BPMSGapAnalysisBPMSGapAnalysisServiceQualityCostDeliveryDistributorInternalOEM UserCustomer ExpectationsWhat are the major customer expectations? Critical IssuesSpan Units & ScaleProcess Output MeasureCTC IssuesWhat are the Operational Definitions of CTC Issues?Customer SpanWhat do Customers See?Scorecards to Manage Results Indicators of Process Performance Core and Enabling ProcessesCritical-to-Customer OutputsCustomer Focused ObjectivesCSIPOCross Functional MappingWhat is Process that produces CTC Outputs?ScorecardsWhat will be measured? GapClusterClusterProjectProjectProjectProjectSix Sigma ProjectsWhat projects are needed to close the gaps?What are the key measures of process performance?What are the gaps between process performance and CTC objectives?2What do you measure ?Y = f (x1, x2, , xn)What are the Ys - measures of the outputs of your business process?Ys are important to your customer or they are directly related to whats important to your customerWhat are the Xs - measures within your business process that correlate to the output measures (Y)Internal and uncontrollableInternal and controllable3We are Seeking the Drivers of Process ImprovementY = (x1, x2, x3, x4, xn)ProcessProcess Effectiveness(Outside-In)Process Efficiency(Inside-Out)and4Metric CategoriesProcess EffectivenessProvides Required FeaturesFreedom from Deficiencies Defect rate Accuracy Actual/Plan Delivery On-Tome Timeliness Response TimeProcess EfficiencyEffective at Least Cost CompetitiveAdaptabilityEffective & EfficientIn the Face of Change Cost Per Transaction Time Per Activity (Cycle Time) Process Yield Output Per Unit (Space, FTE, Time) Total Cycle Time Set Up Time For New Customer Needs Cycle Time for Special Customer Requests Percentage of Special Requests Not Met5Measures provide a basis for: Specifically communicating performance expectations to team members Quantifying what is really happening in the organization Identifying performance gaps which should be analyzed and eliminated Effectively making and supporting decisions regarding resource allocation and action planning6Hierarchy of Process MeasuresLevel 1: External Customer Measures Level 2: Internal End of Process IndicatorsLevel 3: Metrics at Key Junctures or Milestones of ProcessLevel 4: Step or Activity Measures7 Hierarchy of Process MeasuresCUSTOMERFUNCTION AFUNCTION BFUNCTION CM3M2M2M3M1-internalM1-externalM1-External Customer Requirements Measures relate directly to customer requirementsM1-InternalEnd of Process Measures reflect customer requirements as well as business requirements these are end-of-process measuresM2Sub-Process Measures output of sub-processes and / or functionsM3Key Process Step Measures output of specific process steps8How to Develop Process MeasuresOUTPUT CRITICAL DIMENSION MEASURE GOAL TRACKING DEVICE 12345Identify significant outputs Identify critical dimensions Develop measures for Develop goals for each Define the tracking device(end of process, sub-process, for each significant output each critical dimension measure. The goal should and data source for eachJob) represent “entitled” performance measureEXAMPLEContract preparedAccuracyTImelinessNumber of errorsrequiring reworkTime from agreement made to contract prepared03 working daysContract rework numbersContract print-outdatesBooks shippedQuantityTimelinessAccuracyShipment volume per dayNumber of on-time shipmentsNumber of shipping errors15,000 per day95% on timeDaily shipping reportBilling error reportBilling error report09Process Measurement ChartM1-ExternalTrainingmaterialCRITICAL DIMENSIONINPUTMEASUREGOAL* Accuracy* TimelinessM1-InternalOUTPUT CRITICAL DIMENSION MEASURE GOALTrainingMaterial* TimelinessM2sSUB-PROCESS OUTPUT CRITICAL DIMENSION MEASURE GOAL * Timeliness* Timeliness * TimelinessM3sPROCESS STEP OUTPUT CRITICAL DIMENSION MEASURE GOAL* Timeliness* Timeliness10Review your core process mapEstablish measurements of process effectiveness that link to Customer CTQEstablish goals for process effectivenessQuantify the gaps between desired and current performanceStep 1: Gap Analysis for Customer Expectations Process EffectivenessUse Gap Analysis Table11Closing Books Process (Monthly)Closing Books Process (Monthly)SalesResource mgtPurchasingMfgR&DHRAccountingStaffFinanceTIMES/OProduction Production Plan Plan Critical Y Critical Y Critical Y Critical Y : Fast delivery of management informationCustomer Customer Customer Customer : ManagementRequirementRequirementRequirementRequirement: 4days (As-Is 8day 2days)MRP(Estimate material consumption)P/OMaterialSourcingProduction ITCProduct Shipping Product/Material inventoriesCalculate material costClosing process input and outputDDCalculate labor costCalculate expenseCalculate overhead costClosing bank accountD+3 daysD+3 daysD dayD dayX1X2Samsung Example12Closing Books ProcessClosing Books ProcessSalesResource managementPurchasingMfgR&DHRAccountingStaffFinanceTotalCalc. Product cost Closing salesEstimate sales profitCalc. Other expensesEstimate financing costEstimate pre-tax profitB/L,P/LB/L,P/LverificationverificationENDENDD+6daysD+6daysD+7 daysD+7 daysD+8daysD+8daysProfit in won Profit in won Financial Financial reportreportD+5daysD+5daysX3X4X5Samsung Example - continued13Process OutputInternal ProcessMetrics(Cycle Time)Baseline(X)GoalGapY YQuick management information(Financial Report)x1: Closing salesX: D+6X: D+6R: 2R: 2X: D+3X: D+3R: 12hrR: 12hr3days3days36hr36hrx2: Closing process inputs and outputsX: D+3X: D+3R: 1R: 1X: D+1X: D+1R: 12hrR: 12hr2days2days12hr12hrx3: Estimate manufacturing costX: D+4X: D+4R: 1R: 1X: D+2X: D+2R: 12hrR: 12hr2days2days12hr12hrx4: Estimate financing cost X: D+5X: D+5R: 2R: 2X: D+3X: D+3R: 24hrR: 24hr2days2days24hr24hrx5: B/S, P/L verificationX: D+8X: D+8R: 1R: 1X: D+4X: D+4R: 12hrR: 12hr4days4days12hr12hrCustomer Requirement: D+4days (R: 12hr)Customer Requirement: D+4days (R: 12hr)Customer Requirement: D+4days (R: 12hr)Customer Requirement: D+4days (R: 12hr)Samsung Example Gap Analysis Table14Step 2: Gap Analysis for Company Expectations Process EfficiencyReview your core process mapIdentify areas where process efficiency can be improved.Establish measurements of process efficiencyEstablish goals for process efficiencyQuantify the gaps between desired and current performanceUse Gap Analysis Table15Gap Analysis Summary & Next StepsAnalyze Performance of Process Vs. Customer Expectations & Company GoalsGAPCURRENTGOALMEASUREInclude Sub-ProcessesDefine Critical Outputs linked to Customer CTQCore ProcessIdentify Gaps and Use for Project IDGapClusterClusterClusterProjectProjectProjectProjectProject16Process Dashboards17Translating CTC Requirements into Process DashboardsCritical to QualityCritical to QualityCTCsCTCsThese Requirements are then quantified into CTQs.Process Process MeasuresMeasuresPerformance Performance DashboardsDashboardsCustomer(s)Customer(s)RequirementsRequirementsThe CTQs are monitored and controlled to ensure consistent performance.Overall performance is aggregated into Dashboards that can be summed into a company-level dashboard.Key Issues Must Be Translated Into Customer RequirementsBasic Concept of Process DashboardsProcessProcessMeasuresCorporateDashboardsStep 1Step 3Step 2Done by the AssociateSpeedAccuracyCostProductivityVolumeService19Dashboard Examples Logistics CompanyParts Order InputFreight VerificationCarrier On Time Performance On Time PerformanceCube Utilization# of Errors# of Unit Errors Benchmark% On Time% On Time99.899.720Accurate Parts Order InputDevelop suppliers operations manualAnalyze supplier non conformanceOrient suppliers to JIT processMonitor supplier performanceImprovement TeamReduced plant inventory by $95MMFrom 6 days to 24 hoursAnnual savings of $6.5MMConverted inventory storage space to production capacityImproved process to 4.8 SigmaResultsParts Order Input# of Errors21Accurate Freight VerificationComplete redesign of freight verification processVerify at supplier pick up vs. plant receivingInstitute control documentationComplete manager and driver trainingInstall vehicle communications and integrate with parts ordering systemEliminate receiving dock workforce - 20 people$1.6MM annual savingsImproved process to 5.4 Sigma ResultsImprovement Team ActionsFreight Verification# of Unit Errors22Maximize Trailer Cube UtilizationDevelop shipment data for each part (weight, dimensions, packaging)Utilized proprietary Company systems to improve performanceRDS - Route Development SystemTrans Load - Load ModelingDEPOT - Location OptimizationReduced plant transportation costs by 24%Annual savings - $4MM savingsResultsImprovement Team ActionsCube Utilization% UtilizedBenchmark23Measures of Inputs, Process & OutputsUnit Being ProcessedProcess IndicatorMeasurementDisplay IPOCredit DecisionCredit-decisionCycle TimeCredit-decision Cycle TimeRun ChartFrequency of Credit-decision Cycle TimesHistogramContractAmortization ErrorsNumber of ErrorsRun ChartFrequency of Errors to Derive SigmaHistogramTelephone CallIncoming VolumeNumber of Telephone Calls ReceivedRun ChartAnswer RateNumber of Telephone Calls Answered Per HourRun ChartAnswer RateNumber of Customer ComplaintsRun ChartCredit ApplicationCompletenessNumber of Omitted EntriesRun ChartCredit-Application Total Cycle TimeCredit-application Total Cycle TimeRun ChartFrequency of Credit-application Cycle TimesHistogramInitial-Decision Cycle TimeTime From Input to Initial DecisionRun ChartInput DelayTime From Receipt to InputRun Chart24Data Collection Plan WorksheetClarify Data Collection GoalsDevelop Operational Definitions and ProceduresMeasureType MeasureType DataOperational DefinitionSamplingCollecting/ RecordingOther Conditions to RecordWhatHowWhatWhereWhenHow Many(Attach Data Form)Method of Validating Measurement SystemSketch Out the Preliminary Data Display25Balanced Scorecards26Balanced Scorecard DefinitionManagement tool providing comprehensive measure of how the organization is progressing toward its strategic goals.Should contain just enough data, but no more (similar to the front page of a newspaper).27Scorecard BalanceBalances financial and non-financial measures.Balances short- and long-term measures.Balances performance drivers (lead indicators) and outcome measures (lag indicators).FinancialCustomerProcess Learning and Growth28Balanced Scorecard DesignMonitor Progress in Achieving GoalsFinancial PerspectiveCustomer PerspectivePerceptions of: price, service qualityInternal PerspectiveCycle time, productivity, processesLearning & Growth PerspectiveKnowledge/product developmentOutcomesActivitiesMeasures should be designed to work as warning lights signaling whether the agreed activities are being undertaken and whether they produce the expected outcomesTargets are derived from the vision statement. They express what needs to be achieved by when in order to realize the vision for the future within the agreed timeframeExtraordinary activities and projects furthering achievement of objectives need to be identified and prioritizedObjectives MeasuresTargetsInitiativesVisionStrategy29Step by StepWhat is our companys vision for the future?Mission & Vision30Step by StepMission & VisionFinancialWhat is our companys vision for the future?What are the financial objectives with respect to achieving the vision?31Step by StepMission & VisionCustomerFinancialWhat is our companys vision for the future?What are the financial objectives with respect to achieving the vision?What customer measures are key for desired financial performance?32Mission & VisionCustomerFinancialWhat is our companys vision for the future?What are the financial objectives with respect to achieving the vision?What customer measures are key for desired financial performance?Internal ProcessesAt what internal processes must we excel to satisfy our customers?Step by Step33Learning & GrowthWhat must we do to develop our internal process resources?Step by StepMission & VisionCustomerFinancialWhat is our companys vision for the future?What are the financial objectives with respect to achieving the vision?What customer measures are key for desired financial performance?Internal ProcessesAt what internal processes must we excel to satisfy our customers?34Customer Customer Satisfaction & Value Perceptions Customer Retention, References New Customers Acquired Competitive Pricing At what customer measures do we need to excel to produce the desired financial performance?Financial Sales Net Income Cost-Per-Unit Processed What are the financial objectives with respect to achieving the vision? What is our companys vision for the future?Process Effectiveness At what does the process need to excel to delight customers? Timeliness/Speed Reliability/Accuracy Convenience Treatment/Interaction Tangibles Failure Recovery Learning/Growth New Products Introduced Competencies Acquired Continuous Learning (e.g., Patents) Team Work Challenges Overcome What must we do to develop our internal resources in order to excel at our processes?Typical Balanced MeasuresExpressed in #s%s, Yields, Stigma Level35Scorecard Format & ExamplePerspectiveObjectivesMeasuresTargetActualCompCommentsLagLeadFinancialCustomerInternal ProcessesLearning & Growth36Strategic ObjectivesLag Measures Lead MeasuresTargetActualLast MonthCommentsFinancial- Exceed shareholder expectations- Increase sales volume- Improve margins- Diversify income streamShare PriceROIGross revenue ($1,000m)Gross margins as % of gross revenueOperating expenses as % of gross rev.% income from top 20% of customers# of products = 5% of gross revenue7225%6,000352050659.521 2/35,48731.524.270452.755,12729.926.482452 wk high: 65.5 low: 47.75YTD figureCommon cause; target unreachableCustomer- Increase sales to existing customers- Diversify customer base- Attract new customersCross-sell ratioCustomer returns on rate Preferred Supplier Contacts v.s target accountsNew business revenue ($1,000m) Advertising $ spent2035303/2850025,0001390203/2880024,5002195225/2860022,30026 of 201 cust. special cause towCommon cause 95 avg. for yearSpecial cause dropped 6 in a rowAll in aerospace industrySpecial cause high Common causeInternal Business Processes- Target profitable market - Develop new products- Optimize production process- Develop research capabilities # segments identifiedNew product sales $ Product development timeProduction cycle timeDevelop of market research vs. plan340,00030 days90 min.75025,000N/a285 min.50032,000240 days190 min.50No new since aerospace 5 mos. agoCommon causeNo new products to mkt. this monthCommon cause - reengr. needed?No new milestones reachedLearning & Growth- Develop employee skills- Integrate systemsProof per employee Employee survey # training days per employee Retention rateDevelopment of MIS strategy vs. plan Orders received via internet50,00090299901030,00060.759590020,00065.25100900Common cause; 24,000 avg. for yearCommon cause; 75 avg. for yearSpecial cause; high sales trainingCommon causeAhead of plan finish in six weeksNo systems operational yet37结束结束