(102) management involvement, balanced objectives ... · 80’s 4 10.00 40.00 90’s 6 5.00 30.00...
TRANSCRIPT
(102) Management Involvement, Balanced Objectives, Execution
Excellence and Smart MeasurementManagement, Objectives, Execution, Measurement
Grant Howard, Grant W. Howard CompanyManchester, Michigan
Top to Bottom and End to End
The ConnectionManagement, Objectives,
Execution, MeasurementDriving SuccessTake it Back
Grant Howard and GWHCO “Driving Results” - Profits, Longevity, Growth and Responsibility to the Next Level Authority on “Best Practices” Inventory Management, Operational Excellence, Systems Utilization and
Strategic Success Wholesale Distribution Degree Many Years of Experience Works with Multiple Distributors, Associations and Software Systems, 80% of Time at Distributors On-site Inventory Management, Operations and Systems Workshops/Conferences Multiple Boards of Directors/Advisory Boards Conceptual Designer Behind Infor’s Sx.e, FACTS and A+ “AIM” and other ERP Platforms Software Development, Enhancements and Spec/Design Work Our Expertise is “Best Practices” - Improving and Implementing Proven Practices that Work and Get
Results - Profits, Longevity and Growth PLGR, MOT, PEM, PET, ACE [email protected]
Customer Service Availability On-Time Delivery Accuracy
Product Quantity Price Other
Issue Resolution Fair Price
Profitability Revenue Generation
and Optimization Strategic Sourcing Margin Improvement Costs Reduction:
Freight – In, Out, Inter Co. Cost of Transactions – 4x Cost of Assets – Inv&A/R Cost of Errors/Fires Admin and Other Costs
PROCURE
SALES
WHSE&VA
Company Objectives Profitability, Longevity and Growth
Company Objectives The Big Picture
Bottom Line Profits (P&L)GM and Oper. Efficiency
Asset Management
Customer Service & RetentionMaintain the Base
Profitability Longevity
Employee Happiness
Growth Cash Flow Asset Mgt
The Disconnection
ManagementVision
ExecutionExcellence
With Growth and Technology, the Gap or DISCONNECTION Increases between the Top and the Firing Line
Minimize this Gap
The Connection
ManagementVision
ExecutionExcellence
ObjectivesConnection
MeasurementConnection
End to EndProcure, Warehouse, Value-
Add and Sell at All Levels
The Connection, Bridge, Liaison
Top to BottomStrategic and Tactical
at All Levels
Management
Vision, Clarity, Direction
Connector:
Culture Creator
Policy Maker
Debate Breaker
Gate Keeper
Change Manager
Tactical:
Understanding
Buy-In
Support
Communication
Result Driver
Strategic:
Vision
Clarity
Direction
Team Leader
Management – Management by Leadership
Management Involvement and Engagement
Vision to ResultsTop to Bottom and End to End
Management – VisionGood business leaders create a vision,
articulate the vision, passionately own the vision and relentlessly drive it to completion.”
Jack Welch (GE)
Vision, Clarity, Direction
Objectives
Profitability, Longevity and Growth
Balanced Objectives
Growth:
Existing Customer
New Customer
Existing Offerings
New Offerings
Sustainable
Longevity:
Customer Experience
Vendor Relationship
Employee Happiness
Responsibility
Owner Return
Profitability:
Revenue
COGS
Freight (x3)
Transactional Costs (x4)
Asset Costs (x3)
Balanced Objectives – Profitability, Longevity and Growth
Strategic and TacticalManagement by Objective
Objectives – Management by Objective
Driving Results:ProfitabilityLongevityGrowth
Breath and Depth:Strategic to
TacticalTop to BottomEnd to End
Desired Results:Balanced/TeamObtainableMeasured
Top to Bottom and End to EndMethod to Obtainment
Objectives – Balanced“In absence of clearly defined
objectives, we become strangely loyal to performing daily acts of trivia.”
Author Unknown
Profitability, Longevity, Growth - Balanced
Execution
Accuracy, Consistency, Efficiency
Back to Basics – PETMany Distributors Do NOT: Set the system up properly Feed the system good dataUnderstand or use the system properlyHave defined processes, procedures and policiesUpdate poor processes, procedures and policies Educate their people on the system or processesHelp departments work togetherHelp work towards common goalsYet they think it will all just magically work
Standardizationand
Consistency
Operational Excellence – TQMOn-Hand Adjust Error 41 Wh/OpsOrder Correction Pick Error 26 Wh/OpsOn-Hand Adjust Pick Error 23 Wh/OpsOrder Correction Entry Error 16 SalesOrder Correction Price Error 12 Sales AB Stock Out Incorrect Usage 9 Procure Price Override Too High 7 SalesMissed Discount A/P Disc 5 Office
$150, $200, $250
Stabilizationand
Accuracy
Logistics, Transactions and Assets – LEANTrans/Year Cost/Trans Total Cost
70’s 2 25.00 50.0080’s 4 10.00 40.0090’s 6 5.00 30.0000’s 12 3.00 36.0010’s 24 2.00 48.00Xxx 48 1.50 72.00Xxx 48 0.13 6.24We have used Technology to increase the number of transactions we can do…
We have not done as well at using technology to reduce the cost per transaction
Optimizationand
Efficiency
Operational Excellence – Stellar Service at the Lowest Cost to Serve
Standardization StabilizationOptimization
P E T T Q M L E A N
Consistency Accuracy Efficiency
Accuracy, Consistency, Efficiency – A C E
Procure, Warehouse, Value-Add, SellBAPTMAMTP – Give them the Tools
PET – Process, Education, TechnologyLEAN – Freight, Transaction Count, Cost per Transaction, AssetsTQM (Total Quality Management) – Quality/Error Reduction
UnderstandingUtilization
Optimization
LEAN Management:
Logistics (3x)
Touches & Cost/Touch
Assets
Efficiency
Process, Education, Tools
SOPP’s
Education (3x)
Tools and Technology
Consistency
Total Quality Management:
1 to 7, 60% to 70%
Error Tracking
Root Cause Analysis
Accuracy
Execution Excellence – Accuracy, Consistency and Efficiency
Build a Process to Manage and Manage the ProcessManagement by Transaction and Exception
Execution Excellence
Operational Excellence – P E T
Processes: Policy ProceduresClosed-Loop
Education:98% vs 60% Education:On-boardingContinuous Trigger
Measure:UnderstandingUtilizationCompliance
Technology: Technology
Increases the Process Speed –Good or Bad
The “On” Button –That’s Easy Enough
Understanding and Utilization (IT vs IS) – Making it a Tool
Build a Process to ManageAnd Manage the Process
BAPTMAMTPSet Up for Success
Execution – Excellence
“Vision without Execution is Hallucination.” Thomas A. Edison
Accuracy, Consistency, Efficiency
Measurement
Performance, Improvement, Opportunities
Utilization:
Performance
Improvement
Opportunities
Compliance
Benchmarking
Driving Success:
No Measurement
Measure to Measure
PMO Measurement
Give Method to Change
and Drive Results
Methodology:
Reports
Consolidated Excel
Analytics and BI (ABI)
Management by
Measurement
Measurement – Performance, Improvement, Opportunities
Smart Measurement
Drives Performance, Drives ResultsManagement by Measurement
Exceptions and Improvement
Long Term Surplus
TQM Summary and Detail Credits
Margin Exception and Price Optimization
Customer Experience
Inventory Turns
Measurement – The Map
Measurement – Map and Compass
This is the Monthly Meeting
Measurement – GPS (GFT)
Additional Information:Freight Spend (In, Inter, Out) and %’sYear End Objective and %ObjectivePrevious Year Actual and % TY vs. LYIndustry Best and Industry Average
The Critical Missing Connection - Measurement
No Measurement – Lost Measure to Measure – Lost and Confused PMO Measurement – Lost, Confused and Angry (No
Detail and/or Management Support)
Many Metrics, KPI’s and Ratios to Measure… Many Tools, Methods and Techniques to Measure… Key is to Measure to Drive Performance, Measure to Drive
Improvement, Measure to Drive Results Management by Objective, Management by Measurement –
Dashboard, Summary, Drill Down, 100,000 Feet to Ground Level. Objective Oriented
Measurement – Driving ResultsCustomer Experience: Fill Rate On-Time Delivery Accuracy
Issue Resolution and Effectiveness
Pricing Optimization and Effectiveness
Profitability: Inbound Freight Inter Company Freight Outbound Freight
Transactional Count Transactional Cost Transactional Errors
Inventory Turns/T&E Inventory Surplus A/R DSO A/R Over XX Days
Relationships: Employee Report
Card/Grid Understanding Utilization Compliance
Customer Report Card/Cost to Serve
Vendor Report Card/Cost to Own
Measurement – Results“If there is no measurement, then it is all
hearsay. Data-free conversations and decisions will cause lots of frustrations, cost lots of
money and result in lots of disappointments.” Grant W. Howard
Performance, Improvement, Opportunities
Driving Success
BAPTMAMTP1. Management – Understanding, Buy-In, Support2. Objectives – Strategic Objectives around PLG and Tactical Action To-Do List3. Execution – Put PET in place, then TQM and then LEAN4. Measurement – Establish Metrics and Tools for Measurement.
5. Establish a Meeting Schedule6. Establish Expectations
Three Phases: Understanding, Utilization and Optimization Usually starts with BPIM and moves into OE Proficiency, Warehouse, Operational
Excellence, Technology Utilization, Education and Measurement
Management Objectives Execution
Measurement
Engaged Management
Vision Clarity
Direction
Balanced ObjectivesProfitability Longevity Growth
Execution Excellence
Accuracy Consistency Efficiency
Smart Measurement
Performance Improvement Opportunities
Stellar Customer Experience and Profitability
Customer Experience
Fill RateOn-Time DeliveryAccuracy
Perfect Order
Issue Resolution Fair Price
Profitability
RevenueCOGSGross Logistics Transactional Assets
Net ProfitObtainable, Balanced and Measured Objectives
Set the Objectives, Measure and Execution will Follow
Reconnect the Disconnection – Vision to Execution to Results
Top to Bottom: Reconnect – Strategic, Middle and Tactical
End to End: Reconnect – Procure, Warehouse, Value-Add and Sell
Top to Bottom and End to End: Management Sales and Marketing Human Resources Procure Warehouse Sell Technology
Reconnect Objectives to Vision Reconnect Execution to Objectives Reconnect Measurement to Execution
Objectives and Measurement: The Bridge, The Connection, The Link The Liaison between Vision, Execution and
Results
A+ Network Meeting – Discuss AIM on A+, Sunday 10:30am – 11:30am
SX.e AIM Network Meeting – Ask the Expert Panel Discussion, Sunday 1:30pm
FACTS Network Meeting – Inventory Replenishment Q&A, Sunday 3:00pm
(331) SX.e WebUI Advanced Inventory Management – 10 StepsMonday, 1:30pm – 2:15pm
(161) ProAdvisor - BI that is Goal-Oriented and Results-FocusedTuesday 8:00am – 8:45am
(102) Balanced Objectives, Execution Excellence and Smart MeasurementTuesday, 1:30pm – 2:15pm
(162) ProAdvisor – A Closer LookTuesday, 2:45pm – 3:30pm
3 Days Best Practices Inventory Management, Novi Michigan May 12th–14th, 2020
Thank You