TPCO RAPPORT ANNUEL

Quality supervision

Operational excellence founded on quality supervision is a cornerstone of Tibco’s business.

The governance model we have developed capitalises on good practices, on the ISO 9001, ITIL and e-SCM standards and on our long experience. Even more than our compliance with international quality standards, what our clients particularly appreciate is our pragmatic approach and our service-oriented corporate “DNA”.

Your quality supervision requirements

  • Aligning your standards with those practised and expected by business division managers

The aim is to meet users’ and division managers’ expectations. Contractual quality benchmarks should be in line with their needs.

  • Objectivising operational quality and perceived quality

This is the key to unbiased quality and progress assessment.
Two complementary dimensions: operational quality and perceived quality.

  • Managing continuous improvement and progress plans

More than the result itself, the key is the progression curve. Implementing a control and improvement process, as specified in the DEMING cycle.

Tibco is your partner in quality supervision

  • Defining suitable benchmarks and measurable objectives

Our long experience means we can help you define simple, shared and easily understandable quality indicators.
We make sure that the objectives are realistic and attainable.

  • Defining improvement plans and the corresponding action plans

Each improvement plan is broken down into action plans.
Each action plan has a clearly defined and measurable objective. Aiming for readability and simplicity first and foremost?

  • A positive and negative incentive system to boost stakeholder performance and motivation

Tibco’s strong points

  • Balanced, analysed and commented dashboards

Quality measured according to several complementary dimensions. Balanced indicator dashboards provide an overview and a systemic approach. Measurements and observations are accompanied by analyses and comments.

  • An occurrence logbook is used to manage the continuous improvement process, the improvement plans and the results measurement process

Regular occurrence reviews feed into the improvement plans.
The steering committees regularly carry out occurrence reviews.

  • A clearly defined catalogue of services and a service covenant

Any good quality assurance process is based on a clear definition of the services provided and of the corresponding commitments.
These two documents are drafted in the transition phase and will evolve throughout the lifetime of the contract.