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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.At IssueEvery organization needs to measure and manage performance to satisfy the dem

2、ands 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 factsThe Fish Tank SyndromeIf each person described

3、 what they saw, would it be the same description?Perspectives vary! Which is correct?Implications 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 understanding of the bu

4、siness 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 knowledgeResult What Is At StakeInappropriate measurement systems can be costly experiments Sobeys $50m ERP write off Boeings pro

5、duction 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 productsPerformance ArchitectureA combin

6、ation of a business logic methodology, relevant software and systems capability. The links between the tools are as important as the tools themselves.Performance Architecture to Drive ValueSystems EnabledPerformanceStakeholder Need/ValuesCustomersShareholdersEmployeesetc.Process ManagementHuman Perf

7、ormanceIN OUTPerformance MeasuresScorecardOrganization Designand CompensationBest PracticesActivity Based ManagementActivityGoalsMeasuresResultsProcessGoalsMeasuresResultsOrganizationGoalsMeasuresResultsTIMEQUALITYFINANCIALQUANTITYStrategicPlanUnderstand the OrganizationValue-Based Management“VBM is

8、 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 V

9、BM has taken on in the past INSEAD Working Paper, Are you (Really) Managing for Value?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 periodCrea

10、ting shareholder value requires intense focus on: Delivering benefits to customer in most efficient wayHiring/retaining motivated workforceMaintaining excellent supplier relationshipsGood citizen in local communities Processes are where the work is done“If you cant describe what you are doing as a p

11、rocess, 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 organization goals and measures to human performance and activities.How We Organize Ourselv

12、esThe Three Levels of PerformanceMarketSuppliersCIOFIII. Performer/Job LevelII. Process LevelI. Organization LevelProductsServicesNeedsOrganization Work is Performed by Systems of ProcessesAlignment of jobs, activities and processes with total organization goals is critical to the success of the org

13、anization. Shared service organizations are an integral component.purchase orderordersinvoicesamples/duct requestsextrusionsSUPPLIERSCUSTOMERSpromotionsOrder FulfillmentStorePick, pack, shipbill, collectStrategic PlanningPlanning & ControlProduct DevelopmentTest dieBuild diedesignProduction

14、Product madeProcurementBuy materialStore & issueOrder GenerationOrder enteredpromotionInStockWork orderSales orderproductRequisitionMaterialsLinetimeNew DiesGoals/plansPerformance reportsPrice targetsYesNoHuman Resources / Systems / Maintenance / Facilities Support processesCorp. Gov.6%7%4%48%22%13%

15、Detailed Process MapCustomerCall CenterFirst LevelTechnicalDeptSecond LevelTechnicalDeptInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSolutionCallTransferReferencedocsPredictive call(electronical)Customer callsIVR Routing HWProblemIde

16、ntify- Customer- Product- SLAVerify EntitlementValidationCompleted?HardwareLog CallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1st levelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solu

17、tion skill IDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemID partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?PredictiveGroupRoute toP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOr

18、derPartsAssign Call(some Deliverymethodautomated)ToInstallationProcessTechndispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DProcessOff LineValidationClose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoY

19、esYesNoYesYesNoNoYesNoNoYesYesNoNoYes Service Delivery Process Activity Cost ResultsActivity DriverDriver QtyActivity Cost$ / Unit# Credit Control Transactions1,893 36,414 19.24# 3 Piece Height & Dia Changeovers20 171,200 8,560.00# 3 Piece Height Changeovers59 43,850 743.22# Ink Mixes6,401 68,276 10

20、.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 Good Products14,477 1,100,338 76.01# Hrs. Run Marq. Good Products9,078 1,205,748 132.82# Hrs. Run Rect. Line Go

21、od Products2,981 410,534 .72ABC & Process Analysis: Thoughtful Interaction Service Delivery Process CustomerCall CenterFirst LevelTechnicalDeptSecond LevelTechnicalDeptInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSolutionCallTransfer

22、ReferencedocsPredictive call(electronical)Customer callsIVR Routing HWProblemIdentify- Customer- Product- SLAVerify EntitlementValidationCompleted?HardwareLog CallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1st levelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?

23、Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemID partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?PredictiveGroupRoute toP2Hel

24、prequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssign Call(some Deliverymethodautomated)ToInstallationProcessTechndispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DProcessOff LineValidationC

25、lose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYesABC ACTIVITY# 524CALL RECEIPT$0.2mABC ACTIVITY # 355CUSTOMERQUALIFICATION$1.1mABC ACTIVITY# 274DISPATCH PARTS$0.3mABC ACTIVITY#432ON-SITE FIX$7.9mTotal Process Cost = $9.5mCosted Proc

26、essProcess: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# Or

27、ders# Credits# Orders# Pallet X Miles# Loose Cases# Pallets# Claims# Orders170,123499,689167,546154,539661,3891,035,546843,869305,769395,342203,903Activity AnalysisThe first step in an ABC analysis is to understand what activities are performed in the organization.Activity Survey Questionnaire (ASQ)

28、 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.Lets see ASQ in actionPharmacyBest Practice AnalysisUnit Cost ComparisonActivityIowaLos AngelesNew YorkTempeMichig

29、anReceive 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 0.12 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 Product / Customer ABC ProfitVBM Product / Custome

30、r Economic ProfitKey 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 MeasuresInternal/Business MeasuresSubprocess MeasuresM1-ECUSTOMERFUNCTION AFUNCTION BFUNCTION CM2M2M2M2M1-EM

31、1-ILinking Process to Job“SHOULD PROCESS MAPCustomerFunction AFunction CFunction 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 4F

32、unction B OutputsConsequencesInputOutputFeedbackHuman Performance System“IS PROCESS MAPMeasuresEverywhereProcess Measures WorksheetMaterial Acquisition ProcessTotal Process MeasuresDimensionCurrent PerformanceMeasureShort TermGoalLong TermGoalActionsto be takenProcessOutputBench-marksPerspectives of

33、 Measurement(Create & Gather)(Store & Deploy)(Use & Learn)processesknowledgetrainingInsights, Procedures, Guidelines, ExpertiseFront linesBusiness Repository:your corporate DNAFeedbackKnowledge Management Creates “Living ProcessesWeb/ IntranetInternal or External CustomerThe Performance Point !Measu

34、res 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 distributionIt is

35、the media that facilitates organization change. The marriage of management philosophy with technology 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 includ

36、es software to perform simulation modeling of processes and economic performanceSample Measurement Scorecard / DashboardFocused Management Info CenterPersonal Product Customer Projects Presentations Financial Models News Links Info & Profit Info & ProfitData& AnalysisNew flashes & Alerts-market-comp

37、etition-industry-company info and alerts(push technology)Calendar Tasks Stock Price External LinksThe Performance Architecture-ScorecardWith Links and drill downThe OrganizationMy Part of the Organization.Driving Performance in OrganizationDetermine stakeholder needsDevelop organization strategyAnal

38、yze activities, processes and measuresDetermine costs, current performance and benchmarkEstablish performance standardsEstablish goals / budgets & action plansDeploy measures and knowledge repository systemsWorld Class Tools To Lead You Into The FutureThe Performance Management PortalProCartaActivit

39、y Survey QuestionnaireOther software Applications:Activity Based CostingERPDatabase InternetCRM Strategy Review Value Based Management Business Process Improvement and Management Balanced Performance Measurement Activity Based Management / Budgeting ERP / Databases CRM Portals / Presentation ABM / K

40、nowledge Management Systems Planning and Analysis Systems Implementation Managed Services & TrainingValue Creating MethodologiesInformation Technology ServicesSoftwareValue CreatingSolutions=PerformanceInformation TechnologyPortalsAssessments Training Design ConsultingFacilitation At Focused Managem

41、ent 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 solutio