Quailitin\'s ICG KPI System
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Transcript of Quailitin\'s ICG KPI System
ICGp en 1.2
ICG – KPIs management methodology, partner presentation
Practical solutions for VISIBLE RESULTS
ICG KPIs management methodology
ICGp_en 1.2
ICGp en 1.2
Introduction
How the ICG KPI system works
Content
Who is QualitinOverview of the Methodology
CONTENT
Practical session on the system
Our recent actions to develop in the UK
Competition FieldBusiness Model
Plan next stepsNew developments
ICGp en 1.2
A LITTLE BIT ABOUT QUALITIN
Our Policies:
To be recognized by our clients as an useful, reliable and helpful partner.
To provide the best return to everybody as a result of our clients’ success.
To work as a team with dynamic people in a friendly environment and respecting
individualities.
To actively collaborate to the National Movement for Quality as the best way to
promote a better future for society.
Our greatest reward is our clients’ success!
Our Mission:
“To work side by side with committed leaders for the achievement of their goals through simple and focused on results management methods.”
ICGp en 1.2
OUR HISTORY
• Founded in 1996 by Claus Jorge Suffert and his son Jorge Eduardo Suffert• Claus’ experience in companies such as Petrobras and Gerdau• Implementation of Quality program at Gerdau• Brazilian Quality and Competitiveness Movement
• Transition to become a methodology provider rather than a services provider
19971999
20012003
20052007
20092011
-
1,000
2,000
3,000
4,000
5,000
6,000
2012 split
ConsultancySoftware
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SOME OF OUR PARTNERS
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CLIENT TESTIMONIALS
“The KPI process has permitted a single tool to focus our team on set priorities
with common definitions, clear measurement and a simple approach. You
remove confusion and focus on the data. Once the measures are clear there
is no hiding from the facts. Overtime, the goals truly represent the critical
issues for the business as you shape your measures to align with where your
time and effort is aligned. The strategic mapping process definitely brings
together the long term focus and simple alignment to improve employee
understanding and engagement. “
(Jim Fick - Experian’ Decision Analytics Global FD)
ICGp en 1.2
CLIENT TESTIMONIALS
“The KPI system we have implemented in EMEA is a great business management tool.
Though there are improvements in the process we can still apply (e.g. standardise and simplify), the system is becoming part of our 'culture'
with benefits for all stakeholders.
I strongly support it.”
(Marco Benvenuto – Experian’ EMEA Credit Services MD)
ICGp en 1.2
CLIENT TESTIMONIALS
“Now that the KPI system has been embedded and adopted across DA we are
starting to see real benefit from the system....it enables us to focus on the
main areas of that business that need attention and not waste time on
those areas that are progressing well. I think it has taken a little time to get to
this position but we are there now .... we are now starting to realise the real
benefits of the system and use it as a management tool rather than an admin
overhead.”
(Gary Wood – Experian’ UK&I Decision Analytics MD)
ICGp en 1.2
MAN
AGEM
ENT
standardsTO
P M
ANAG
EMEN
T
goals Defining priorities
Reaching goals
OPE
RATI
ON
good productsAssuring quality
OVERVIEW Outside Future
MSSTRATEGY BSC
PLANS KPI
MONITORING STANDARDS
67 Basic Concepts
ICGp en 1.2
WHY ANY KPI METHODOLOGY?
Clear directionClear direction Align all organization and focus on the resultsThe best way to bring Strategy to life
AccountabilityAccountability Each manager knows what’s expected of them
SimplicitySimplicity Centralized repository of information Focused on results, not on means
5 Basic Concepts
ICGp en 1.2
WHY THIS KPI METHODOLOGY?
VisualVisualEasy to understandEveryone using the same language
Forward lookingForward looking When discussions are about actions and
expectations rather than just reporting what happened, it becomes a Management tool
Highlight “Key” KPIs
Highlight “Key” KPIs
Faster and more productive KPI meetings Prioritize what is relevant and needs immediate
attention
7
Sustainable growth
Sustainable growth
Discipline of tracking as the plan and the “game changers” is implemented.
Drives Continuous Improvement.
Basic Concepts
ICGp en 1.2
MEETINGS STRUCTURE
This manager:•Presents: 5 KPI•Manages: 15 KPI•His team manages: 60 KPI•Total managed: 80 KPI
Why this methodology
ICGp en 1.2
TEC1
Complaints
Sales
Client satisfaction
Production
WHAT DO I NEED TO DO
NOW?
How it works
HOW IT WORKS
ICGp en 1.2
TEC1
WHAT DO I NEED TO DO
NOW?
Complaints
Sales
Client satisfaction
Production
HOW IT WORKS
How it works
ICGp en 1.2
WHAT DO I NEED TO DO
NOW?
Complaints
Sales
Client satisfaction
Production
HOW IT WORKS
How it works
ICGp en 1.2
WHAT CAN WE
GUARANTEE?
WHAT DO I NEED TO DO
NOW?
ACTION
ACTION
ACTION PLAN
WHAT DO I NEED TO
IMPROVE?
Complaints
Sales
Client satisfaction
Production
HOW IT WORKS
How it works
ICGp en 1.2
WHY PROCESS RANGE
Management by KPIs
ICGp en 1.2
= GreenNormal result, nothing to do(Service Level Agreement)
=
=Leader
Yellow (Blue)Abnormal result, requires manager action (Fact-Cause-Action)
RED Abnormal result, beyond the delegation limit agreed upon by the person in charge of the indicator with his/her immediate superior; represents the agreement of process delegation level)
Management by KPIs61
HOW IT WORKS
ICGp en 1.2
Ano ant.
Ano ant.
jan fev mar abr mai jun jul ago set out nov dez jan fev mar abr mai jun jul ago set out nov dez0
5
10
15
20
25
30
35
40
Year(-2)
Year(-1)
jan feb mar apr may jun jul aug sep oct nov dec jan feb mar apr may jun jul aug sep oct nov dec
Indicator: aftersales complaints – Measurement Unit: number of complaints/ month
Management by KPIs111
BUILDING INDICATORS
ICGp en 1.2
Ano ant.
Ano ant.
jan fev mar abr mai jun jul ago set out nov dez jan fev mar abr mai jun jul ago set out nov dez0
5
10
15
20
25
30
35
40
Year(-2)
Year(-1)
jan feb mar apr may jun jul aug sep oct nov dec jan feb mar apr may jun jul aug sep oct nov dec
Indicator: after sales complaints – Masurement Unit: number of complaints/ month
Management by KPIs113
FACT – CAUSE - ACTION
ICGp en 1.2
FACT CAUSE ACTION C/E WHO WHEN
3 complaints abovethe upper normality
limit
ACTION ON EFFECT OR SYMPTOM: Removes the effect, but offers no guarantee that the problem won’t happen again due to the same cause.e.g. Redo, retrain.
ACTION ON CAUSE OR PROCESS: Removes the cause, keeping the problem from happening again for the same reason.
Increase no-breakcapacity
C Peter Mar 20
Management by KPIs113
Server instabilityMeeting with person
in charge of the sector
Louis Feb 12E
6 server instability problems above
average normality
Instability in the electricity network
FACT – CAUSE - ACTION
ICGp en 1.2
FACT CAUSE ACTION C/E WHO WHEN
3 complaints abovethe upper normality
limit
Increase no-breakcapacity
C Peter Mar 20
Management by KPIs113
Server instabilityMeeting with person
in charge of the sector
Louis Feb 12E
6 server instability problems above
average normality
Instability in the electricity network
Fix connector with problem E Peter Mar 20Connector were not well
fixed
Review and change all other connectors like this,
where neededC Peter Mar 20Poor quality of the
connector
FACT – CAUSE – ACTION
ICGp en 1.2
The process’ voice meets the client’s voice
Management by KPIs75
MANAGING GOALS
ICGp en 1.2
Process’ voice meets the client’s voice
Process’ voice doesn’t meet the client’s voice
Management by KPIs75
MANAGING GOALS
ICGp en 1.2
Process’ voice meets the client’s voice
Process’ voice don’t meets the client’s voice
The manager already have a plan that reachs the goal
Action Planor 5W2H
Management by KPIs75
MANAGING GOALS
ICGp en 1.2Management by KPIs77
WHAT WHY HOW/WHERE HOW MUCH
WHO WHEN
Action plan: To:From:Delivery process review Mar Jun
PeterSoftware XYZ implementation
Improve SLA by 25%On all delivery sites 60 Mar-15th
Team training Following XYZ model John Mar-31st
Pilot testing approval
1 month on LATAM unit Mark Apr-30th
ACTION PLANS - 5W2H
ICGp en 1.2
IMPROVE MAINTAIN
Management by KPIs79
5W2H
MANAGING PRIORITIES
ICGp en 1.2Management by KPIs
10 =120
FORECAST
BUDGET5
15
20
FORECASTVALUE
% - LOWERMARGIN
% - UPPERMARGIN
120120120120
83
INDICATORS FOR THE YEAR
ICGp en 1.2
What can I expect for the next months?
Management by KPIs
10
5
15
20
83
12011912096
INDICADOR FOR THE YEAR
ICGp en 1.2Management by KPIs
10
5
15
20 The manager already knows what to do?
83
12096
120120
INDICATORS FOR THE YEAR
ICGp en 1.2ICG tool overview97
KPIs DASHBOARD OVERVIEW
ICGp en 1.2
PRACTICAL SESSION
• Login https://icg.qinn.com.br • Company: Trial• User: _____• Password
• Overview of the system, tabs, kpis.• KPI and KPI settings• Measurements
• Integration with external systems• Charts• FCAs• Action Plans• Actions management
ICGp en 1.2
COMPETITION FIELD (software)
Attributes• • • • • • • •
Competitors• PowerPoint + Excel• Work.com• SAP• BI systems• • • •
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BUSINESS MODEL – CLIENT POINT OF VIEW
Objective:Productivity increase through a focused on results planning and management discipline.
Client type for a 20 managers implementation:£ 8M annual revenue and/or 120 Employees organization
Typical project size: 40K (2k per manager)- £ 3k - Training- £ 13k - KPIs definition (strategy and process mapping)- £ 19k - Cultural changing effort- £ 7K - Software
Results:
With 1% productivity increase, ROI can be 360%
ICGp en 1.2
BUSINESS MODEL – PARTNER POINT OF VIEW
Objective:Increase solutions’ portfolio and team’s occupation with value added solution.
Scenario: 15 projects (20 managers)- £ 500k - Consultancy Revenue- £ 45K – Software commission- £ 250K - Consultants payroll
- 2 senior- 3 junior
- £ 80K - Sales effort- £ 50K - Utilities and Admin- £ 165K - Profit
ICGp en 1.2
NEXT STEPS
ICGp en 1.2
QINN - PRODUTOS PARA QUALIDADE TOTAL LTDARua Fabrício Pilar 740 / 206Porto Alegre - RS BRASIL / CEP 90.450-040 Fone/fax : +55 51 - 3330.7771E-mail [email protected] - Website: www.qinn.com.br
ICGp en 1.2
About Gerdau Group
http://www.gerdau.com.br/relatoriogerdau/2011/ra-br/download/RA2011-GERDAU-ParteI-GestaoCorporativa.pdf
http://ojs.c3sl.ufpr.br/ojs2/index.php/ret/article/viewfile/27318/18197
The Gerdau Factor"Gerdau is one of the most lucid and entrepreneurs tuned to the Brazilian challenges: competitiveness, streamlining and efficiency,“http://www.istoedinheiro.com.br/noticias/96688_O+FATOR+GERDAU
“Quality Inn, by its largely accumulated experience over the years, has developed a quality management approach absolutely differentiated. The understanding of the statistical concept for managing processes with all its tools has made Quality Inn contribute significantly, creating increased efficiency and productivity for companies it supports. Quality Inn has been supporting not only the business sector but also organizations on the first and third sectors. I'm convinced that quality management, and the concept of managing processes with all instrumental, has been definitive in winners enterprises or institutions. Thus, any investment in training of teams leveraging this technology has been one factor that leads to differentiation, assuming a competitive and globalized scenario. Is enough to say that the best companies in the world use to this technology.”Jorge Gerdau Johannpeter