1、Cost and Performance Management: Creating Value with Measures Presented by Focused Management Inc.Facilitating Performance Improvement Through Better Use Of Information And The Application Of Decision Support Tools精品資料網(wǎng)shu.At IssueEvery organization needs to measure and manage performance to satisfy

2、 the demands of stakeholdersTodays measurement and management methods are much better than in the past but need to be connected togetherThe speed of change and information age computing and communications leave little margin for errorsDecision making needs facts精品資料網(wǎng)shuThe Fish Tank SyndromeIf each

3、person described what they saw, would it be the same description?Perspectives vary! Which is correct?精品資料網(wǎng)shuImplications of The Fish Tank SyndromeWe need a variety of perspectives and with which to obtain a balanced, disciplined and dynamic view of our businessesWe need to develop a common / agreed

4、 understanding of the business and all of its characteristicsWe need a constantly available set of reference points to which we can returnWe need a living repository in which locate and maintain knowledge精品資料網(wǎng)shuResult What Is At StakeInappropriate measurement systems can be costly experiments Sobey

5、s $50m ERP write off Boeings production problems in the late 1990sMalcolm Baldridge winner, Wallace Co bankrupt Fortune 500 companies will face a $31.5 Billion knowledge deficit next yearBy how much can profit be increased by changing your product/market mix to focus on your most profitable products

6、精品資料網(wǎng)shuPerformance ArchitectureA combination of a business logic methodology, relevant software and systems capability. The links between the tools are as important as the tools themselves.精品資料網(wǎng)shuPerformance Architecture to Drive ValueSystems EnabledPerformanceStakeholder Need/ValuesCustomersShare

7、holdersEmployeesetc.Process ManagementHuman PerformanceIN OUTPerformance MeasuresScorecardOrganization Designand CompensationBest PracticesActivity Based ManagementActivityGoalsMeasuresResultsProcessGoalsMeasuresResultsOrganizationGoalsMeasuresResultsTIMEQUALITYFINANCIALQUANTITYStrategicPlan精品資料網(wǎng)shu

8、Understand the Organization精品資料網(wǎng)shuValue-Based Management“VBM is a holistic management approach that encompasses redefined goals, redesigned organizational structures and systems, rejuvenated strategic and operational processes, and even revamped human resources practices.“This holistic practice of

9、VBM is in sharp contrast to the finance-driven appearance that VBM has taken on in the past INSEAD Working Paper, Are you (Really) Managing for Value?精品資料網(wǎng)shuValue Creation is an Operational Issue!Linked to Seven Value Drivers: Sales growth rate Operating profit margin Cash income tax rate Working c

10、apital Fixed capital Cost of capital - (WACC) Growth duration periodCreating shareholder value requires intense focus on: Delivering benefits to customer in most efficient wayHiring/retaining motivated workforceMaintaining excellent supplier relationshipsGood citizen in local communities 精品資料網(wǎng)shuPro

11、cesses are where the work is done“If you cant describe what you are doing as a process, you dont know what you are doing. W. Edward Deming Processs are connected to the appropriate knowledge and learning elements. All focused on the successful performance of a single task. Processes link organizatio

12、n goals and measures to human performance and activities.精品資料網(wǎng)shuHow We Organize OurselvesThe Three Levels of PerformanceMarketSuppliersCIOFIII. Performer/Job LevelII. Process LevelI. Organization LevelProductsServicesNeeds精品資料網(wǎng)shuOrganization Work is Performed by Systems of ProcessesAlignment of jo

13、bs, activities and processes with total organization goals is critical to the success of the organization. Shared service organizations are an integral component.purchase orderordersinvoicesamples/duct requestsextrusionsSUPPLIERSCUSTOMERSpromotionsOrder FulfillmentStorePick, pack, shipbill,

14、 collectStrategic PlanningPlanning & ControlProduct DevelopmentTest dieBuild diedesignProductionProduct madeProcurementBuy materialStore & issueOrder GenerationOrder enteredpromotionInStockWork orderSales orderproductRequisitionMaterialsLinetimeNew DiesGoals/plansPerformance reportsPrice targetsYesN

15、oHuman Resources / Systems / Maintenance / Facilities Support processesCorp. Gov.6%7%4%48%22%13%精品資料網(wǎng)shuDetailed Process MapCustomerCall CenterFirst LevelTechnicalDeptSecond LevelTechnicalDeptInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinforme

16、d ofSolutionCallTransferReferencedocsPredictive call(electronical)Customer callsIVR Routing HWProblemIdentify- Customer- Product- SLAVerify EntitlementValidationCompleted?HardwareLog CallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1st levelproduct?RerouteIdentifyProblemRemotesolved?HWPr

17、oblem?Qualificationdone?Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemID partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?Pred

18、ictiveGroupRoute toP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssign Call(some Deliverymethodautomated)ToInstallationProcessTechndispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DPr

19、ocessOff LineValidationClose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYes Service Delivery Process 精品資料網(wǎng)shuActivity Cost ResultsActivity DriverDriver QtyActivity Cost$ / Unit# Credit Control Transactions1,893 36,414 19.24# 3 Piece H

20、eight & Dia Changeovers20 171,200 8,560.00# 3 Piece Height Changeovers59 43,850 743.22# Ink Mixes6,401 68,276 10.67# Products Costed115 5,550 48.26# Traded Sales Transactions866 7,162 8.27# Plant 7 Works Order Issues40,551 48,084 1.19# Hrs. Run 3 Pc. Good Products22,261 1,305,303 58.64# Hrs. Run DRD

21、 Good Products14,477 1,100,338 76.01# Hrs. Run Marq. Good Products9,078 1,205,748 132.82# Hrs. Run Rect. Line Good Products2,981 410,534 .72精品資料網(wǎng)shuABC & Process Analysis: Thoughtful Interaction Service Delivery Process CustomerCall CenterFirst LevelTechnicalDeptSecond LevelTechnicalDeptInventoryMan

22、agementSchedulingLogisticsSiteTechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSolutionCallTransferReferencedocsPredictive call(electronical)Customer callsIVR Routing HWProblemIdentify- Customer- Product- SLAVerify EntitlementValidationCompleted?HardwareLog CallRe-repairQualifie

23、dbyKnowledgetoolsToProcess5Installation?1st levelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemID

24、 partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?PredictiveGroupRoute toP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssign Call(some Deliverymethodautomated)ToInstallationProcessTechndispatchedPartsProcessCE

25、goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DProcessOff LineValidationClose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYesABC ACTIVITY# 524CALL RECEIPT$0.2mABC ACTIVITY # 355CUSTOMERQUA

26、LIFICATION$1.1mABC ACTIVITY# 274DISPATCH PARTS$0.3mABC ACTIVITY#432ON-SITE FIX$7.9mTotal Process Cost = $9.5m精品資料網(wǎng)shuCosted ProcessProcess:TOTAL COSTOrder Fulfillment Process:$4,437,716Activities In Process:CostApprove creditsCollecting accountsFreight delivery costEnter credit notesEnter customer o

27、rdersFreight pallet miles costPick loose casesPicking palletsPay promotional claimsShipping paperworkDriver# Credits# Orders# Orders# Credits# Orders# Pallet X Miles# Loose Cases# Pallets# Claims# Orders170,123499,689167,546154,539661,3891,035,546843,869305,769395,342203,903精品資料網(wǎng)shuActivity Analysis

28、The first step in an ABC analysis is to understand what activities are performed in the organization.Activity Survey Questionnaire (ASQ) facilitates simple and efficient collection of activity data throughout the organization, prepares the data for import into analysis tools and produces draft activ

29、ity and process costs.Lets see ASQ in action精品資料網(wǎng)shuPharmacyBest Practice AnalysisUnit Cost ComparisonActivityIowaLos AngelesNew YorkTempeMichiganReceive orders0.09 0.15 0.16 0.06 0.06 Order set-up0.83 0.59 1.22 0.84 0.71 Checking RXs0.68 0.60 0.59 0.24 0.76 File hard copy RXs & scan0.07 0.10 0.16 0

30、.12 0.25 Process inventory0.07 0.04 0.07 0.03 0.21 Bag & ship orders12.06 7.72 8.45 6.90 7.47 精品資料網(wǎng)shuProduct / Customer ABC Profit精品資料網(wǎng)shuVBM Product / Customer Economic Profit精品資料網(wǎng)shuKey Process Measures Measures can be limited to M1 (end of process) and M2 (sub-process) measures M1-E (External) m

31、easures should be derived from goalsM2M1-IExternal/Customer MeasuresInternal/Business MeasuresSubprocess MeasuresM1-ECUSTOMERFUNCTION AFUNCTION BFUNCTION CM2M2M2M2M1-EM1-I精品資料網(wǎng)shuLinking Process to Job“SHOULD PROCESS MAPCustomerFunction AFunction CFunction DCROSS-FUNCTIONAL ROLE/RESPONSIBILITY MATRI

32、XFunctions and OutputsFunction AFunction BFunction CFunction D“Should Macro StepsFUNCTIONAL ROLE/RESPONSIBILITY MATRIX“Should Process StepsJobs and OutputsJob 1Job 2Job 3Job 4Function B OutputsConsequencesInputOutputFeedbackHuman Performance System“IS PROCESS MAPMeasuresEverywhere精品資料網(wǎng)shuProcess Mea

33、sures WorksheetMaterial Acquisition ProcessTotal Process MeasuresDimensionCurrent PerformanceMeasureShort TermGoalLong TermGoalActionsto be takenProcessOutputBench-marksPerspectives of Measurement精品資料網(wǎng)shu(Create & Gather)(Store & Deploy)(Use & Learn)processesknowledgetrainingInsights, Procedures, Gu

34、idelines, ExpertiseFront linesBusiness Repository:your corporate DNAFeedbackKnowledge Management Creates “Living ProcessesWeb/ IntranetInternal or External CustomerThe Performance Point !精品資料網(wǎng)shuMeasures Software to Influence Human BehaviorDistribution of consistent and appropriate measurement infor

35、mation to everyone in the organization is fundamental to execution of A/VBM Use of computer technologies - data warehouse, OLAP and presentation layer software provide the “media of distributionIt is the media that facilitates organization change. The marriage of management philosophy with technolog

36、y and the imperative to create valueThe media is represented by the presentation of current measures and performance information on computer screens to all accountable partiesThe suite of tools includes software to perform simulation modeling of processes and economic performanceSample Measurement S

37、corecard / Dashboard精品資料網(wǎng)shuFocused Management Info CenterPersonal Product Customer Projects Presentations Financial Models News Links Info & Profit Info & ProfitData& AnalysisNew flashes & Alerts-market-competition-industry-company info and alerts(push technology)Calendar Tasks Stock Price External

38、 LinksThe Performance Architecture-ScorecardWith Links and drill downThe OrganizationMy Part of the Organization精品資料網(wǎng)shu.Driving Performance in OrganizationDetermine stakeholder needsDevelop organization strategyAnalyze activities, processes and measuresDetermine costs, current performance and bench

39、markEstablish performance standardsEstablish goals / budgets & action plansDeploy measures and knowledge repository systems精品資料網(wǎng)shuWorld Class Tools To Lead You Into The FutureThe Performance Management PortalProCartaActivity Survey QuestionnaireOther software Applications:Activity Based CostingERPD

40、atabase InternetCRM精品資料網(wǎng)shu Strategy Review Value Based Management Business Process Improvement and Management Balanced Performance Measurement Activity Based Management / Budgeting ERP / Databases CRM Portals / Presentation ABM / Knowledge Management Systems Planning and Analysis Systems Implementa

41、tion Managed Services & TrainingValue Creating MethodologiesInformation Technology ServicesSoftwareValue CreatingSolutions=PerformanceInformation TechnologyPortalsAssessments Training Design ConsultingFacilitation At Focused Management Inc. we are devoted to creating value for our clients by working

42、 with their staff to transfer skills and knowledge through the implementation of highly respected and proven performance management methodologies and software solutions. Our market led, technology focus enables us to provide responsive, comprehensive solutions that link strategy with practical results.Our seasoned team of professionals will address strategy, operations, risk, and technology issues in designing and facilitating end-to-end solutions that are s