為香港地鐵做的最新的績(jī)效咨詢前期培訓(xùn)

1、為香港地鐵做的最新的績(jī)效咨詢前期培訓(xùn)At Issue Every organization needs to measure and manage performance to satisfy the demands of stakeholders Todays 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 communicatio

2、ns leave little margin for errors Decision making needs factsThe Fish Tank SyndromeIf each person described what they saw, would it be the same description?Perspectives vary! Which is correct?Implications of The Fish Tank Syndrome We need a variety of perspectives and with which to obtain a balanced

3、, 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 knowledgeResult Wh

4、at Is At Stake Inappropriate measurement systems can be costly experiments Sobeys $50m ERP write off Boeings production problems in the late 1990s 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 incre

5、ased by changing your product/market mix to focus on your most profitable productsPerformance 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.Performance Architecture to Drive V

6、alueSystems EnabledStakeholder Need/ValuesCustomersShareholdersEmployeesetc.Process ManagementHuman PerformanceIN OUTPerformance MeasuresScorecardOrganization Designand CompensationBest PracticesActivity Based ManagementActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals

7、Measures ResultsTIMEQUALITYFINANCIALQUANTITYStrategicPlanUnderstand the OrganizationValue-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 hum

8、an 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?Value Creation is an Operational Issue!Linked to Seven Value Drivers:v Sales growth ratev Operati

9、ng profit marginv Cash income tax ratev Working capitalv Fixed capitalv Cost of capital - (WACC)v Growth duration periodCreating shareholder value requires intense focus on: Delivering benefits to customer in most efficient way Hiring/retaining motivated workforce Maintaining excellent supplier rela

10、tionships Good citizen in local communities Processes 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 performa

11、nce of a single task. Processes link organization goals and measures to human performance and activities.How We Organize OurselvesThe Three Levels of PerformanceMarketSuppliersCIOFIII. Performer/Job LevelII. Process LevelI. Organization LevelProductsServicesNeedsOrganization Work is Performed by Sys

12、tems 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/duct requestsextrusionsSUPPLIERSCUSTOMERSpromotionsOrder Fulfi

13、llmentStorePick, pack, shipbill, collectStrategic PlanningPlanning & ControlProduct DevelopmentTest dieBuild diedesignProductionProduct madeProcurementBuy materialStore & issueOrder GenerationOrder enteredpromotionInStockWork orderSales orderproductRequisitionMaterialsLinetimeNew DiesGoals/p

14、lansPerformance reportsPrice targetsYesNoHuman Resources / Systems / Maintenance / Facilities Support processesCorp. Gov.6%7%4%48%22%13%Detailed Process MapCustomerCall CenterFirst LevelTechnicalDeptSecond LevelTechnicalDeptInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCall Cl

15、oseTransfer orRerouteCustomerinformed ofSolutionCallTransferReferencedocsPredictive call(electronical)Customer callsIVR Routing HWProblemIdentify- Customer- Product- SLAVerify EntitlementValidationCompleted?HardwareLog CallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1st levelproduct?Rer

16、outeIdentifyProblemRemotesolved?HWProblem?Qualificationdone?Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemID partID DMSolution skillDispneededCustomer told2nd Line will

17、call backRemote orProblemsolved?PredictiveGroupRoute toP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssign Call(some Deliverymethodautomated)ToInstallationProcessTechndispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalat

18、ionProcessProcess same as Div XR&DProcessOff LineValidationClose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYes Service Delivery Process Activity Cost ResultsActivity DriverDriver QtyActivity Cost$ / Unit# Credit Control Transacti

19、ons1,893 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 10.67# 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 Products

20、22,261 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 Good Products2,981 410,534 137.72ABC & Process Analysis: Thoughtful Interaction Service Delivery Process CustomerCall CenterFirst LevelTechnicalDeptSe

21、cond LevelTechnicalDeptInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSolutionCallTransferReferencedocsPredictive call(electronical)Customer callsIVR Routing HWProblemIdentify- Customer- Product- SLAVerify EntitlementValidationComp

22、leted?HardwareLog CallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1st levelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?Problem IDIdentify PartIdentity Delivery Method(order parts - somecountries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolutio

23、nIdentified?ValidationIdentifyPreblemID partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?PredictiveGroupRoute toP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssign Call(some Deliverymethodautomated)ToInstallati

24、onProcessTechndispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DProcessOff LineValidationClose callClose callClose callNoNoNoYesYesNoYesYesNoNoYesYesNoYesYesNoYesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYesABC ACTIVITY# 524CAL

25、L RECEIPT$0.2mABC ACTIVITY # 355CUSTOMERQUALIFICATION$1.1mABC ACTIVITY# 274DISPATCH PARTS$0.3mABC ACTIVITY#432ON-SITE FIX$7.9mTotal Process Cost = $9.5mCosted ProcessProcess:TOTAL COSTOrder Fulfillment Process:$4,437,716Activities In Process:CostApprove creditsCollecting accountsFreight delivery cos

26、tEnter 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,

27、342203,903Activity Analysis 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 t

28、ools and produces draft activity and process costs. Lets see ASQ in actionPharmacyBest 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

29、& 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 / Market MatrixMarket segmentsPharmaCoWholesaleProfessionalCommercial$ thousandsBuYers RetailAll Other RetailWholesaleHospitalClinicsExportOtherTotalsAdult4,814 32,901

30、18,363 56,077 Analgesia1,464 16,335 8,572 26,371 30%50%47%47%Childrens1,510 10,121 5,594 17,226 Analgesia258 3,678 1,867 5,804 17%36%33%34%Cough303 1,614 997 2,914 Relief(166) (566) (382) (1,114) -55%-35%-38%-38%Cold696 4,524 2,581 7,801 Medicine29 1,091 539 1,658 4%24%21%21%Allergy728 4,941 2,907 8

31、,577 Relief107 1,666 893 2,666 15%34%31%31%TotalRevenue8,051 54,102 30,441 - - - - 92,594 Margin1,692 22,204 11,490 - - - - 35,385 % Margin21%41%38%38%How to read this chart. Each cell contains.* Note: Costs do not include $6.6 M in Business Sustaining Costs1. ABC results2. Sales & Marketing str

32、ategy / expectationsSales Revenue$kdecliningstablegrowthContribution Margin$ksalesvolumeopportunityMargin % sales.%RetailProductsProduct / Customer ABC ProfitEconomic ProfitEP = Margin - Capital Employed x WACC* * Weighted Average Cost of Capital12.2%Market segmentsPharmaCoWholesaleProfessionalBuYer

33、s RetailAll Other RetailWholesaleHospitalClinicsTotalsAdult3,536 25,986 12,922 42,444 Analgesia431 3,170 1,577 5,178 447$ 6,631$ 3,567$ 10,644$ Childrens1,136 9,160 4,497 14,793 Analgesia139 1,118 549 1,805 16$ 1,089$ 572$ 1,677$ Cough331 1,344 795 2,470 Relief40 164 97 301 (140)$ (504)$ (326)$ (969

34、)$ Cold676 4,942 2,568 8,186 Medicine83 603 313 999 (65)$ 52$ 10$ (4)$ Allergy712 4,580 2,491 7,783 Relief87 559 304 950 (23)$ 441$ 232$ 650$ TOTAL:6,391 46,013 23,273 - - 75,676 780 5,614 2,839 9,232 235 7,709 4,055 11,999 Capital employed is determined by careful analysis of key capital items &

35、; drivers including Accounts Receivable (revenues & DSO);Inventories (Cost of Sales & Inventory turns); and Fixed Assets (Dedicated Assets and/or Machine hours).Cost of Capital = Capital Employed x WACC (12.2% in this firm)Economic Profit = NOPAT (segmented - see chart xx) - Cost of CapitalE

36、conomic ProfitCost of CapitalCapital EmployedRetailProductsVBM Product / Customer 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 Me

37、asuresSubprocess MeasuresM1-ECUSTOMERFUNCTION AFUNCTION BFUNCTION CM2M2M2M2M1-EM1-ILinking Process to Job“SHOULD” PROCESS MAPCustomerFunction AFunction CFunction DCROSS-FUNCTIONAL ROLE/RESPONSIBILITY MATRIXFunctions and OutputsFunction AFunction BFunction CFunction D“Should” Macro StepsFUNCTIONAL RO

38、LE/RESPONSIBILITY MATRIX“Should” Process StepsJobs and OutputsJob 1Job 2Job 3Job 4Function B OutputsConsequencesInputOutputFeedbackHuman Performance System“IS” PROCESS MAPMeasuresEverywhereProcess Measures WorksheetMaterial Acquisition ProcessTotal Process MeasuresDimensionCurrent PerformanceMeasure

39、Short TermGoalLong TermGoalActionsto be takenProcessOutputDistribute toProductionTime1. # of Hrs. from order toproduction5 days6 hours3 days2 hrs.Appoint a process owner2. # of days of backlog14 days1 day10 days0 daysMove to a pull systemQuality1. Material availablewhen needed80%90%85%100%Develop lo

40、ng term relationship w/ keysuppliers2. # of material shortages90%100%90%100%see above3. % of material issueswhich meet job specs85%100%87%100%Better communicationCost1. Total process cost$150,000$60,000$140,000$200,000Appoint a process owner2. Cost per transaction$85$75$63$40Improve work flow3. Inve

41、ntory cost /month$4.0 m$3.8m$3.5 m$1.0 mInstall point of use inventoryQuantity1. # of items moved/employee4009006001,000Automation2. # of stock outs500500Better supplier relations3. % of time machinesare idle due to materialshortages15%0%10%0%Improve EDI, batch processingBench-marksPerspectives of M

42、easurement(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 P

43、oint !Measures Software to Influence Human BehaviorFDistribution of consistent and appropriate measurement information to everyone in the organization is fundamental to execution of A/VBM FUse of computer technologies - data warehouse, OLAP and presentation layer software provide the “media” of dist

44、ributionFIt is the media that facilitates organization change. The marriage of management philosophy with technology and the imperative to create valueFThe media is represented by the presentation of current measures and performance information on computer screens to all accountable partiesFThe suit

45、e of tools includes software to perform simulation modeling of processes and economic performanceSample Measurement Scorecard / Dashboard2022-3-15Focused Management Info CenterPersonal Product Customer Projects Presentations Financial Models News Links Info & Profit Info & ProfitData& An

46、alysisE-mailNew flashes & Alerts-market-competition-industry-company info and alerts(push technology)Calendar Tasks Stock Price External LinksThe Performance Architecture-ScorecardWith Links and drill downActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures Re

47、sultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsAll Activities Goals Measures ResultsAll Processes Goals Measures ResultsOrganization Goals Measures Re

48、sultsTIMEFINANCIALQUALITYQUANTITYStrategicPlanActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsO

49、rganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization

50、Goals Measures ResultsAll Activities Goals Measures ResultsAll Processes Goals Measures ResultsOrganization Goals Measures ResultsTIMEFINANCIALQUALITYQUANTITYStrategicPlanActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsPr

51、ocess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsMy Activities Goals Measures ResultsMy Process Goals Measures ResultsOrganization Goals Measures ResultsTIMEFINANCIALQUALITYQUANTITYStrategic

52、PlanActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity

53、 Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsActivity Goals Measures ResultsProcess Goals Measures ResultsOrganization Goals Measures ResultsMy Activities Goals

54、Measures ResultsMy Process Goals Measures ResultsOrganization Goals Measures ResultsTIMEFINANCIALQUALITYQUANTITYStrategicPlanThe OrganizationMy Part of the OrganizationDriving Performance in Organization Determine stakeholder needs Develop organization strategy Analyze activities, processes and meas

55、ures Determine costs, current performance and benchmark Establish performance standards Establish goals / budgets & action plans Deploy measures and knowledge repository systemsWorld Class Tools To Lead You Into The FutureThe Performance Management PortalProCartaActivity Survey QuestionnaireOthe

56、r software Applications:Activity Based CostingERPDatabase InternetCRMn Strategy Reviewn Value Based Managementn Business Process Improvement and Managementn Balanced Performance Measurementn Activity Based Management / Budgetingn ERP / Databasesn CRMn Portals / Presentationn ABM / Knowledge Managementn Systems Planning and Analysis n Systems Implementationn Managed Services & TrainingValue Creating MethodologiesInformation Technology ServicesSoftwareValue CreatingSolutions=PerformanceInformation TechnologyPortalsAssessments Train