Performance measurement
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Performance measurement

  • 173 views
Uploaded on

Process performance measurement. Do you include your employees' perception? critical stakeholders for perfomance enhancement.

Process performance measurement. Do you include your employees' perception? critical stakeholders for perfomance enhancement.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
173
On Slideshare
173
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
7
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Performance Measurement. Integration of Information for Process Improvement and Innovation Palmira López-Fresno Corporate Quality Director – RACC President Service Quality Committee - AEC 13 th ICIT. Malaysia 24-26 March, 2008 correo@palmiralopezfresno.com
  • 2. I. Introduction Process Management, a mechanism for achieving competitive advantage through performance improvement.
  • 3. I. Introduction PROCESSES FUNCTIONS Overall process performance depends on the performance of each phase of the process. The concept and role of internal customer is critical for overall effectiveness.
  • 4. II. Process performance monitoring and evaluation Business Process Management involves the use of a measurement system. One of the first pre-requisites for quality of information is to incorporate information related to all the stakeholders, from a holistic perspective.
  • 5. Profitability Obtained Improvements Losses Cost-effect. analysis Competency Policies Budget Measurem. of impact on customers Communication Customer Service Use/knowledge Measurem. of efficacy Measurem. of customer satisfaction Measurem. of orientation to customers EXPECTED QUALITY OBJECTIVE QUALITY PERCEIVED QUALITY PRODUCED QUALITY ORGANISATION (Internal perspective) (Process based indicators) CUSTOMERS (External perspective) (Customer based indicators) II. Process performance monitoring and evaluation
  • 6. II. Process performance monitoring and evaluation This cycle can be applied to external or internal customers and also to other stakeholders. For each process the organization should have indicators related to produced quality (efficiency, cost, time, resources, etc.) and to perceived quality (quantitative and qualitative).
  • 7. The incorporation of the internal customer voice to the performance measurement system A case experience EXPECTED PERFORMANCE PERCEIVED PERFORMANCE
  • 8. III. Internal customers perceived quality evaluation Main element for process effectiveness monitoring DISSENY AND METHODOLOGY IDENTIFICATION AND QUALIFICATION OF PROCESSES Indicators system Inventory Maps Flow charts Process Management Manual PROCESS MONITORING Process Performance Monitoring Scorecards PERIODICAL EVALUATION OF PROCESSES Internal and external customer voice Results from analysis of indicators Benchmarking Continuous improvement and innovation
  • 9. III. Internal customers perceived quality evaluation The process performance monitoring system was initially integrated by objective indicators (internal perspective). External customer satisfaction was also monthly monitored (data analyzed separately). An internal customer perceived quality evaluation was implemented, in order to complement the information the organization had for decision making.
  • 10. III. Internal customers perceived quality evaluation  To identify areas/aspects of poor performance.  To identify causes of poor performance.  To increase employees awareness with process management . The final aim was to periodically identify the processes, sub-processes or phases that should be improved. Objectives:
  • 11. III. Internal customers perceived quality evaluation  Evaluation performed quarterly, via intranet, by the Corporate Quality Direction.  Addressed yearly to all employees. A sample of 25 % each quarter. Anonymous answering.  Evaluation of 13 main macro processes.  A questionnaire designed for each process, specific questions for some products, and a question related to global performance of the process. Methodology:
  • 12. III. Internal customers perceived quality evaluation  Numeric scale, 5 grades, except some questions related to frequency of use. An open question to specify the 3 main improvement aspects in the process. Methodology:  Each person evaluates the processes in which he/she is mainly involved, from a perspective of internal supplier-customer.
  • 13. III. Internal customers perceived quality evaluation  By key attributes, at a corporate level (linked to compliance of values) Results:  By process (horizontal view)  By unit /department (vertical view)
  • 14. III. Internal customers perceived quality evaluation  Quantitative  Qualitative  Priorization of aspects to be improved for each process (Importance-Performance Map), and globally (key processes, by linking processes to strategic lines). Results:
  • 15. III. Internal customers perceived quality evaluation Global results:  Increased employees awareness and motivation with regard to process management.  Better identification of causes of negative tendencies; identification of improvements and innovation in processes and products.  Better allocation of resources.  Anticipation of negative results.
  • 16. IV. Conclusions  Two perspectives should be considered when defining a measurement system: internal or process based indicators (produced quality), and external or customer based indicators (perceived quality).  Internal customers provide very useful information on how processes are performing and which areas should be improved or innovated.  Tools to prioritize improvement should be applied.
  • 17. Thank you Terima Kasih Palmira López-Fresno Corporate Quality Director – RACC President Service Quality Committee - AEC correo@palmiralopezfresno.com 13 th ICIT. Malaysia, Kuala Lumpur, 24-26 March 2008