Quality Models

These models and simulations have been tagged “Quality”.

 ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.      Enter volumes based on transactions from all your applications based on the business process layer.  Actual transaction volumes recorded for your expen
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

Enter volumes based on transactions from all your applications based on the business process layer.  Actual transaction volumes recorded for your expense or revenue stream.  Example; how many applications are sponsored by engineering that allow CREATE and UPDATE of a supplier or customer.  Enter the number of transactions in the engineering variable.  The engineering group has no authority to create either a supplier or customer.  All organizations are allowed to submit a certain set of inputs for a super user group to review and then those super users create and update the master record.  

Food for thought, the difference between the records created by the super user group and the volume of created party management records is the opportunity to scale and protect the reputation of your client.  

Now lets do the same for every update to a party management record.  All changes to a supplier or customer could effect pricing and tax or duty fees and each must use the formal change management process with many changes needing to have an authorized representative from the supplier or customer.  Digital records are in need of key control designs.  These are monitored and reported to the SEC.  

BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

  • Aligns to APQC Process Framework
  • Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



 Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27

Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27

From PLOS One  Article  April 2012 Worni, M et al System Dynamics to Model the Unintended Consequences of Denying Payment for Venous Thromboembolism after Total Knee Arthroplasty
From PLOS One Article April 2012 Worni, M et al System Dynamics to Model the Unintended Consequences of Denying Payment for Venous Thromboembolism after Total Knee Arthroplasty
  ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



 Replaced by  IM-752  Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-Capa

Replaced by IM-752 Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf

WIP based on  right care series  in Lancet and OECD Tackling wasteful spending on health  book   See also Medicines pipeline IM-640
WIP based on right care series in Lancet and OECD Tackling wasteful spending on health book 
See also Medicines pipelineIM-640
 ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.      BUSINESS ARCHITECTURE     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

  • Aligns to APQC Process Framework
  • Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



Any and every organization that performs tasks or activities at risk is a system with emergent behavior of a Quality & Safety Culture. There is never a zero state of culture, as every risk or potential risk is met with risk assessment and response through the interactions of the stakeholders.  T
Any and every organization that performs tasks or activities at risk is a system with emergent behavior of a Quality & Safety Culture. There is never a zero state of culture, as every risk or potential risk is met with risk assessment and response through the interactions of the stakeholders. This version extends the model for the Thinking Systemically Session of STIACP.
 Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27

Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27

Any and every organization that performs tasks or activities at risk is a system with emergent behavior of a Quality & Safety Culture. There is never a zero state of culture, as every risk or potential risk is met with risk assessment and response through the interactions of the stakeholders.
Any and every organization that performs tasks or activities at risk is a system with emergent behavior of a Quality & Safety Culture. There is never a zero state of culture, as every risk or potential risk is met with risk assessment and response through the interactions of the stakeholders.
 Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf

Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf

 Replaced by  IM-752  Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-Capa

Replaced by IM-752 Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf

 ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.      BUSINESS ARCHITECTURE     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

  • Aligns to APQC Process Framework
  • Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



  ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



 Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf

Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf

  ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



 ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



Any and every organization that performs tasks or activities at risk is a system with emergent behavior of a Quality & Safety Culture. There is never a zero state of culture, as every risk or potential risk is met with risk assessment and response through the interactions of the stakeholders.
Any and every organization that performs tasks or activities at risk is a system with emergent behavior of a Quality & Safety Culture. There is never a zero state of culture, as every risk or potential risk is met with risk assessment and response through the interactions of the stakeholders.
  ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



  ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



  ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



2 months ago
  ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.     5 Capability Model  The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

Semantic

Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.