category 4 measurement, analysis and knowledge management

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Category 4 Measurement, Analysis and Knowledge Management. Linda Bounds Vice President-Financial Services Joel Felten Vice President-Information Systems. Performance Measurement 4.1. Midways Performance Measurement System Selects information Supports organizational planning - PowerPoint PPT Presentation

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  • Category 4 Measurement, Analysis and Knowledge Management

    Linda Bounds Vice President-Financial ServicesJoel Felten Vice President-Information Systems

  • Performance Measurement4.1 Midways 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 SatisfactionCompetitive pricingProduct availability Accurate, intact shipmentsFriendly, courteous, respectful, ethical serviceProduct selectionEasy to do business withFast deliveryKnowledge Timely, relevant, quality, marketing communicationIndustry supportEmployee SatisfactionShareholder SatisfactionVendor SatisfactionModern Management PracticesGood salary and benefitsJob securityThe right tools and support to do my jobAdvancement opportunitiesOpportunities to utilize my knowledge, skills and abilities in my jobClear communication of goals, expectations and direction by managementMeaningful, satisfying job assignment(s)Decision making authority in my jobFriendly, courteous, respectful, ethical environmentHonest, constructive feedback on my workFriendly, courteous, respectful, ethical relationshipEasy to do business withTimely paymentCandid two-way communicationFinancial PerformanceSupport the NRA and Second AmendmentIndustry SupportReceive the Baldrige AwardISO RegistrationSix Sigma Green Belt CertificationKey Requirements

  • Performance Measurements4.1bIn-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 Goal123456789101112Customer Satisfaction - Overall193.0%92.0%93.0%93.0%Employee Satisfaction and Engagement79.5%82%N/AN/AnananananananananananaVendor Satisfaction91.5%90%94.1%90%Gross Sales - Overall$xxxxxx$xxxxxx$xxxxxx$xxxxxxNet Income % of Net Sales12.5%10.0%4.3%11.7%Earnings Distribution100.0%100%100.0%100%ATimely Payment of Earnings42.0%100%100%100%nanananaAInventory Turns (Paid)9.2 10.09.811Baldrige Score100%100%100%100%Strategic Plan Execution92.0%95%N/ANAnana% of Customer Orders with NRA Round-Up59.8%62.5%58.5%62.5%

  • Process Measurement4.1b

    Logistics Process ScorecardArea ProcessSection Process Measures20092010 YTDJanuary/Q1ActualGoalActualGoalStockingCost per Invoice - Stocking$X.XX$X.XX$X.XX$X.XX$X.XXCost per Line - Stocking$X.XX$X.XX$X.XX$X.XX$X.XXReceivingCost per Invoice - Receiving$X.XX $X.XX$X.XX$X.XX$X.XXReceiving Same Day99.4%98.4%95.0%98.4%95.0%ShippingSame Day Shipping98.9%99.6%99.0%99.6%99.0%Shipping Package Quality99.7%99.9%99.8%99.9%99.8%Shipping Accuracy97.3%97.7%97.0%97.7%97.0%Cost per Invoice - Shipping$X.XX $X.XX$X.XX$X.XX$X.XXWarehouseCost per Invoice - Warehouse$X.XX $X.XX$X.XX$X.XX$X.XXCost per Line - Warehouse$X.XX$X.XX$X.XX$X.XX$X.XXProcess ManagementISO Corrective Action100.0%100%100%100%100%

  • Strategic Objective Goals4.1b

  • Detailed Area Performance MeasureCompany ScorecardDepartment ScorecardArea Key Process MeasuresSupervisor Daily ReviewMonthly SLT ReviewMonthly Review with PresidentMonthly DLT ReviewDeployment4.1a(3), 4.1b

  • Integration4.1 a(3), 4.1 c

    Key ProcessArea ProcessMeasureValueKey RequirementStakeholderLogisticsShippingSame day shippingCustomer ValueFast delivery (7)CustomerShipping accuracyCustomer ValueAccurate, intact shipments (3)CustomerPackage qualityCustomer ValueAccurate, intact shipments (3)CustomerTotal Cost per invoiceProfitabilityFinancial PerformanceShareholder

  • Measurement Linkage to Leadership System

  • Its all about the business! 4.2Management of Information

    Management of Knowledge

    Management of Technology

  • In House Software DevelopmentISO 7.3 Design Control SystemIntegration Accessibility to informationFuture information needsManagement of Information 4.2a(1), a(2)

  • Business Intelligence Standardized ReportsReal time reporting of key processesCustomer Complaint ManagementVendor Resource CenterManagement 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 SystemsMonitoring Systems and ApplicationsChange Management SystemInformation Systems MeasuresManagement of Technology 4.2b(1)

  • Integrated Contingency PlanRedundancy, backups, etc.Meeting the needs of a changing businessTraining, conferences, reading, networkingStrategic planningWith each process areaReview 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 supportHow 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.comqms@midwayusa.com

    *Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management

    *Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management*Joel Felten Category 4 Measurement, Analysis, and Knowledge Management

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