An introduction to Qualitin\'s KPI management tool to achieve your goals and for the pursuit of Continuous Improvement.

1. ICG – KPIs management methodology, partner
presentation
ICG
KPIs management methodology
ICGp en 1.2
ICGp_en 1.2

2. CONTENT
Introduction
Who is Qualitin
Overview of the Methodology
How the ICG KPI system works
Practical session on the system
Competition Field
Business Model
Our recent actions to develop in the UK
New developments
Plan next steps
Content ICGp en 1.2

3. A LITTLE BIT ABOUT QUALITIN
Our Mission:
“To work side by side with committed leaders for the achievement of their goals through
simple and focused on results management methods.”
Our Policies:
 To be recognized by our clients as an useful, reliable and helpful partner.
 To provide the best return to everybody as a result of our clients’ success.
 To work as a team with dynamic people in a friendly environment and respecting
individualities.
 To actively collaborate to the National Movement for Quality as the best way to promote
a better future for society.
Our greatest reward is our clients’ success!
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4. OUR HISTORY
• Founded in 1996 by Claus Jorge Suffert and his son Jorge Eduardo Suffert
• Claus’ experience in companies such as Petrobras and Gerdau
• Implementation of Quality program at Gerdau
• Brazilian Quality and Competitiveness Movement
• Transition to become a methodology provider rather than a services provider
6,000
5,000
2012 split
4,000
3,000
Consultancy
2,000
Software
1,000
-
2012
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
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5. SOME OF OUR CLIENTS
http://qinn.com.br/index2.php
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6. SOME OF OUR PARTNERS
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7. CLIENT TESTIMONIALS
“The KPI process has permitted a single tool to focus our team on set priorities
with common definitions, clear measurement and a simple approach. You
remove confusion and focus on the data. Once the measures are clear there
is no hiding from the facts. Overtime, the goals truly represent the critical
issues for the business as you shape your measures to align with where your
time and effort is aligned. The strategic mapping process definitely brings
together the long term focus and simple alignment to improve employee
understanding and engagement. “
(Jim Fick - Experian’ Decision Analytics Global FD)
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8. CLIENT TESTIMONIALS
“The KPI system we have implemented in EMEA is a great business
management tool.
Though there are improvements in the process we can still apply (e.g.
standardise and simplify), the system is becoming part of our 'culture'
with benefits for all stakeholders.
I strongly support it.”
(Marco Benvenuto – Experian’ EMEA Credit Services MD)
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9. CLIENT TESTIMONIALS
“Now that the KPI system has been embedded and adopted across DA we are
starting to see real benefit from the system....it enables us to focus on the
main areas of that business that need attention and not waste time on
those areas that are progressing well. I think it has taken a little time to get to
this position but we are there now .... we are now starting to realise the real
benefits of the system and use it as a management tool rather than an admin
overhead.”
(Gary Wood – Experian’ UK&I Decision Analytics MD)
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10. OVERVIEW Outside Future
MANAGEMENT
goals
TOP
Defining priorities
STRATEGY MS BSC
MANAGEMENT
standards
Reaching goals
PLANS KPI
OPERATION good products
Assuring quality
MONITORING STANDARDS
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11. WHY ANY KPI METHODOLOGY?
 Align all organization and focus on the results
Clear direction  The best way to bring Strategy to life
Accountability  Each manager knows what’s expected of them
 Centralized repository of information
Simplicity
 Focused on results, not on means
5 Basic Concepts ICGp en 1.2

12. WHY THIS KPI METHODOLOGY?
 Faster and more productive KPI meetings
Highlight “Key”
KPIs  Prioritize what is relevant and needs immediate
attention
 Easy to understand
Visual
 Everyone using the same language
 When discussions are about actions and
Forward looking expectations rather than just reporting what
happened, it becomes a Management tool
 Discipline of tracking as the plan and the “game
Sustainable
changers” is implemented.
growth
 Drives Continuous Improvement.
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13. MEETINGS STRUCTURE
This manager:
•Presents: 5 KPI
•Manages: 15 KPI
•His team manages: 60 KPI
•Total managed: 80 KPI
Why this methodology ICGp en 1.2

14. HOW IT WORKS
Sales
Client
satisfaction
WHAT DO I
NEED TO DO
NOW?
Production
Complaints
TEC1
How it works ICGp en 1.2

15. HOW IT WORKS
Sales
Client
satisfaction
WHAT DO I
NEED TO DO
NOW?
Production
Complaints
TEC1
How it works ICGp en 1.2

16. HOW IT WORKS
Sales
Client
satisfaction
WHAT DO I
NEED TO DO
NOW?
Production
Complaints
How it works ICGp en 1.2

17. HOW IT WORKS
ACTION
Sales
ACTION PLAN
Client
satisfaction
WHAT CAN
DO I
NEED TO DO
WE
NEED TO
GUARANTEE?
NOW?
IMPROVE?
Production
ACTION
Complaints
How it works ICGp en 1.2

18. WHY PROCESS RANGE
Management by KPIs ICGp en 1.2

19. HOW IT WORKS
= Green
Normal result, nothing to do
(Service Level Agreement)
Yellow (Blue)
= Abnormal result, requires
manager action (Fact-Cause-
Action)
= RED
Abnormal result, beyond the
delegation limit agreed upon
by the person in charge of the
Leader indicator with his/her
immediate superior;
represents the agreement of
process delegation level)
61 Management by KPIs ICGp en 1.2

20. BUILDING INDICATORS
Indicator: aftersales complaints – Measurement Unit: number of complaints/ month
40
35
30
25
20
15
10
5
0
Year Year jan feb mar apr may jun
Ano Ano fev abr mai jul aug sep out nov dec jan feb mar apr may jun
ago set oct dez fev abr mai jul aug sep out nov dec
ago set oct dez
(-2) (-1)
ant. ant.
111 Management by KPIs ICGp en 1.2

21. FACT – CAUSE - ACTION
Indicator: after sales complaints – Masurement Unit: number of complaints/ month
40
35
30
25
20
15
10
5
0
Year Year jan feb mar apr may jun
Ano Ano fev abr mai jul aug sep out nov dec jan feb mar apr may jun
ago set oct dez fev abr mai jul aug sep out nov dec
ago set oct dez
(-2) (-1)
ant. ant.
113 Management by KPIs ICGp en 1.2

22. FACT – CAUSE - ACTION
FACT CAUSE ACTION C/E WHO WHEN
3 complaints above Meeting with person
the upper normality Server instability in charge of the E Louis Feb 12
limit sector
6 server instability Instability in the
problems above Increase no-break C Peter Mar 20
electricity network capacity
average normality
ACTION ON EFFECT
OR SYMPTOM: ACTION ON CAUSE OR
Removes the effect, but offers no PROCESS:
guarantee that the problem won’t Removes the cause, keeping
happen again due to the same cause. the problem from happening
e.g. Redo, retrain. again for the same reason.
113 Management by KPIs ICGp en 1.2

23. FACT – CAUSE – ACTION
FACT CAUSE ACTION C/E WHO WHEN
3 complaints above Meeting with person
the upper normality Server instability in charge of the E Louis Feb 12
limit sector
6 server instability Instability in the
problems above Increase no-break C Peter Mar 20
electricity network capacity
average normality
Connector were not well Fix connector with
fixed problem E Peter Mar 20
Poor quality of the Review and change all
connector other connectors like C Peter Mar 20
this, where needed
113 Management by KPIs ICGp en 1.2

24. MANAGING GOALS
The process’ voice
meets the client’s voice
75 Management by KPIs ICGp en 1.2

25. MANAGING GOALS
Process’ voice meets
the client’s voice
Process’ voice doesn’t
meet the client’s voice
75 Management by KPIs ICGp en 1.2

26. MANAGING GOALS
Process’ voice meets
the client’s voice
Process’ voice don’t
meets the client’s voice
The manager already
have a plan that reachs
the goal
Action Plan
or 5W2H
75 Management by KPIs ICGp en 1.2

27. ACTION PLANS - 5W2H
Action plan: Delivery process review From: Mar To: Jun
WHAT WHY HOW/WHERE HOW WHO WHEN
MUCH
Software XYZ On all delivery
Improve SLA by 25% 60 Peter Mar-15th
implementation sites
Following XYZ
Team training John Mar-31st
model
Pilot testing 1 month on
Mark Apr-30th
approval LATAM unit
77 Management by KPIs ICGp en 1.2

28. MANAGING PRIORITIES
IMPROVE MAINTAIN
5W2H
79 Management by KPIs ICGp en 1.2

29. INDICATORS FOR THE YEAR
120
120
20
% - UPPER
15 MARGIN
FORECAST FORECAST
VALUE
10 =120
5 BUDGET
% - LOWER
MARGIN
83 Management by KPIs ICGp en 1.2

30. INDICADOR FOR THE YEAR
120
96
119
20 What can I expect for
the next months?
15
10
5
83 Management by KPIs ICGp en 1.2

31. INDICATORS FOR THE YEAR
120
96
120
20 The manager already
knows what to do?
15
10
5
83 Management by KPIs ICGp en 1.2

32. KPIs DASHBOARD OVERVIEW
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33. PRACTICAL SESSION
• Login https://icg.qinn.com.br
• Company: Trial
• User: _____
• Password
• Overview of the system, tabs, kpis.
• KPI and KPI settings
• Measurements
• Integration with external systems
• Charts
• FCAs
• Action Plans
• Actions management
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34. COMPETITION FIELD (software)
Attributes Competitors
• • PowerPoint + Excel
• • Work.com
• • SAP
• • BI systems
• •
• •
• •
• •
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35. BUSINESS MODEL – CLIENT POINT OF VIEW
Objective:
Productivity increase through a focused on results planning and management discipline.
Client type for a 20 managers implementation:
£ 8M annual revenue and/or 120 Employees organization
Typical project size: 40K (2k per manager)
- £ 3k - Training
- £ 13k - KPIs definition (strategy and process mapping)
- £ 19k - Cultural changing effort
- £ 7K - Software
Results:
With 1% productivity increase, ROI can be 360%
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36. BUSINESS MODEL – PARTNER POINT OF VIEW
Objective:
Increase solutions’ portfolio and team’s occupation with value added solution.
Scenario: 15 projects (20 managers)
- £ 500k - Consultancy Revenue
- £ 45K – Software commission
- £ 250K - Consultants payroll
- 2 senior
- 3 junior
- £ 80K - Sales effort
- £ 50K - Utilities and Admin
- £ 165K - Profit
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37. NEXT STEPS
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38. QINN - PRODUTOS PARA QUALIDADE TOTAL LTDA
Rua Fabrício Pilar 740 / 206
Porto Alegre - RS BRASIL / CEP 90.450-040
Fone/fax : +55 51 - 3330.7771
E-mail qinn@qinn.com.br - Website: www.qinn.com.br
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39. About Gerdau Group
The Gerdau Factor
“Quality Inn, by its largely accumulated experience over the most lucid and
"Gerdau is one of the years, has
developed a quality management approach absolutely differentiated. The challenges:
entrepreneurs tuned to the Brazilian
understanding of the statistical concept for managing processes with all efficiency,“
competitiveness, streamlining and its
http://www.istoedinheiro.com.br/noticias/96688_O+FATOR+GERDAU
tools has made Quality Inn contribute significantly, creating increased
efficiency and productivity for companies it supports. Quality Inn has been
supporting not only the business sector but also organizations on the first
and third sectors. I'm convinced that quality management, and the concept
of managing processes with all instrumental, has been definitive in winners
http://ojs.c3sl.ufpr.br/ojs2/index.php/ret/article/viewfi investment in training of teams
enterprises or institutions. Thus, any
le/27318/18197
leveraging this technology has been one factor that leads to differentiation,
assuming a competitive and globalized scenario. Is enough to say that the
best companies in the world use to this technology.”
Jorge Gerdau Johannpeter
http://www.gerdau.com.br/relatoriogerdau/2011/ra-
br/download/RA2011-GERDAU-ParteI-
GestaoCorporativa.pdf
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