企业绩效管理的咨询报告英文版

2025/3/30CostandPerformanceManagement:CreatingValuewithMeasures

Presentedby

FocusedManagementInc.FacilitatingPerformanceImprovementThroughBetterUseOfInformationAndTheApplicationOfDecisionSupportTools......AtIssueEveryorganizationneedstomeasureandmanageperformancetosatisfythedemandsofstakeholdersToday’smeasurementandmanagementmethodsaremuchbetterthaninthepastbutneedtobeconnectedtogetherThespeedofchangeandinformationagecomputingandcommunicationsleavelittlemarginforerrorsDecisionmakingneedsfacts......TheFishTankSyndromeIfeachpersondescribedwhattheysaw,woulditbethesamedescription?Perspectivesvary!–Whichiscorrect?......Implicationsof

TheFishTankSyndromeWeneedavarietyofperspectivesandwithwhichtoobtainabalanced,disciplinedanddynamicviewofourbusinesses

Weneedtodevelopacommon/agreedunderstandingofthebusinessandallofitscharacteristics

WeneedaconstantlyavailablesetofreferencepointstowhichwecanreturnWeneedalivingrepositoryinwhichlocateandmaintainknowledge......Result–WhatIsAtStakeInappropriatemeasurementsystemscanbecostlyexperimentsSobey’s$50mERPwriteoffBoeing’sproductionproblemsinthelate1990’sMalcolmBaldridgewinner,WallaceCo’bankruptFortune500companieswillfacea$31.5BillionknowledgedeficitnextyearByhowmuchcanprofitbeincreasedbychangingyourproduct/marketmixtofocusonyourmostprofitableproducts......PerformanceArchitectureAcombinationofabusinesslogicmethodology,relevantsoftwareandsystemscapability.Thelinksbetweenthetoolsareasimportantasthetoolsthemselves.......PerformanceArchitecturetoDriveValueSystemsEnabledPerformanceStakeholderNeed/ValuesCustomersShareholdersEmployeesetc.ProcessManagementHumanPerformanceIN

OUTPerformanceMeasuresScorecardOrganizationDesignandCompensationBestPracticesActivityBasedManagementActivityGoalsMeasuresResultsProcessGoalsMeasuresResultsOrganizationGoalsMeasuresResultsTIMEQUALITYFINANCIALQUANTITYStrategicPlan......UnderstandtheOrganization......Value-BasedManagement“VBMisaholisticmanagementapproachthatencompassesredefinedgoals,redesignedorganizationalstructuresandsystems,rejuvenatedstrategicandoperationalprocesses,andevenrevampedhumanresourcespractices”.“ThisholisticpracticeofVBMisinsharpcontrasttothefinance-drivenappearancethatVBMhastakenoninthepast…”INSEADWorkingPaper,Areyou(Really)ManagingforValue?......ValueCreationisanOperationalIssue!LinkedtoSevenValueDrivers:SalesgrowthrateOperatingprofitmarginCashincometaxrateWorkingcapitalFixedcapitalCostofcapital-(WACC)GrowthdurationperiodCreatingshareholdervaluerequiresintensefocuson:DeliveringbenefitstocustomerinmostefficientwayHiring/retainingmotivatedworkforceMaintainingexcellentsupplierrelationshipsGoodcitizeninlocalcommunities......Processesarewheretheworkisdone“Ifyoucan’tdescribewhatyouaredoingasaprocess,youdon’tknowwhatyouaredoing.”

W.EdwardDemingProcess’sareconnectedtotheappropriateknowledgeandlearningelements.Allfocusedonthesuccessfulperformanceofasingletask.Processeslinkorganizationgoalsandmeasurestohumanperformanceandactivities.......HowWeOrganizeOurselves

TheThreeLevelsofPerformanceMarketSuppliersCIOFIII.Performer/JobLevelII.ProcessLevelI.OrganizationLevelProductsServicesNeeds......OrganizationWorkisPerformedby

SystemsofProcessesAlignmentofjobs,activitiesandprocesseswithtotalorganizationgoalsiscriticaltothesuccessoftheorganization.Sharedserviceorganizationsareanintegralcomponent.purchaseorderordersinvoicesamples/specs.productrequestsextrusionsSUPPLIERSCUSTOMERSpromotionsOrderFulfillmentStorePick,pack,shipbill,collectStrategicPlanningPlanning&ControlProductDevelopmentTestdieBuilddiedesignProductionProductmadeProcurementBuymaterialStore&issueOrderGenerationOrderenteredpromotionInStockWorkorderSalesorderproductRequisitionMaterialsLinetimeNewDiesGoals/plansPerformancereportsPricetargetsYesNoHumanResources/Systems/Maintenance/FacilitiesSupportprocessesCorp.Gov.6%7%4%48%22%13%......DetailedProcessMapCustomerCallCenterFirstLevelTechnicalDep’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

ServiceDeliveryProcess......ActivityCostResultsActivityDriverDriverQtyActivityCost$/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

137.72......ABC&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=$9.5m......CostedProcessProcess:TOTALCOSTOrderFulfillmentProcess:$4,437,716ActivitiesInProcess:CostApprovecreditsCollectingaccountsFreightdeliverycostEntercreditnotesEntercustomerordersFreightpalletmilescostPickloosecasesPickingpalletsPaypromotionalclaimsShippingpaperworkDriver#Credits#Orders#Orders#Credits#Orders#PalletXMiles#LooseCases#Pallets#Claims#Orders170,123499,689167,546154,539661,3891,035,546843,869305,769395,342203,903......ActivityAnalysisThefirststepinanABCanalysisistounderstandwhatactivitiesareperformedintheorganization.ActivitySurveyQuestionnaire(ASQ)facilitatessimpleandefficientcollectionofactivitydatathroughouttheorganization,preparesthedataforimportintoanalysistoolsandproducesdraftactivityandprocesscosts.Let’sseeASQinaction......PharmacyBestPracticeAnalysis

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

......Product/CustomerABCProfit......VBMProduct/CustomerEconomicProfit......KeyProcessMeasuresMeasurescanbelimitedtoM1(endofprocess)andM2(sub-process)measuresM1-E(External)measuresshouldbederivedfromgoalsM2M1-IExternal/CustomerMeasuresInternal/BusinessMeasuresSubprocessMeasuresM1-ECUSTOMERFUNCTIONAFUNCTIONBFUNCTIONCM2M2M2M2M1-EM1-I......LinkingProcesstoJob“SHOULD”PROCESSMAPCustomerFunctionAFunctionCFunctionDCROSS-FUNCTIONALROLE/RESPONSIBILITYMATRIXFunctionsandOutputsFunctionAFunctionBFunctionCFunctionD“Should”

MacroStepsFUNCTIONALROLE/RESPONSIBILITYMATRIX“Should”

ProcessStepsJobsandOutputsJob1Job2Job3Job4FunctionB

OutputsConsequencesInputOutputFeedbackHumanPerformanceSystem“IS”PROCESSMAPMeasuresEverywhere......ProcessMeasuresWorksheetMaterialAcquisitionProcessTotalProcessMeasuresDimensionCurrentPerformanceMeasureShortTermGoalLongTermGoalActionstobetakenProcessOutputBench-marksPerspectivesofMeasurement......(Create&Gather)(Store&Deploy)(Use&Learn)processesknowledgetrainingInsights,Procedures,Guidelines,ExpertiseFrontlinesBusinessRepository:yourcorporateDNAFeedbackKnowledgeManagementCreates“LivingProcesses”Web/IntranetInternalorExternalCustomerThePerformancePoint!......MeasuresSoftwareto

InfluenceHumanBehaviorDistributionofconsistentandappropriate

measurementinformationtoeveryoneinthe

organizationisfundamentaltoexecutionofA/VBM

Useofcomputertechnologies-datawarehouse,

OLAPandpresentationlayersoftwareprovide

the“media”ofdistribution

Itisthemediathatfacilitatesorganizationchange.

Themarriageofmanagementphilosophywith

technologyandtheimperativetocreatevalue

Themediaisrepresentedbythepresentationof

currentmeasuresandperformanceinformationon

computerscreenstoallaccountableparties

Thesuiteoftoolsincludessoftwaretoperform

simulationmodelingofprocessesandeconomicperformanceSampleMeasurementScorecard/Dashboard......2025/3/30FocusedManagementInfoCenter©Personal Product CustomerProjectsPresentationsFinancial ModelsNews Links Info&ProfitInfo&Profit Data &AnalysisE-mailNewflashes&Alerts-market-competition-industry-companyinfoandalerts(pushtechnology)CalendarTasksStockPriceExternalLinksThePerformanceArchitecture-ScorecardWithLinksanddrilldownTheOrganizationMyPartoftheOrganization......DrivingPerformanceinOrganizationDeterminestakeholderneedsDeveloporganizationstrategyAnalyzeactivities,processesandmeasuresDeterminecosts,currentperformanceandbenchmarkEstablishperformancestandardsEstablishgoals/budgets&actionplansDeploymeasuresandknowledgerepositorysystems......WorldClassToolsToLeadYouIntoTheFutureThePerformanceManagementPortalProCartaActivitySurveyQuestionnaireOthersoftwareApplications:ActivityBasedCostingERPDatabaseInternetCRM......

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.......ThePartnershiptoImplementYourPerformanceArchitectureDomainKnowledge......FMIServicesPerformanceArchitectureFacilitationProcessImprovement&ManagementActivityBasedCosting/ManagementValueBasedManagementKnowledgeManagementSystemsInformationPortalsOrganizationDesignClient-serversystemsintegrationCRM&ERP