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KPI key performance indicator for project manufacturing management
KPI key performance indicator for project manufacturing management
KPI key performance indicator for project manufacturing management
KPI key performance indicator for project manufacturing management
KPI key performance indicator for project manufacturing management
KPI key performance indicator for project manufacturing management
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KPI key performance indicator for project manufacturing management

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These Dashboards look at COMPLETION from a different perspective respect the classic Gantt or “S” Curves. …

These Dashboards look at COMPLETION from a different perspective respect the classic Gantt or “S” Curves.

I really appreciate if you take time to rate, share, comment this document.
Your suggestions help me expand and correct it, and i will quote any contribution.
www.business-explorati...

As a Black Belt looking for ways to keep under control a Project and a Portfolio of projects, I have developed metrics and dashboards that simplified making the status and the outlook of a project, respected the planned dates.
The Dashboards here described are not rocket science. BUT they look at COMPLETION from a different perspective respect the classic Gantt or “S” Curves.
When You are in the tunnel of the Project, You do not care about how much of the tunnel is behind: you just look to the finish line: Time to destination. In the same way, if you partner with a Customer to create the engineered solution, and you are exchanging documents to achieve progressive refinement of the concept, you really do not care of how many revision you go through before the Final Issue, but Who has the ball? What is important is that each party add his information without stopping the document going back to the other party. A delay in revising the document means a delay in getting the next piece of information and therefore slowing the project itself.
These dashboards can be used to create on-shot screen pictures of the Project status, historical summaries of the project efforts, operate dramatic drill downs by project phase, Project team, Suppliers Support, and help discover major disruptions well in advance. Furthermore are a powerful tool to communicate internally and externally in an open and fair manner the project progress, helping Project Managers, Customers, Partners and Team members be on the same page and drive towards a common goal. This is a summary of the original article issued in 2006 on “Impiantistica italiana”, the official Italian EPC Companies association magazine (ANIMP).

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  • 1. Business Exploration® We appreciate your feedbacks, comments, suggestions and encouragement: Write to: flavio@ingtosi.it, we will do our best to answer promptly. Note to the Reader: N t t th R d This e‐Book is free. You can duplicate it and share it. You can download it at www.business‐exploration.com. p You can copy part of it, or reproduce part of it, quoting the author: Flavio Tosi and the web site: www.business‐exploration.com. Business Exploration Roadmaps are copyrighted by Flavio Tosi – Business Exploration®. © 2011 – ing Flavio Tosi – Albo Ingg Firenze #3581 ‐ Business Exploration ® ‐ all rights reserved ing. Ingg. reserved. About the author: Flavio Tosi is a Business Consultant who helps innovation walk the world. With more th 15 years experience i th hi h t h equipment i d t Fl i ’ work lif h span R&D d i than i in the high tech i t industry, Flavio’s k life has design Engineering, Project Management, Business Process Re‐engineering, Strategic Marketing and Business Development. Flavio spent more than 8 years in organizing the project management processes of General Electric Oil &Gas, a 4 B$ Company, manufacturing Turbo‐machinery and rotating equipments for the Oil&Gas and Power Gen Markets. He helped design the control processes and tools for Engineering, Sourcing, Manufacturing, and Cash Collection. Flavio most probably has gone through some of your same issues and has plenty of experience to share Just give him a call +39 349 648 2225 or skype: flavio tosi share. call. 2225, flavio.tosi Flavio holds an MBA from SDA Bocconi – Milano, a Ms in Aeronautical Engineering from Politecnico di Milano, is a certified Project Manager by IAFE School of ENI and a certified Six Sigma Black Belt and Green Belt by General Electric. You can find more about Flavio Tosi and his services on: www business exploration com www.business‐exploration.com. www.business‐exploration.coming. Flavio Tosi  – Albo ingg.  Firenze # 3581                                                                                                             ©2009  ‐ all rights reserved ‐ free to be distributed
  • 2. Project’s Control KPI: As a Black Belt looking for ways to keep under control a Project and a Portfolio of projects, I  have developed metrics and dashboards that simplified making the status and the outlook of  a p oject, espected t e p a ed dates a project, respected the planned dates. Time to Destination: The Dashboards here described are not rocket science. BUT they look at COMPLETION from  a different perspective respect the classic Gannt or “S” Curves. When You are in the tunnel of the Project, You do not care about how much of the tunnel is  behind: you just look to the finish line: Time to destination In the same way, if you partner with a Customer to create the engineered solution, and you  are exchanging documents to achieve progressive refinement of the concept, you really do not  care of how many revision you go through before the Final Issue, but Who has the ball? What is important is that each party add his information without stopping the document going  back to the other party. A delay in revising the document means a delay in getting the next  b k h h Ad l i ii h d d l i i h piece of information and therefore slowing the project itself. Who has the “ball”? These dashboards can be used to create on‐shot screen pictures of the Project status,  historical summaries of the project efforts, operate dramatic drill downs by project phase,  historical summaries of the project efforts operate dramatic drill downs by project phase Project team, Suppliers Support, and help discover major disruptions well in advance. Furthermore are a powerful tool to communicate internally and externally in an open and  fair manner the project progress, helping Project Managers, Customers, Partners and Team  fair manner the project progress helping Project Managers Customers Partners and Team members be on the same page and drive towards a common goal. This Document is  a summary of the original article issued in 2006 on “Impiantistica italiana”,  the official Italian EPC Companies association magazine (ANIMP). the official Italian EPC Companies association magazine (ANIMP). www.business‐exploration.coming. Flavio Tosi  – Albo ingg.  Firenze # 3581                                                                                                             ©2009  ‐ all rights reserved ‐ free to be distributed
  • 3. Project’s Control KPI: “Time to Destination” In delay completed out of control  on time Days to revised Target d Delay days vs target Overdue days Target Completion  Days to Completion D C l i (*) Anticipated completion days This powerful graph introduces a different perspective, looking only to  time to destination without This powerful graph introduces a different perspective looking only to “time to destination”, without  showing time elapsed.  It is particularly indicated to keep under control main project items. Divides the items in 4 clear baskets:  ‐““Out of control” : items not completed, are in delay , and do not show a re‐planned date  f l” l d d l dd h l dd ‐ “In delay”: items not completed, replanned, there could be time to recover (*) ‐ “On time”: items not completed, not replanned, not in delay  ‐ “Completed”: items completed, in delay, on time , even before target. Co p eted te s co p eted, de ay, o t e , e e be o e ta get www.business‐exploration.coming. Flavio Tosi  – Albo ingg.  Firenze # 3581                                                                                                             ©2009  ‐ all rights reserved ‐ free to be distributed
  • 4. Project’s Control KPI: “Completeness” Full Less  details details d il Done – on time Done – on time Done – in delay Done – in delay on time on time Rescheduled – recoverable In delay Rescheduled – in delay In delay – not replanned You can summarize the information in full (Sx) or with less details (Dx) It is particularly indicated to keep under control main project items. Divides the items in 6 or 4 clear baskets:  ‐ “Out of control” : items not completed, are in delay , and do not show a re‐planned date  ‐ “In delay”: items not completed, replanned, there could be time to recover (*) ‐ “On time”: items not completed, not replanned, not in delay  ‐ “Completed”: items completed in delay on time even before target Completed : items completed, in delay, on time , even before target. www.business‐exploration.coming. Flavio Tosi  – Albo ingg.  Firenze # 3581                                                                                                             ©2009  ‐ all rights reserved ‐ free to be distributed
  • 5. Project’s Control KPI: “where is the ball?” To be issued In revision completed Delaied (#) Our target  cycle time cycle time In their field (*) The net Their target  g cycle time (*) In our field (#) Anticipated Days to first release Days since reception Days vs final target This powerful graph introduces a different perspective,  ‐ “to be issued” – in delay looking only to “who has the ball”, without considering  ‐“ to be issued” – on time how many times the ball crossed the net.  how many times the ball crossed the net ‐“in their hand” – i d l (#) “i th i h d” in delay (#) or on time (*) ti (*) It is particularly indicated to keep under control  ‐“in our hand” – in delay (#) or on time (*) Customer Drawings that needs several revisions  ‐“finalized” – in delay before approval. ‐“finalized” – on time Divides the items in 8 clear baskets:  www.business‐exploration.coming. Flavio Tosi  – Albo ingg.  Firenze # 3581                                                                                                             ©2009  ‐ all rights reserved ‐ free to be distributed
  • 6. Project’s Control KPI: “Finalization” completed To be issued T b i d completed In revision In revision In revision To be issued You can summarize the information  Or you can shot the picture at regular  Dividing the items in 8 clear baskets:  intervals to understand who is  causing delays. ‐ “to be issued” – in delay ‐“ to be issued” – on time You can even plot the summary graph  ‐“in their hand” – in delay for each engineering department… ‐“in their hand” ‐ on time in their hand on time ‐“in our hand” – in delay  So finding bottle necks and risk areas. ‐ “in our hand” ‐ on time ‐“finalized” – in delay or on time www.business‐exploration.coming. Flavio Tosi  – Albo ingg.  Firenze # 3581                                                                                                             ©2009  ‐ all rights reserved ‐ free to be distributed

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