Transcript
Page 1: Category 4 Measurement, Analysis and Knowledge Management

Category 4Measurement, Analysis

and Knowledge Management

Linda Bounds Vice President-Financial Services

Joel Felten Vice President-Information Systems

Page 2: Category 4 Measurement, Analysis and Knowledge Management

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

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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

Page 4: Category 4 Measurement, Analysis and Knowledge Management

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

Page 5: Category 4 Measurement, Analysis and Knowledge Management

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%

                       

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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%

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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

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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

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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

Page 10: Category 4 Measurement, Analysis and Knowledge Management

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

Page 11: Category 4 Measurement, Analysis and Knowledge Management

It’s all about the business! 4.2

• Management of Information

• Management of Knowledge

• Management of Technology

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• In House Software Development ISO 7.3 Design Control System Integration Accessibility to informationFuture information needs

Management of Information 4.2a(1), a(2)

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• Business Intelligence – Standardized ReportsReal time reporting of key processes

• Customer Complaint Management• Vendor Resource Center

Management of Information 4.2a(1), a(2)

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• 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)

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• Reliable, Secure, and User-friendly Systems• Monitoring Systems and Applications• Change Management System• Information Systems Measures

Management of Technology 4.2b(1)

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• 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)

Page 17: Category 4 Measurement, Analysis and Knowledge Management

• 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

Page 18: Category 4 Measurement, Analysis and Knowledge Management

Questions?

Thank you!

Our best wishes to you in your pursuit of performance excellence!

For more information:

www.AmericaNeedsBaldrige.com

[email protected]


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