementing performance cards.
The following screenshot shows Jenny’s performance and work ability scores evaluated by Eddie. The scores are 80 and 79 respectively. The final score is 31.29 points.
The following screenshot shows James’ execution performance card. James’ SDMS deployment performance, behavior, and work ability scores are 7.18 points, 54 points, and 59 points, respectively. James ultimately scored 7.65 points. Compared to his leader Jenny, he has a lot of room for improvement in terms of behavior and work ability.
- integration
The integration module is used to automatically upload user data to their performance cards through integration templates. The data can be entered by a third party on behalf of the user, and the integrated template will automatically upload the data to the HIMS-BEST system. The integrated system can be used to integrate data from other operational management systems, such as ERP, CRM, etc. When employees are not in the office, their data can also be typed in with the help of internal staff.
The following screenshot shows the integration page. Click to download the integration template.
The following screenshot shows that the template for Jenny Tan KP1.1.1 has been uploaded and completed. Node 1.1.1.1 represents mission KP1.1.1. The first 1 represents the mission.
The left template shows that the target data has been completed, while the right template shows that the actual data has been completed.
Next, submit. The completed data will be automatically uploaded to its performance card.
The following screenshot shows the Jenny Tan KP1.1.1 performance card that has not yet uploaded the integration template data. The PC displays only data for January, February, and March.
The following screenshot shows the Jenny Tan KP1.1.1 execution performance card with uploaded integrated template data. The data for April was transferred from the integration module.
