performance measurement-slide final

8/6/2019 Performance Measurement-Slide Final

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Performance MeasurementPerformance Measurement&&

BenchmarkingBenchmarking

Print CentrePrint Centre CaseCase


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Group membersGroup members

1.1. Yossapat ChaolilitkulYossapat Chaolilitkul

2.2.

Thi Hanh NguyenThi Hanh Nguyen3.3. Cameron WatererCameron Waterer


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IntroductionIntroduction

Company profileCompany profile

-- Print centre of a major newspaper publisher inPrint centre of a major newspaper publisher inNSWNSW

-- Performance measurement has been introducedPerformance measurement has been introducedsincesince 20062006

Print centre has introduced measurement:Print centre has introduced measurement: To achieve operational targetsTo achieve operational targets

To improve in efficiency and effectivenessTo improve in efficiency and effectiveness


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Why using PM ?Why using PM ?

Prior to 2006 the print centre used few performancePrior to 2006 the print centre used few performancemeasures.measures.

Production costs are increasing, revenues declining,Production costs are increasing, revenues declining,

change of Leadership in Management.change of Leadership in Management.

The print centres mission statement is:The print centres mission statement is:

TTo produce quality newspapers on time ando produce quality newspapers on time and

within costwithin cost

To continue to develop the skills of our employeesTo continue to develop the skills of our employees

To work in a safe and harmonious teamTo work in a safe and harmonious teamenvironmentenvironment


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For achieving the missionsFor achieving the missions

The print centre introduced measures such as:The print centre introduced measures such as:

Lost Time Injuries (LTI)Lost Time Injuries (LTI)

Medically Treated InjuriesMedically Treated Injuries

First Aid InjuriesFirst Aid Injuries Web breaks, Spoils (waste)Web breaks, Spoils (waste)

Start up time of each printing pressStart up time of each printing press

Time the press created the first good copyTime the press created the first good copy Time the press created the last good copyTime the press created the last good copy

First bulk to reach the conveyor for distributionFirst bulk to reach the conveyor for distribution

Last bulk to reach the conveyor for delivery toLast bulk to reach the conveyor for delivery to

distributiondistribution


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Performance measures forPerformance measures for

Web BreaksWeb Breaks How is it measuredHow is it measured-- It is the number of web breaksIt is the number of web breaks

divided by the number of actual reels loaded into thedivided by the number of actual reels loaded into thepress.press.

Good:Good: 11--22%% Average:Average: 22--33%% Poor :Poor : 33--88%%

SourceSource Web Offset Champion Group, April 7 2004 KPI target is now set atKPI target is now set at 00..5252%%

Feedback from press operators for weekly Web BreakFeedback from press operators for weekly Web Breakmeetingmeeting

The outcomesThe outcomes

20062006//77:: 33..5656%% 17761776 actual web breaksactual web breaks






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Web Breaks

0

1

1

2

2

3

3

4

4

5

1 3 5 7 9 11 13 15 17

Quarterly Yearly Results - July2006

to December 2010

PercentageofWebBreaks

0

100

200

300

400

500

600

700

ActualNumberofWeb

Breaks of Web breaks %

Number of Actual Web

Breaks


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Press start up timePress start up time

How is it measuredHow is it measured -- Press Start up time is the actualPress Start up time is the actualtime on the clock when the press commences running to wastetime on the clock when the press commences running to waste

KPIKPI -- target is set at Monday to Thursdaytarget is set at Monday to Thursday 2121::0000 Friday isFriday is2020::0000 Saturday isSaturday is 1717::0000


Press start up times are achieving a success rate ofPress start up times are achieving a success rate of9898%%


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Press Start Up TimesPress Start Up Times

Press Start Up Tmes

0:00

2:24

4:48

7:12

9:36

12:00

14:24

16:48

19:12

21:36

0:00

1 4 7 10 13 1 6 19 2 2 25 2 8 31 34 3 7 40 4 3 46 4 9 52 55 5 8 61

Quarterly Yearly Results July 2007 - December 201


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Performance measures for SpoilsPerformance measures for Spoils

How is it measuredHow is it measured -- Total spoils divided by PrintTotal spoils divided by Printfigure. This figure is start up waste from the pressfigure. This figure is start up waste from the pressand also any spoils created in Publishing.and also any spoils created in Publishing.

Pressroom spoil + Publishing room spoilPressroom spoil + Publishing room spoil

Automated versus mechanicalAutomated versus mechanical

KPI target is now set atKPI target is now set at 33..55% as a total for the% as a total for theprint centre for spoils.print centre for spoils.


Fin. YearFin. Year 20072007//88:: 55..2222%%

Fin. YearFin. Year 20082008//99:: 44..0808%%

Fin. YearFin. Year 20092009//1010:: 33..7474%%

Fin. YearFin. Year 20102010//1111:: 33..8888 %%


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Target Start Up Waste For Each PressTarget Start Up Waste For Each Press


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Total oil

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Quarterl earl esults ul 6 to

ecember

e

rcentage

ofTotal

roduction


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last bulk timelast bulk time

How is it measuredHow is it measured

Last bulk to reach conveyor withinLast bulk to reach conveyor within 1010mins of the papermins of the paper

produced in pressroom.produced in pressroom.

KPIKPI target is now set attarget is now set at 9090% of production to reach the% of production to reach theconveyor with inconveyor with in 1010 minutes of last copy of beingminutes of last copy of beingproduced.produced.

The outcomeThe outcomeLast bulk time has improved since the measures wereLast bulk time has improved since the measures were

introduced which lead to the target becomingintroduced which lead to the target becoming 9090% of% ofproduction.production.


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Last Bulk TimeLast Bulk Time


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Performance measures for SafetyPerformance measures for Safety

How is it measuredHow is it measured -- It is the raw number ofIt is the raw number ofinjuries placed in each category being:injuries placed in each category being:

Lost time injuriesLost time injuries -- LTILTI

Medically treated injuriesMedically treated injuries -- MTIMTI

First Aid InjuriesFirst Aid Injuries -- FAIFAI

KPI target is set at zero Lost Time InjuriesKPI target is set at zero Lost Time Injuries


Fin. YearFin. Year 20072007//88:: 145145 casescasesFin. YearFin. Year 20082008//99:: 7171 casescases

Fin. YearFin. Year 20092009//1010:: 6363 casescases

Fin. YearFin. Year 20102010//1111:: 44 casescases

LTILTI MTIMTI FAIFAI

3737 44 1041041010 1212 4949

88 1515 4040

44


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Safety Performance

0

5

10

15

20

25

30

35

1 2 3 4 5 6 7 8 9 10 11 12

Quarterly Yearly Results - July 2008 -

Decem er 2010

0

2

4

6

8

10

12

14

16

LostTim

e

Injury

FAI

MTILTI


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Overs ProducedOvers Produced

How is it measuredHow is it measured -- Is the number of copies over thatIs the number of copies over thatare of saleable quality that is more than required dividedare of saleable quality that is more than required dividedby the print figure for that production.by the print figure for that production.

KPIKPItarget is set to have no more thantarget is set to have no more than 500500 copies left atcopies left atthe end of a production run.the end of a production run.


Fin. YearFin. Year 20072007//88:: 11..2727%%

Fin. YearFin. Year 2008920089:: 11..0404%%

Fin. YearFin. Year 20092009//1010:: 00..8686%%

Fin. YearFin. Year 20102010//1111:: 11..0808%%


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Overs Produced

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1 3 5 7 9 11 13

Quarterly Yearly Results - July 2007

to December 2010

Percentage

ofTot

Produc

tion


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missing copiesmissing copies

How is it measuredHow is it measured -- The number of copies that canThe number of copies that cannot be accounted for divided by the total print figure fornot be accounted for divided by the total print figure for

each productioneach production

KPI

targetKPI

target --There is no target set for this, other thanThere is no target set for this, other than

management would like to see this figure decrease overmanagement would like to see this figure decrease overtime with the measurements in placetime with the measurements in place

The out comeThe out come

Rapid decrease in the total amount of missing copiesRapid decrease in the total amount of missing copies


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Missing Copies

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Quarterly Yearly Results - July 2007

to December 2010

Percentage

ofProdu


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Positive outcomesPositive outcomes

Decrease in production costsDecrease in production costs

Decrease in total spoilsDecrease in total spoils

Decrease in machine down timeDecrease in machine down time

Within time deliveryWithin time delivery Decrease in work injuriesDecrease in work injuries

Decrease in insurance claimsDecrease in insurance claims

Insurance Premium is less or stabilisedInsurance Premium is less or stabilised

More accountabilityMore accountability

Expectations are setExpectations are set

Employees more motivatedEmployees more motivated


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ImprovementsImprovements

Spoil data in publishing is estimated need actual hardSpoil data in publishing is estimated need actual hard

figures.figures.

Publishing Department is able to game figures inPublishing Department is able to game figures in

regards to spoils and also last bulk time.regards to spoils and also last bulk time.


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ConclusionConclusion The benefits of performance measurement in theThe benefits of performance measurement in the

print centre has been a decrease in productionprint centre has been a decrease in productionwaste.waste.

The print centre is using the historical data to seeThe print centre is using the historical data to see

where it was and setting its targets.where it was and setting its targets. Even though measures have been introduced doesEven though measures have been introduced does

not guarantee improved performancenot guarantee improved performance

Measures have created people to be more aware ofMeasures have created people to be more aware of

expectations.expectations. Employees have taken on the measures to achieveEmployees have taken on the measures to achieve

the targets.the targets. Thank you!Thank you!


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Question TimeQuestion TimeQuestion Time

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