Category 4 Measurement, Analysis and Knowledge Management Linda Bounds Vice President-Financial...
-
Upload
maryann-harrell -
Category
Documents
-
view
217 -
download
0
Transcript of Category 4 Measurement, Analysis and Knowledge Management Linda Bounds Vice President-Financial...
Category 4Measurement, Analysis
and Knowledge Management
Linda Bounds Vice President-Financial Services
Joel Felten Vice President-Information Systems
Performance Measurement4.1
• Midway’s Performance Measurement SystemSelects informationSupports organizational planningAchieves deployment and integration
• Goal of Performance Measurement SystemAchieve key results and strategic objectivesAnticipate organizational or external changes
Stakeholder Key Requirements4.1a
Company GoalsCustomer Satisfaction
1. Competitive pricing2. Product availability 3. Accurate, intact shipments4. Friendly, courteous, respectful,
ethical service5. Product selection6. Easy to do business with7. Fast delivery8. Knowledge 9. Timely, relevant, quality,
marketing communication10. Industry support
Employee Satisfaction
Shareholder Satisfaction
Vendor Satisfaction
Modern Management Practices
1. Good salary and benefits2. Job security3. The right tools and support to do
my job4. Advancement opportunities5. Opportunities to utilize my
knowledge, skills and abilities in my job
6. Clear communication of goals, expectations and direction by management
7. Meaningful, satisfying job assignment(s)
8. Decision making authority in my job
9. Friendly, courteous, respectful, ethical environment
10. Honest, constructive feedback on my work
1. Friendly, courteous, respectful, ethical relationship
2. Easy to do business with3. Timely payment4. Candid two-way communication
1. Financial Performance2. Support the NRA and Second
Amendment3. Industry Support
1. Receive the Baldrige Award2. ISO Registration3. Six Sigma Green Belt Certification
Key Requirements
Performance Measurements4.1b
Company Goals
Customer Satisfaction
Company Requirements
Product Availability
Accurate, Intact
Shipments
Easy to do business with
Department Scorecard
In-stock Rate
Shipping package quality
Fast Delivery
Abandoned Calls
Individual Scorecard
• In-stock rate by product line
• Package quality rate
• Picking error rate
• Ship QC invoices per hour
Company Key Measures4.1b
Company Key Measures2009 YTD
Actual2009 YTD
GoalDecember
/Q4December/
Q4 Goal1 2 3 4 5 6 7 8 9 10 11 12
Customer Satisfaction - Overall1 93.0% 92.0% 93.0% 93.0%
Employee Satisfaction and Engagement
79.5% 82% N/A N/A na na na na na na na na na na na
Vendor Satisfaction 91.5% 90% 94.1% 90%
Gross Sales - Overall $xxxxxx $xxxxxx $xxxxxx $xxxxxx
Net Income % of Net Sales 12.5% 10.0% 4.3% 11.7%
Earnings Distribution 100.0% 100% 100.0% 100% A
Timely Payment of Earnings 42.0% 100% 100% 100% na na na na A
Inventory Turns (Paid) 9.2 10.0 9.8 11
Baldrige Score 100% 100% 100% 100%
Strategic Plan Execution 92.0% 95% N/A NA na na
% of Customer Orders with NRA Round-Up
59.8% 62.5% 58.5%62.5%
Process Measurement4.1b
Logistics Process Scorecard
Area Process Section Process Measures2009 2010 YTD January/Q1
Actual Goal Actual Goal
Stocking Cost per Invoice - Stocking $X.XX $X.XX $X.XX $X.XX $X.XX
Cost per Line - Stocking $X.XX $X.XX $X.XX $X.XX $X.XX
Receiving Cost per Invoice - Receiving $X.XX $X.XX $X.XX $X.XX $X.XX
Receiving Same Day 99.4% 98.4% 95.0% 98.4% 95.0%
Shipping Same Day Shipping 98.9% 99.6% 99.0% 99.6% 99.0%
Shipping Package Quality 99.7% 99.9% 99.8% 99.9% 99.8%
Shipping Accuracy 97.3% 97.7% 97.0% 97.7% 97.0%
Cost per Invoice - Shipping $X.XX $X.XX $X.XX $X.XX $X.XX
Warehouse Cost per Invoice - Warehouse $X.XX $X.XX $X.XX $X.XX $X.XX
Cost per Line - Warehouse $X.XX $X.XX $X.XX $X.XX $X.XX
Process Management
ISO Corrective Action 100.0% 100% 100% 100% 100%
Strategic Objective Goals4.1b
2009 Strategic Objectives Year End Results1. Grow the business Goal: Grow sales by 20% 26.5%2. Improve website performance, Customer interface and overall value Goal: Improve CS Survey Question "Ease of finding what you are looking for" to 89%
85%
3. Improve Customer satisfaction and loyalty Goal: Improve Overall Customer Satisfaction Survey Results to 93% 93%4. Improve efficiency in key areas Goal: Reduce Operations Cost per Order from $X.XX to $Y.YY Y.YY5. Improve availability of data and information Goal: Expand Deployment of Vendor Satisfaction Survey and Achieve Vendor Satisfaction of 90%
91%
6. Improve quality in key areas Goal: Receive Baldrige Award Received
Detailed Area Performance
Measure
Detailed Area Performance
Measure
Company ScorecardCompany Scorecard
Department Scorecard
Department Scorecard
Area Key Process
Measures
Area Key Process
Measures
Supervisor Daily ReviewSupervisor
Daily Review
Monthly SLT Review
Monthly SLT Review
Monthly Review with
President
Monthly Review with
President
Monthly DLT Review
Monthly DLT Review
Deployment4.1a(3), 4.1b
Integration4.1 a(3), 4.1 c
Key Process
Area Process
Measure Value Key Requirement Stakeholder
Logistics
Shipping
Same day shipping
Customer Value
Fast delivery (7) Customer
Shipping accuracy
Customer Value
Accurate, intact shipments (3)
Customer
Package quality
Customer Value
Accurate, intact shipments (3)
Customer
Total Cost per invoice
ProfitabilityFinancial Performance
Shareholder
Measurement Linkage to Leadership System
How do we gauge performance and Improvement?
• Company Key Measures• Key Process Balanced Scorecard• Company Goals Results Presentation• Department Scorecards• Individual Performance Measures
Measure Results
It’s all about the business! 4.2
• Management of Information
• Management of Knowledge
• Management of Technology
• In House Software Development ISO 7.3 Design Control System Integration Accessibility to informationFuture information needs
Management of Information 4.2a(1), a(2)
• Business Intelligence – Standardized ReportsReal time reporting of key processes
• Customer Complaint Management• Vendor Resource Center
Management of Information 4.2a(1), a(2)
• MidwayUSA Intranet (SharePoint) ISO, process summaries and work instructionsUniversity of MidwayUSA for trainingNew employee training processExit employee process Knowledge Center
Management of Knowledge 4.2a(3)
• Reliable, Secure, and User-friendly Systems• Monitoring Systems and Applications• Change Management System• Information Systems Measures
Management of Technology 4.2b(1)
• Integrated Contingency PlanRedundancy, backups, etc.
• Meeting the needs of a changing businessTraining, conferences, reading, networkingStrategic planning
• With each process area• Review hardware and software product road maps
Management of Technology 4.2b(1)
• First 30 days: 4.1 Create a listing of your performance measures 4.2 Assess your information & knowledge management
• At 90 days: 4.1 Determine which measures provide actionable information 4.2 Prioritize the opportunities for improvement and address the quick fixes
• At 1 year: 4.1 & 4.2 Integrate with strategic planning process to achieve company support
How can you get started?4.1, 4.2
Questions?
Thank you!
Our best wishes to you in your pursuit of performance excellence!
For more information:
www.AmericaNeedsBaldrige.com