【课件】加拿大Focus咨询机构为香港地铁做的绩效咨询前期培训 32页
- 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*
- 2. At IssueEvery organization needs to measure and manage performance to satisfy the demands of stakeholders Today’s measurement and management methods are much better than in the past but need to be connected together The speed of change and information age computing and communications leave little margin for errors Decision making needs facts
- 3. The Fish Tank Syndrome If each person described what they saw, would it be the same description?Perspectives vary! – Which is correct?
- 4. Implications of The Fish Tank SyndromeWe need a variety of perspectives and with which to obtain a balanced, disciplined and dynamic view of our businesses We need to develop a common / agreed understanding of the business and all of its characteristics We need a constantly available set of reference points to which we can return We need a living repository in which locate and maintain knowledge
- 5. Result – What Is At StakeInappropriate measurement systems can be costly experiments Sobey’s $50m ERP write off Boeing’s production problems in the late 1990’s Malcolm Baldridge winner, Wallace Co’ bankrupt Fortune 500 companies will face a $31.5 Billion knowledge deficit next year By how much can profit be increased by changing your product/market mix to focus on your most profitable products
- 6. Performance Architecture A combination of a business logic methodology, relevant software and systems capability. The links between the tools are as important as the tools themselves.
- 7. Performance Architecture to Drive ValueSystems EnabledPerformanceStakeholder Need/Values Customers Shareholders Employees etc.Process Management Human Performance IN OUTPerformance Measures ScorecardOrganization Design and CompensationBest PracticesActivity Based Management Activity Goals Measures Results Process Goals Measures ResultsOrganization Goals Measures ResultsTIMEQUALITYFINANCIALQUANTITYStrategic Plan
- 8. Understand the Organization
- 9. Value-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 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?
- 10. Value Creation is an Operational Issue!Linked to Seven Value Drivers: Sales growth rate Operating profit margin Cash income tax rate Working capital Fixed capital Cost of capital - (WACC) Growth duration periodCreating shareholder value requires intense focus on: Delivering benefits to customer in most efficient way Hiring/retaining motivated workforce Maintaining excellent supplier relationships Good citizen in local communities
- 11. Processes are where the work is done“If you can’t describe what you are doing as a process, you don’t know what you are doing.” W. Edward Deming Process’s are connected to the appropriate knowledge and learning elements. All focused on the successful performance of a single task. Processes link organization goals and measures to human performance and activities.
- 12. How We Organize Ourselves The Three Levels of PerformanceMarketSuppliersCIOFIII. Performer/Job LevelII. Process LevelI. Organization LevelProducts ServicesNeeds
- 13. Organization Work is Performed by Systems of ProcessesAlignment of jobs, activities and processes with total organization goals is critical to the success of the organization. Shared service organizations are an integral component.purchase orderordersinvoicesamples /specs.product requestsextrusionsSUPPLIERS CUSTOMERS promotionsOrder FulfillmentStorePick, pack, shipbill, collectStrategic PlanningPlanning & ControlProduct DevelopmentTest dieBuild diedesignProductionProduct madeProcurementBuy materialStore & issueOrder GenerationOrder enteredpromotionIn StockWork orderSales orderproductRequisitionMaterialsLine timeNew DiesGoals/plansPerformance reportsPrice targetsYesNoHuman Resources / Systems / Maintenance / Facilities Support processesCorp. Gov.6%7%4%48%22%13%
- 14. Detailed Process MapCustomerCall CenterFirst Level Technical Dep’tSecond Level Technical Dep’tInventory ManagementSchedulingLogisticsSite TechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSolutionCall TransferReference docsPredictive call(electronical)Customer callsIVR Routing HWProblemIdentify- Customer- Product- SLAVerify EntitlementValidationCompleted?HardwareLog CallRe-repairQualifiedbyKnowledgetoolsTo Process 5Installation?1st levelproduct?RerouteIdentify ProblemRemotesolved?HWProblem?Qualificationdone?Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolution Identified?ValidationIdentify PreblemID partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?PredictiveGroupRoute to P2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrder PartsAssign Call(some Deliverymethodautomated)To Installation ProcessTech’n dispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DProcessOff LineValidationClose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYes Service Delivery Process
- 15. Activity Cost ResultsActivity DriverDriver QtyActivity Cost$ / Unit# Credit Control Transactions1,89336,41419.24# 3 Piece Height & Dia Changeovers20171,2008,560.00# 3 Piece Height Changeovers5943,850743.22# Ink Mixes6,40168,27610.67# Products Costed1155,55048.26# Traded Sales Transactions8667,1628.27# Plant 7 Works Order Issues40,55148,0841.19# Hrs. Run 3 Pc. Good Products22,2611,305,30358.64# Hrs. Run DRD Good Products14,4771,100,33876.01# Hrs. Run Marq. Good Products9,0781,205,748132.82# Hrs. Run Rect. Line Good Products2,981410,534137.72
- 16. ABC & Process Analysis: Thoughtful Interaction Service Delivery Process CustomerCall CenterFirst Level Technical Dep’tSecond Level Technical Dep’tInventory ManagementSchedulingLogisticsSite TechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSolutionCall TransferReference docsPredictive call(electronical)Customer callsIVR Routing HWProblemIdentify- Customer- Product- SLAVerify EntitlementValidationCompleted?HardwareLog CallRe-repairQualifiedbyKnowledgetoolsTo Process 5Installation?1st levelproduct?RerouteIdentify ProblemRemotesolved?HWProblem?Qualificationdone?Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolution Identified?ValidationIdentify PreblemID partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?PredictiveGroupRoute to P2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrder PartsAssign Call(some Deliverymethodautomated)To Installation ProcessTech’n dispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DProcessOff LineValidationClose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYesABC ACTIVITY # 524 CALL RECEIPT$0.2mABC ACTIVITY # 355 CUSTOMER QUALIFICATION$1.1mABC ACTIVITY # 274 DISPATCH PARTS$0.3mABC ACTIVITY #432 ON-SITE FIX$7.9mTotal Process Cost = $9.5m
- 17. Costed ProcessProcess:TOTAL COSTOrder Fulfillment Process:$4,437,716Activities In Process:CostApprove creditsCollecting accountsFreight delivery costEnter credit notesEnter customer ordersFreight 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
- 18. Activity AnalysisThe 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 activity and process costs. Let’s see ASQ in action
- 19. PharmacyBest Practice Analysis Unit Cost ComparisonActivityIowaLos AngelesNew YorkTempeMichiganReceive orders0.090.150.160.060.06Order set-up0.830.591.220.840.71Checking RXs0.680.600.590.240.76File hard copy RXs & scan0.070.100.160.120.25Process inventory0.070.040.070.030.21Bag & ship orders12.067.728.456.907.47
- 20. Product / Customer ABC Profit
- 21. VBM Product / Customer Economic Profit
- 22. Key Process Measures Measures can be limited to M1 (end of process) and M2 (sub-process) measures M1-E (External) measures should be derived from goalsM2M1-IExternal/Customer Measures Internal/Business Measures Subprocess MeasuresM1-ECUSTOMERFUNCTION AFUNCTION BFUNCTION CM2M2M2M2M1-EM1-I
- 23. Linking Process to Job“SHOULD” PROCESS MAPCustomer Function A Function C Function DCROSS-FUNCTIONAL ROLE/RESPONSIBILITY MATRIXFunctions 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 MAPMeasures Everywhere
- 24. Process Measures WorksheetMaterial Acquisition Process Total Process MeasuresDimensionCurrent PerformanceMeasureShort Term GoalLong Term GoalActions to be takenProcess OutputBench- marksPerspectives of Measurement
- 25. (Create & Gather)(Store & Deploy)(Use & Learn)processesknowledgetrainingInsights, Procedures, Guidelines, ExpertiseFront linesBusiness Repository: your corporate DNAFeedbackKnowledge Management Creates “Living Processes”Web/ IntranetInternal or External CustomerThe Performance Point !
- 26. Measures Software to Influence Human BehaviorDistribution of consistent and appropriate measurement information 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 distribution It is the media that facilitates organization change. The marriage of management philosophy with technology and the imperative to create value The media is represented by the presentation of current measures and performance information on computer screens to all accountable parties The suite of tools includes software to perform simulation modeling of processes and economic performanceSample Measurement Scorecard / Dashboard
- 27. Focused Management Info Center©Personal Product Customer Projects Presentations Financial Models News Links Info & Profit Info & Profit Data & AnalysisE-mailNew flashes & Alerts -market -competition -industry -company info and alerts (push technology)Calendar Tasks Stock Price External LinksThe Performance Architecture - Scorecard With Links and drill down The OrganizationMy Part of the Organization*
- 28. Driving Performance in OrganizationDetermine stakeholder needs Develop organization strategy Analyze activities, processes and measures Determine costs, current performance and benchmark Establish performance standards Establish goals / budgets & action plans Deploy measures and knowledge repository systems
- 29. World Class Tools To Lead You Into The FutureThe Performance Management PortalProCartaActivity Survey QuestionnaireOther software Applications: Activity Based Costing ERP Database Internet CRM
- 30. 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 Implementation Managed Services & TrainingValue Creating MethodologiesInformation Technology ServicesSoftwareValue Creating Solutions = PerformanceInformation Technology PortalsAssessments Training Design Consulting Facilitation At Focused Management Inc. we are devoted to creating value for our clients by working 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 specific to a client’s situation and business needs. We have professional staff in North America and affiliates around the world who provide strategic, operations improvement and systems integration consulting to organizations in all segments.Seasoned professionals, powerful software working with your people to achieve business objectivesFocused Management Inc.
- 31. The Partnership to Implement Your Performance ArchitectureDomain Knowledge
- 32. FMI ServicesPerformance Architecture Facilitation Process Improvement & Management Activity Based Costing / Management Value Based Management Knowledge Management Systems Information Portals Organization Design Client-server systems integration CRM & ERP Systems integration We Believe in: Value, Velocity & Integrity
- 33. Network Services CP Rail Telus AT&T MCI WorldCom Ontario Hydro Rogers CableConsumer Products / Distribution ESI/Value Rx Kellogg’s Hewlett Packard McNeil Consumer Products…Partial List of ClientsManufacturing LOF Pilkington Volkswagen Canada DuPont ProcorGovernment Services Canadian Navy City of Burlington City of San Diego Region of Halton Canadian Coast Guard City of Kitchener Alberta Environmental ProtectionFinancial Services Citibank - NY & Brazil Banco Wiese Toyota Motor Credit Corp. Canada Trust Zurich Insurance Sun Life Insurance TD Bank Fidelity Investments
- 34. Contact InformationPlease Contact Us At: 905-829-2658 PSharman@focusedmanagement.com www.FocusedManagement.com*
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