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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 Tools2022/8/24At 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 factsThe Fish Tank SyndromeIf each person d

3、escribed 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 o

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

5、ings 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 productsPerformance Architecture

6、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 ValueSystems EnabledPerformanceStakeholder Need/ValuesCustomersShareholdersEmployeesetc.Process ManagementHu

7、man PerformanceIN OUTPerformance MeasuresScorecardOrganization Designand CompensationBest PracticesActivity Based ManagementActivityGoalsMeasuresResultsProcessGoalsMeasuresResultsOrganizationGoalsMeasuresResultsTIMEQUALITYFINANCIALQUANTITYStrategicPlanUnderstand the OrganizationValue-Based Managemen

8、t“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 appearan

9、ce 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: Sales growth rate Operating profit margin Cash income tax rate Working capital Fixed capital Cost of capital - (WACC) Growth duration

10、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 Processes are where the work is done“If you cant describe what you are do

11、ing 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 organization goals and measures to human performance and activities.How We Organ

12、ize OurselvesThe 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

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

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

15、4%48%22%13%Detailed Process MapCustomerCall CenterFirst LevelTechnicalDeptSecond LevelTechnicalDeptInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSolutionCallTransferReferencedocsPredictive call(electronical)Customer callsIVR Routing H

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

17、ntries)Solution skill IDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemID partID DMSolution skillDispneededCustomer told2nd Line willcall backRemote orProblemsolved?PredictiveGroupRoute toP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-site

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

19、YesNoYesNoYesYesNoYesYesNoNoYesNoNoYesYesNoNoYes 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 Mixes6,40

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

21、ct. Line Good Products2,981 410,534 137.72ABC & Process Analysis: Thoughtful Interaction Service Delivery Process CustomerCall CenterFirst LevelTechnicalDeptSecond LevelTechnicalDeptInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCall CloseTransfer orRerouteCustomerinformed ofSoluti

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

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

24、pRoute toP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResourcesOrderPartsAssign Call(some Deliverymethodautomated)ToInstallationProcessTechndispatchedPartsProcessCE goes tositecollectsparts Repaircompleted?FinishRepairEscalationProcessProcess same as Div XR&DProcessOff L

25、ineValidationClose 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

26、.5mCosted 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# Credi

27、ts# Orders# Orders# 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 Quest

28、ionnaire (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.Lets see ASQ in actionPharmacyBest Practice AnalysisUnit Cost ComparisonActivityIowaLos AngelesNew Y

29、orkTempeMichiganReceive 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 Pro

30、duct / 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 MeasuresSubprocess MeasuresM1-ECUSTOMERFUNCTION AFUNCTION BFUNCTION

31、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 ROLE/RESPONSIBILITY MATRIX“Should” Process StepsJobs and OutputsJob

32、1Job 2Job 3Job 4Function B OutputsConsequencesInputOutputFeedbackHuman Performance System“IS” PROCESS MAPMeasuresEverywhereProcess Measures WorksheetMaterial Acquisition ProcessTotal Process MeasuresDimensionCurrent PerformanceMeasureShort TermGoalLong TermGoalActionsto be takenProcessOutputBench-ma

33、rksPerspectives of Measurement(Create & Gather)(Store & Deploy)(Use & Learn)processesknowledgetrainingInsights, Procedures, Guidelines, ExpertiseFront linesBusiness Repository:your corporate DNAFeedbackKnowledge Management Creates “Living Processes”Web/ IntranetInternal or External CustomerThe Perfo

34、rmance Point !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” o

35、f distributionIt is 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 s

36、uite of tools includes 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& AnalysisE-mailNew fl

37、ashes & Alerts-market-competition-industry-company info and alerts(push technology)Calendar Tasks Stock Price External LinksThe Performance Architecture-ScorecardWith Links and drill downThe OrganizationMy Part of the Organization2022/8/24Driving Performance in OrganizationDetermine stakeholder need

38、sDevelop organization strategyAnalyze 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 Performanc

39、e Management PortalProCartaActivity 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

40、CRM Portals / Presentation ABM / Knowledge Management Systems Planning and Analysis Systems Implementation Managed Services & TrainingValue Creating MethodologiesInformation Technology ServicesSoftwareValue CreatingSolutions=PerformanceInformation TechnologyPortalsAssessments Training Design Consult

41、ingFacilitation 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 f

42、ocus 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 clients situation and b

43、usiness 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 objective

44、sFocused Management Inc.The Partnership to Implement Your Performance ArchitectureDomain KnowledgeFMI ServicesPerformance Architecture FacilitationProcess Improvement & ManagementActivity Based Costing / ManagementValue Based ManagementKnowledge Management SystemsInformation PortalsOrganization Desi

45、gnClient-server systems integrationCRM & ERP Systems integrationWe Believe in: Value, Velocity & IntegrityNetwork ServicesCP RailTelusAT&TMCI WorldComOntario HydroRogers CableConsumer Products / DistributionESI/Value RxKelloggsHewlett PackardMcNeil Consumer ProductsPartial List of ClientsManufacturi

46、ngLOF PilkingtonVolkswagen CanadaDuPontProcorGovernment ServicesCanadian NavyCity of BurlingtonCity of San DiegoRegion of HaltonCanadian Coast GuardCity of KitchenerAlberta Environmental ProtectionFinancial ServicesCitibank - NY & BrazilBanco WieseToyota Motor Credit Corp.Canada TrustZurich InsuranceSun Life InsuranceTD BankFidelity InvestmentsContact Information2022/8/249、靜夜四無(wú)鄰，荒居舊業(yè)貧。8月-228月-22Wednesday, August 24, 202210、雨中黃葉樹(shù)，燈下白頭人。17:25:1417:25:1417:258/24/2022 5:25:14 PM11、以我獨(dú)沈久，愧君相見(jiàn)頻。8月-2217:25:1417:25Aug-2224-Aug-2212、故人江海別，幾度隔山川。