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2019/9/2CostandPerformanceManagement:CreatingValuewithMeasuresPresentedbyFocusedManagementInc.FacilitatingPerformanceImprovementThroughBetterUseOfInformationAndTheApplicationOfDecisionSupportTools2©FocusedManagementInc.2019/9/2AtIssue•Everyorganizationneedstomeasureandmanageperformancetosatisfythedemandsofstakeholders•Today’smeasurementandmanagementmethodsaremuchbetterthaninthepastbutneedtobeconnectedtogether•Thespeedofchangeandinformationagecomputingandcommunicationsleavelittlemarginforerrors•Decisionmakingneedsfacts3©FocusedManagementInc.2019/9/2TheFishTankSyndromeIfeachpersondescribedwhattheysaw,woulditbethesamedescription?Perspectivesvary!–Whichiscorrect?4©FocusedManagementInc.2019/9/2ImplicationsofTheFishTankSyndromeWeneedavarietyofperspectivesandwithwhichtoobtainabalanced,disciplinedanddynamicviewofourbusinessesWeneedtodevelopacommon/agreedunderstandingofthebusinessandallofitscharacteristicsWeneedaconstantlyavailablesetofreferencepointstowhichwecanreturnWeneedalivingrepositoryinwhichlocateandmaintainknowledge5©FocusedManagementInc.2019/9/2Result–WhatIsAtStake•Inappropriatemeasurementsystemscanbecostlyexperiments•Sobey’s$50mERPwriteoff•Boeing’sproductionproblemsinthelate1990’s•MalcolmBaldridgewinner,WallaceCo’bankrupt•Fortune500companieswillfacea$31.5Billionknowledgedeficitnextyear•Byhowmuchcanprofitbeincreasedbychangingyourproduct/marketmixtofocusonyourmostprofitableproducts6©FocusedManagementInc.2019/9/2PerformanceArchitecture•Acombinationofabusinesslogicmethodology,relevantsoftwareandsystemscapability.Thelinksbetweenthetoolsareasimportantasthetoolsthemselves.7©FocusedManagementInc.2019/9/2PerformanceArchitecturetoDriveValueSystemsEnabledStakeholderNeed/Values•Customers•Shareholders•Employees•etc.ProcessManagementHumanPerformanceINOUTPerformanceMeasuresScorecardOrganizationDesignandCompensationBestPracticesActivityBasedManagementActivity•Goals•Measures•ResultsProcess•Goals•Measures•ResultsOrganization•Goals•Measures•ResultsStrategicPlan8©FocusedManagementInc.2019/9/2UnderstandtheOrganization9©FocusedManagementInc.2019/9/2Value-BasedManagement•“VBMisaholisticmanagementapproachthatencompassesredefinedgoals,redesignedorganizationalstructuresandsystems,rejuvenatedstrategicandoperationalprocesses,andevenrevampedhumanresourcespractices”.•“ThisholisticpracticeofVBMisinsharpcontrasttothefinance-drivenappearancethatVBMhastakenoninthepast…”INSEADWorkingPaper,Areyou(Really)ManagingforValue?10©FocusedManagementInc.2019/9/2ValueCreationisanOperationalIssue!LinkedtoSevenValueDrivers:SalesgrowthrateOperatingprofitmarginCashincometaxrateWorkingcapitalFixedcapitalCostofcapital-(WACC)Growthdurationperiod•Creatingshareholdervaluerequiresintensefocuson:•Deliveringbenefitstocustomerinmostefficientway•Hiring/retainingmotivatedworkforce•Maintainingexcellentsupplierrelationships•Goodcitizeninlocalcommunities11©FocusedManagementInc.2019/9/2Processesarewheretheworkisdone“Ifyoucan’tdescribewhatyouaredoingasaprocess,youdon’tknowwhatyouaredoing.”W.EdwardDeming•Process’sareconnectedtotheappropriateknowledgeandlearningelements.Allfocusedonthesuccessfulperformanceofasingletask.•Processeslinkorganizationgoalsandmeasurestohumanperformanceandactivities.12©FocusedManagementInc.2019/9/2HowWeOrganizeOurselvesTheThreeLevelsofPerformanceMarketSuppliersCIOFIII.Performer/JobLevelII.ProcessLevelI.OrganizationLevelProductsServicesNeeds13©FocusedManagementInc.2019/9/2OrganizationWorkisPerformedbySystemsofProcessesAlignmentofjobs,activitiesandprocesseswithtotalorganizationgoalsiscriticaltothesuccessoftheorganization.Sharedserviceorganizationsareanintegralcomponent.purchaseorderordersinvoicesamples/specs.productrequestsextrusionsSUPPLIERSCUSTOMERSpromotionsOrderFulfillmentStorePick,pack,shipbill,collectStrategicPlanningPlanning&ControlProductDevelopmentTestdieBuilddiedesignProductionProductmadeProcurementBuymaterialStore&issueOrderGenerationOrderenteredpromotionInStockWorkorderSalesorderproductRequisitionMaterialsLinetimeNewDiesGoals/plansPerformancereportsPricetargetsYesNoHumanResources/Systems/Maintenance/FacilitiesSupportprocessesCorp.Gov.6%7%4%48%22%13%14©FocusedManagementInc.2019/9/2DetailedProcessMapCustomerCallCenterFirstLevelTechnicalDep’tSecondLevelTechnicalDep’tInventoryManagementSchedulingLogisticsSiteTechnicianEscalationR&DCallCloseTransferorRerouteCustomerinformedofSolutionCallTransferReferencedocsPredictivecall(electronical)CustomercallsIVRRoutingHWProblemIdentify-Customer-Product-SLAVerifyEntitlementValidationCompleted?HardwareLogCallRe-repairQualifiedbyKnowledgetoolsToProcess5Installation?1stlevelproduct?RerouteIdentifyProblemRemotesolved?HWProblem?Qualificationdone?ProblemIDIdentifyPartIdentityDeliveryMethod(orderparts-somecountries)SolutionskillIDDispneeded?LaunchesCourierLogisticProcessSolutionIdentified?ValidationIdentifyPreblemIDpartIDDMSolutionskillDispneededCustomertold2ndLinewillcallbackRemoteorProblemsolved?PredictiveGroupRoutetoP2HelprequiredTechnicalAssistantResearches/SuggestsSolutionIdentifyon-siteResources