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CostandPerformanceManagement:CreatingValuewithMeasures
Presentedby
FocusedManagementInc.FacilitatingPerformanceImprovementThroughBetterUseOfInformationAndTheApplicationOfDecisionSupportTools2022/12/17CostandPerformanceManagemen1AtIssueEveryorganizationneedstomeasureandmanageperformancetosatisfythedemandsofstakeholdersToday’smeasurementandmanagementmethodsaremuchbetterthaninthepastbutneedtobeconnectedtogetherThespeedofchangeandinformationagecomputingandcommunicationsleavelittlemarginforerrorsDecisionmakingneedsfactsAtIssueEveryorganizationneeTheFishTankSyndromeIfeachpersondescribedwhattheysaw,woulditbethesamedescription?Perspectivesvary!–Whichiscorrect?TheFishTankSyndromePerspectImplicationsof
TheFishTankSyndromeWeneedavarietyofperspectivesandwithwhichtoobtainabalanced,disciplinedanddynamicviewofourbusinesses
Weneedtodevelopacommon/agreedunderstandingofthebusinessandallofitscharacteristics
WeneedaconstantlyavailablesetofreferencepointstowhichwecanreturnWeneedalivingrepositoryinwhichlocateandmaintainknowledgeImplicationsof
TheFishTankResult–WhatIsAtStakeInappropriatemeasurementsystemscanbecostlyexperimentsSobey’s$50mERPwriteoffBoeing’sproductionproblemsinthelate1990’sMalcolmBaldridgewinner,WallaceCo’bankruptFortune500companieswillfacea$31.5BillionknowledgedeficitnextyearByhowmuchcanprofitbeincreasedbychangingyourproduct/marketmixtofocusonyourmostprofitableproductsResult–WhatIsAtStakeInappPerformanceArchitectureAcombinationofabusinesslogicmethodology,relevantsoftwareandsystemscapability.Thelinksbetweenthetoolsareasimportantasthetoolsthemselves.PerformanceArchitecturePerformanceArchitecturetoDriveValueSystemsEnabledPerformanceStakeholderNeed/ValuesCustomersShareholdersEmployeesetc.ProcessManagementHumanPerformanceIN
OUTPerformanceMeasuresScorecardOrganizationDesignandCompensationBestPracticesActivityBasedManagementActivityGoalsMeasuresResultsProcessGoalsMeasuresResultsOrganizationGoalsMeasuresResultsTIMEQUALITYFINANCIALQUANTITYStrategicPlanPerformanceArchitecturetoDrUnderstandtheOrganizationUnderstandtheOrganizationValue-BasedManagement“VBMisaholisticmanagementapproachthatencompassesredefinedgoals,redesignedorganizationalstructuresandsystems,rejuvenatedstrategicandoperationalprocesses,andevenrevampedhumanresourcespractices”.“ThisholisticpracticeofVBMisinsharpcontrasttothefinance-drivenappearancethatVBMhastakenoninthepast…”INSEADWorkingPaper,Areyou(Really)ManagingforValue?Value-BasedManagement“VBMisValueCreationisanOperationalIssue!LinkedtoSevenValueDrivers:SalesgrowthrateOperatingprofitmarginCashincometaxrateWorkingcapitalFixedcapitalCostofcapital-(WACC)GrowthdurationperiodCreatingshareholdervaluerequiresintensefocuson:DeliveringbenefitstocustomerinmostefficientwayHiring/retainingmotivatedworkforceMaintainingexcellentsupplierrelationshipsGoodcitizeninlocalcommunitiesValueCreationisanOperationProcessesarewheretheworkisdone“Ifyoucan’tdescribewhatyouaredoingasaprocess,youdon’tknowwhatyouaredoing.”
W.EdwardDemingProcess’sareconnectedtotheappropriateknowledgeandlearningelements.Allfocusedonthesuccessfulperformanceofasingletask.Processeslinkorganizationgoalsandmeasurestohumanperformanceandactivities.ProcessesarewheretheworkiHowWeOrganizeOurselves
TheThreeLevelsofPerformanceMarketSuppliersCIOFIII.Performer/JobLevelII.ProcessLevelI.OrganizationLevelProductsServicesNeedsHowWeOrganizeOurselves
TheOrganizationWorkisPerformedby
SystemsofProcessesAlignmentofjobs,activitiesandprocesseswithtotalorganizationgoalsiscriticaltothesuccessoftheorganization.Sharedserviceorganizationsareanintegralcomponent.purchaseorderordersinvoicesamples/ductrequestsextrusionsSUPPLIERSCUSTOMERSpromotionsOrderFulfillmentStorePick,pack,shipbill,collectStrategicPlanningPlanning&ControlProductDevelopmentTestdieBuilddiedesignProductionProductmadeProcurementBuymaterialStore&issueOrderGenerationOrderenteredpromotionInStockWorkorderSalesorderproductRequisitionMaterialsLinetimeNewDiesGoals/plansPerformancereportsPricetargetsYesNoHumanResources/Systems/Maintenance/FacilitiesSupportprocessesCorp.Gov.6%7%4%48%22%13%OrganizationWorkisPerformedDetailedProcessMapCustomerCallCenterFirstLevelTechnicalDep’tSecondLevelTechnicalDep’tInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCallCloseTransferorRerouteCustomerinformedofSolutionCallTransferReferencedocsPredictivecall(electronical)CustomercallsIVRRoutingHWProblemIdentify-Customer-Product-SLAVerifyEntitlementValidationCompleted?HardwareLogCallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1stlevelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?ProblemIDIdentifyPartIdentityDeliveryMethod(orderparts-somecountries)SolutionskillIDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemIDpartIDDMSolutionskillDispneededCustomertold2ndLinewillcallbackRemoteorProblemsolved?PredictiveGroupRoutetoP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssignCall(someDeliverymethodautomated)ToInstallationProcessTech’ndispatchedPartsProcessCEgoestositecollectspartsRepaircompleted?FinishRepairEscalationProcessProcesssameasDivXR&DProcessOffLineValidationClosecallClosecallClosecallNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYes
ServiceDeliveryProcessDetailedProcessMapCustomerCaActivityCostResultsActivityDriverDriverQtyActivityCost$/Unit#CreditControlTransactions1,893
36,414
19.24#3PieceHeight&DiaChangeovers20
171,200
8,560.00#3PieceHeightChangeovers59
43,850
743.22#InkMixes6,401
68,276
10.67#ProductsCosted115
5,550
48.26#TradedSalesTransactions866
7,162
8.27#Plant7WorksOrderIssues40,551
48,084
1.19#Hrs.Run3Pc.GoodProducts22,261
1,305,303
58.64#Hrs.RunDRDGoodProducts14,477
1,100,338
76.01#Hrs.RunMarq.GoodProducts9,078
1,205,748
132.82#Hrs.RunRect.LineGoodProducts2,981
410,534
137.72ActivityCostResultsActivityABC&ProcessAnalysis:ThoughtfulInteraction
ServiceDeliveryProcessCustomerCallCenterFirstLevelTechnicalDep’tSecondLevelTechnicalDep’tInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCallCloseTransferorRerouteCustomerinformedofSolutionCallTransferReferencedocsPredictivecall(electronical)CustomercallsIVRRoutingHWProblemIdentify-Customer-Product-SLAVerifyEntitlementValidationCompleted?HardwareLogCallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1stlevelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?ProblemIDIdentifyPartIdentityDeliveryMethod(orderparts-somecountries)SolutionskillIDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemIDpartIDDMSolutionskillDispneededCustomertold2ndLinewillcallbackRemoteorProblemsolved?PredictiveGroupRoutetoP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssignCall(someDeliverymethodautomated)ToInstallationProcessTech’ndispatchedPartsProcessCEgoestositecollectspartsRepaircompleted?FinishRepairEscalationProcessProcesssameasDivXR&DProcessOffLineValidationClosecallClosecallClosecallNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYesABCACTIVITY#524CALLRECEIPT$0.2mABCACTIVITY#355CUSTOMERQUALIFICATION$1.1mABCACTIVITY#274DISPATCHPARTS$0.3mABCACTIVITY
#432
ON-SITEFIX$7.9mTotalProcessCost=$9.5mABC&ProcessAnalysis:ThoughCostedProcessProcess:TOTALCOSTOrderFulfillmentProcess:$4,437,716ActivitiesInProcess:CostApprovecreditsCollectingaccountsFreightdeliverycostEntercreditnotesEntercustomerordersFreightpalletmilescostPickloosecasesPickingpalletsPaypromotionalclaimsShippingpaperworkDriver#Credits#Orders#Orders#Credits#Orders#PalletXMiles#LooseCases#Pallets#Claims#Orders170,123499,689167,546154,539661,3891,035,546843,869305,769395,342203,903CostedProcessProcess:TOTALCOActivityAnalysisThefirststepinanABCanalysisistounderstandwhatactivitiesareperformedintheorganization.ActivitySurveyQuestionnaire(ASQ)facilitatessimpleandefficientcollectionofactivitydatathroughouttheorganization,preparesthedataforimportintoanalysistoolsandproducesdraftactivityandprocesscosts.Let’sseeASQinactionActivityAnalysisThefirststePharmacyBestPracticeAnalysis
UnitCostComparisonActivityIowaLosAngelesNewYorkTempeMichiganReceiveorders0.09
0.15
0.16
0.06
0.06
Orderset-up0.83
0.59
1.22
0.84
0.71
CheckingRXs0.68
0.60
0.59
0.24
0.76
FilehardcopyRXs&scan0.07
0.10
0.16
0.12
0.25
Processinventory0.07
0.04
0.07
0.03
0.21
Bag&shiporders12.06
7.72
8.45
6.90
7.47
PharmacyBestPracticeAnalysisProduct/CustomerABCProfitProduct/CustomerABCProfitVBMProduct/CustomerEconomicProfitVBMProduct/CustomerEconomiKeyProcessMeasuresMeasurescanbelimitedtoM1(endofprocess)andM2(sub-process)measuresM1-E(External)measuresshouldbederivedfromgoalsM2M1-IExternal/CustomerMeasuresInternal/BusinessMeasuresSubprocessMeasuresM1-ECUSTOMERFUNCTIONAFUNCTIONBFUNCTIONCM2M2M2M2M1-EM1-IKeyProcessMeasuresMeasuresLinkingProcesstoJob“SHOULD”PROCESSMAPCustomerFunctionAFunctionCFunctionDCROSS-FUNCTIONALROLE/RESPONSIBILITYMATRIXFunctionsandOutputsFunctionAFunctionBFunctionCFunctionD“Should”
MacroStepsFUNCTIONALROLE/RESPONSIBILITYMATRIX“Should”
ProcessStepsJobsandOutputsJob1Job2Job3Job4FunctionB
OutputsConsequencesInputOutputFeedbackHumanPerformanceSystem“IS”PROCESSMAPMeasuresEverywhereLinkingProcesstoJob“SHOULD”ProcessMeasuresWorksheetMaterialAcquisitionProcessTotalProcessMeasuresDimensionCurrentPerformanceMeasureShortTermGoalLongTermGoalActionstobetakenProcessOutputBench-marksPerspectivesofMeasurementProcessMeasuresWorksheetMate(Create&Gather)(Store&Deploy)(Use&Learn)processesknowledgetrainingInsights,Procedures,Guidelines,ExpertiseFrontlinesBusinessRepository:yourcorporateDNAFeedbackKnowledgeManagementCreates“LivingProcesses”Web/IntranetInternalorExternalCustomerThePerformancePoint!(Create&Gather)(Store&DeplMeasuresSoftwareto
InfluenceHumanBehaviorDistributionofconsistentandappropriate
measurementinformationtoeveryoneinthe
organizationisfundamentaltoexecutionofA/VBM
Useofcomputertechnologies-datawarehouse,
OLAPandpresentationlayersoftwareprovide
the“media”ofdistribution
Itisthemediathatfacilitatesorganizationchange.
Themarriageofmanagementphilosophywith
technologyandtheimperativetocreatevalue
Themediaisrepresentedbythepresentationof
currentmeasuresandperformanceinformationon
computerscreenstoallaccountableparties
Thesuiteoftoolsincludessoftwaretoperform
simulationmodelingofprocessesandeconomicperformanceSampleMeasurementScorecard/DashboardMeasuresSoftwareto
InfluencFocusedManagementInfoCenter?Personal Product CustomerProjectsPresentationsFinancial ModelsNews Links Info&ProfitInfo&Profit Data &AnalysisE-mailNewflashes&Alerts-market-competition-industry-companyinfoandalerts(pushtechnology)CalendarTasksStockPriceExternalLinksThePerformanceArchitecture-ScorecardWithLinksanddrilldownTheOrganizationMyPartoftheOrganization2022/12/17FocusedManagementInfoCenter27DrivingPerformanceinOrganizationDeterminestakeholderneedsDeveloporganizationstrategyAnalyzeactivities,processesandmeasuresDeterminecosts,currentperformanceandbenchmarkEstablishperformancestandardsEstablishgoals/budgets&actionplansDeploymeasuresandknowledgerepositorysystemsDrivingPerformanceinOrganizWorldClassToolsToLeadYouIntoTheFutureThePerformanceManagementPortalProCartaActivitySurveyQuestionnaireOthersoftwareApplications:ActivityBasedCostingERPDatabaseInternetCRMWorldClassToolsToLeadYou
StrategyReviewValueBasedManagementBusinessProcessImprovementandManagementBalancedPerformanceMeasurementActivityBasedManagement/Budgeting
ERP/DatabasesCRMPortals/PresentationABM/KnowledgeManagement
SystemsPlanningandAnalysisSystemsImplementationManagedServices&TrainingValueCreatingMethodologiesInformationTechnologyServicesSoftwareValueCreating
Solutions=PerformanceInformationTechnologyPortalsAssessmentsTrainingDesignConsultingFacilitation
AtFocusedManagementInc.wearedevotedtocreatingvalueforourclientsbyworkingwiththeirstafftotransferskillsandknowledgethroughtheimplementationofhighlyrespectedandprovenperformancemanagementmethodologiesandsoftwaresolutions.Ourmarketled,technologyfocusenablesustoprovideresponsive,comprehensivesolutionsthatlinkstrategywithpracticalresults.Ourseasonedteamofprofessionalswilladdressstrategy,operations,risk,andtechnologyissuesindesigningandfacilitatingend-to-endsolutionsthatarespecifictoaclient’ssituationandbusinessneeds.WehaveprofessionalstaffinNorthAmericaandaffiliatesaroundtheworldwhoprovidestrategic,operationsimprovementandsystemsintegrationconsultingtoorganizationsinallsegments.Seasonedprofessionals,powerfulsoftwareworkingwithyourpeopletoachievebusinessobjectivesFocusedManagementInc.StrategyReviewERP/DatabasThePartnershiptoImplementYourPerformanceArchitectureDomainKnowledgeThePartnershiptoImplementYFMIServicesPerformanceArchitectureFacilitationProcessImprovement&ManagementActivityBasedCosting/ManagementValueBasedManagementKnowledgeManagementSystemsInformationPortalsOrganizationDesignClient-serversystemsintegrationCRM&ERPSystemsintegrationWeBelievein:Value,Velocity&IntegrityFMIServicesPerformanceArchitNetworkServicesCPRailTelusAT&TMCIWorldComOntarioHydroRogersCableConsumerProducts/DistributionESI/ValueRxKellogg’sHewlettPackardMcNeilConsumerProducts…PartialListofClientsManufacturingLOFPilkingtonVolkswagenCanadaDuPontProcorGovernmentServicesCanadianNavyCityofBurlingtonCityofSanDiegoRegionofHaltonCanadianCoastGuardCityofKitchenerAlbertaEnvironmentalProtectionFinancialServicesCitibank-NY&BrazilBancoWieseToyotaMotorCreditCorp.CanadaTrustZurichInsuranceSunLifeInsuranceTDBankFidelityInvestmentsNetworkServicesConsumerProduContactInformation2022/12/17ContactInformation2022/12/1534CostandPerformanceManagement:CreatingValuewithMeasures
Presentedby
FocusedManagementInc.FacilitatingPerformanceImprovementThroughBetterUseOfInformationAndTheApplicationOfDecisionSupportTools2022/12/17CostandPerformanceManagemen35AtIssueEveryorganizationneedstomeasureandmanageperformancetosatisfythedemandsofstakeholdersToday’smeasurementandmanagementmethodsaremuchbetterthaninthepastbutneedtobeconnectedtogetherThespeedofchangeandinformationagecomputingandcommunicationsleavelittlemarginforerrorsDecisionmakingneedsfactsAtIssueEveryorganizationneeTheFishTankSyndromeIfeachpersondescribedwhattheysaw,woulditbethesamedescription?Perspectivesvary!–Whichiscorrect?TheFishTankSyndromePerspectImplicationsof
TheFishTankSyndromeWeneedavarietyofperspectivesandwithwhichtoobtainabalanced,disciplinedanddynamicviewofourbusinesses
Weneedtodevelopacommon/agreedunderstandingofthebusinessandallofitscharacteristics
WeneedaconstantlyavailablesetofreferencepointstowhichwecanreturnWeneedalivingrepositoryinwhichlocateandmaintainknowledgeImplicationsof
TheFishTankResult–WhatIsAtStakeInappropriatemeasurementsystemscanbecostlyexperimentsSobey’s$50mERPwriteoffBoeing’sproductionproblemsinthelate1990’sMalcolmBaldridgewinner,WallaceCo’bankruptFortune500companieswillfacea$31.5BillionknowledgedeficitnextyearByhowmuchcanprofitbeincreasedbychangingyourproduct/marketmixtofocusonyourmostprofitableproductsResult–WhatIsAtStakeInappPerformanceArchitectureAcombinationofabusinesslogicmethodology,relevantsoftwareandsystemscapability.Thelinksbetweenthetoolsareasimportantasthetoolsthemselves.PerformanceArchitecturePerformanceArchitecturetoDriveValueSystemsEnabledPerformanceStakeholderNeed/ValuesCustomersShareholdersEmployeesetc.ProcessManagementHumanPerformanceIN
OUTPerformanceMeasuresScorecardOrganizationDesignandCompensationBestPracticesActivityBasedManagementActivityGoalsMeasuresResultsProcessGoalsMeasuresResultsOrganizationGoalsMeasuresResultsTIMEQUALITYFINANCIALQUANTITYStrategicPlanPerformanceArchitecturetoDrUnderstandtheOrganizationUnderstandtheOrganizationValue-BasedManagement“VBMisaholisticmanagementapproachthatencompassesredefinedgoals,redesignedorganizationalstructuresandsystems,rejuvenatedstrategicandoperationalprocesses,andevenrevampedhumanresourcespractices”.“ThisholisticpracticeofVBMisinsharpcontrasttothefinance-drivenappearancethatVBMhastakenoninthepast…”INSEADWorkingPaper,Areyou(Really)ManagingforValue?Value-BasedManagement“VBMisValueCreationisanOperationalIssue!LinkedtoSevenValueDrivers:SalesgrowthrateOperatingprofitmarginCashincometaxrateWorkingcapitalFixedcapitalCostofcapital-(WACC)GrowthdurationperiodCreatingshareholdervaluerequiresintensefocuson:DeliveringbenefitstocustomerinmostefficientwayHiring/retainingmotivatedworkforceMaintainingexcellentsupplierrelationshipsGoodcitizeninlocalcommunitiesValueCreationisanOperationProcessesarewheretheworkisdone“Ifyoucan’tdescribewhatyouaredoingasaprocess,youdon’tknowwhatyouaredoing.”
W.EdwardDemingProcess’sareconnectedtotheappropriateknowledgeandlearningelements.Allfocusedonthesuccessfulperformanceofasingletask.Processeslinkorganizationgoalsandmeasurestohumanperformanceandactivities.ProcessesarewheretheworkiHowWeOrganizeOurselves
TheThreeLevelsofPerformanceMarketSuppliersCIOFIII.Performer/JobLevelII.ProcessLevelI.OrganizationLevelProductsServicesNeedsHowWeOrganizeOurselves
TheOrganizationWorkisPerformedby
SystemsofProcessesAlignmentofjobs,activitiesandprocesseswithtotalorganizationgoalsiscriticaltothesuccessoftheorganization.Sharedserviceorganizationsareanintegralcomponent.purchaseorderordersinvoicesamples/ductrequestsextrusionsSUPPLIERSCUSTOMERSpromotionsOrderFulfillmentStorePick,pack,shipbill,collectStrategicPlanningPlanning&ControlProductDevelopmentTestdieBuilddiedesignProductionProductmadeProcurementBuymaterialStore&issueOrderGenerationOrderenteredpromotionInStockWorkorderSalesorderproductRequisitionMaterialsLinetimeNewDiesGoals/plansPerformancereportsPricetargetsYesNoHumanResources/Systems/Maintenance/FacilitiesSupportprocessesCorp.Gov.6%7%4%48%22%13%OrganizationWorkisPerformedDetailedProcessMapCustomerCallCenterFirstLevelTechnicalDep’tSecondLevelTechnicalDep’tInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCallCloseTransferorRerouteCustomerinformedofSolutionCallTransferReferencedocsPredictivecall(electronical)CustomercallsIVRRoutingHWProblemIdentify-Customer-Product-SLAVerifyEntitlementValidationCompleted?HardwareLogCallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1stlevelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?ProblemIDIdentifyPartIdentityDeliveryMethod(orderparts-somecountries)SolutionskillIDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemIDpartIDDMSolutionskillDispneededCustomertold2ndLinewillcallbackRemoteorProblemsolved?PredictiveGroupRoutetoP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssignCall(someDeliverymethodautomated)ToInstallationProcessTech’ndispatchedPartsProcessCEgoestositecollectspartsRepaircompleted?FinishRepairEscalationProcessProcesssameasDivXR&DProcessOffLineValidationClosecallClosecallClosecallNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYes
ServiceDeliveryProcessDetailedProcessMapCustomerCaActivityCostResultsActivityDriverDriverQtyActivityCost$/Unit#CreditControlTransactions1,893
36,414
19.24#3PieceHeight&DiaChangeovers20
171,200
8,560.00#3PieceHeightChangeovers59
43,850
743.22#InkMixes6,401
68,276
10.67#ProductsCosted115
5,550
48.26#TradedSalesTransactions866
7,162
8.27#Plant7WorksOrderIssues40,551
48,084
1.19#Hrs.Run3Pc.GoodProducts22,261
1,305,303
58.64#Hrs.RunDRDGoodProducts14,477
1,100,338
76.01#Hrs.RunMarq.GoodProducts9,078
1,205,748
132.82#Hrs.RunRect.LineGoodProducts2,981
410,534
137.72ActivityCostResultsActivityABC&ProcessAnalysis:ThoughtfulInteraction
ServiceDeliveryProcessCustomerCallCenterFirstLevelTechnicalDep’tSecondLevelTechnicalDep’tInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCallCloseTransferorRerouteCustomerinformedofSolutionCallTransferReferencedocsPredictivecall(electronical)CustomercallsIVRRoutingHWProblemIdentify-Customer-Product-SLAVerifyEntitlementValidationCompleted?HardwareLogCallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1stlevelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?ProblemIDIdentifyPartIdentityDeliveryMethod(orderparts-somecountries)SolutionskillIDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemIDpartIDDMSolutionskillDispneededCustomertold2ndLinewillcallbackRemoteorProblemsolved?PredictiveGroupRoutetoP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssignCall(someDeliverymethodautomated)ToInstallationProcessTech’ndispatchedPartsProcessCEgoestositecollectspartsRepaircompleted?FinishRepairEscalationProcessProcesssameasDivXR&DProcessOffLineValidationClosecallClosecallClosecallNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYesABCACTIVITY#524CALLRECEIPT$0.2mABCACTIVITY#355CUSTOMERQUALIFICATION$1.1mABCACTIVITY#274DISPATCHPARTS$0.3mABCACTIVITY
#432
ON-SITEFIX$7.9mTotalProcessCost=$9.5mABC&ProcessAnalysis:ThoughCostedProcessProcess:TOTALCOSTOrderFulfillmentProcess:$4,437,716ActivitiesInProcess:CostApprovecreditsCollectingaccountsFreightdeliverycostEntercreditnotesEntercustomerordersFreightpalletmilescostPickloosecasesPickingpalletsPaypromotionalclaimsShippingpaperworkDriver#Credits#Orders#Orders#Credits#Orders#PalletXMiles#LooseCases#Pallets#Claims#Orders170,123499,689167,546154,539661,3891,035,546843,869305,769395,342203,903CostedProcessProcess:TOTALCOActivityAnalysisThefirststepinanABCanalysisistounderstandwhatactivitiesareperformedintheorganization.ActivitySurveyQuestionnaire(ASQ)facilitatessimpleandefficientcollectionofactivitydatathroughouttheorganization,preparesthedataforimportintoanalysistoolsandproducesdraftactivityandprocesscosts.Let’sseeASQinactionActivityAnalysisThefirststePharmacyBestPracticeAnalysis
UnitCostComparisonActivityIowaLosAngelesNewYorkTempeMichiganReceiveorders0.09
0.15
0.16
0.06
0.06
Orderset-up0.83
0.59
1.22
0.84
0.71
CheckingRXs0.68
0.60
0.59
0.24
0.76
FilehardcopyRXs&scan0.07
0.10
0.16
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