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1. Incre as e you r R E S U M E / V
C
Valu e
Th rou gh
E F F E C IE N C Y
& P E R FO R M AN C E M E TR IC S
B y Nayeem C howdhury

2. Know your value
Breaking down value bullets!
V = idea, process, service, or task one created, managed,
or supported, through technical, interpersonal tools which
improved organizational value and performance.
1. Reduced project cycle time (# of mnths / days
/ yrs)
2. Saved $$
3. Made $$
4. Maintained business
5. Created Business

3. Value Adds
Level of Influence Name Recognition
 # of managers  Name & numeric value of project
 # of students in academic project working on: ex. $200 MM BP North Sea
Drilling Project, $5 million dollar grant
 # clients project with University of Texas, Austin,
 # (internal/external) customer Petroleum Engineering Department,
groups research study for collaboration with
 # projects you either supported or Chevron.
managed.
 Name of clients or customers you
Technical Tools & Training for worked with (Organizations/University)
Success: you worked with: ex. Exxon, Shell, BP,
 Information technologies: used and Bechtel, Citi Group
some how improved a process
 Ex. Primavera, Ansys, Hysis,  Were you a big fish in a small pond, or
small fish in a big pond – Group or
 QuickBooks SAP, Oracle, MS access, company size.
excel, Orcaflex, AutoCad, Pipesim,
PRO E, Solidworks, AB, Wonderware Status: if Green Card holder / US
Citizen, make on the header of resume.

4. Understanding and present
process knowledge
 Quantify - engineering process objectives.
 Estimate - impacts we can expect from new and changed
engineering processes.
 Measure - in practice the impact of new processes.
 Identify - good or bad processes, based on results your
previous projects.

5. 10 Processes Principles
1. Processes are ‘good’ if satisfy the organizational objectives.
3. Usefulness for process decline or disappear when org objectives
change or are satisfied by other means.
5. Processes equivalent in performance effects can be distinguished
by use of the limited, budgeted resources (for example, human
resources, financial costs and time).
7. Process efficiency estimated by (value to cost ratio) of process
based on experience with it, or similar processes; no certainty of
process impacts until measured within organization.
9. Because process measured efficient once doesn’t will not always
change for better or worse over time in different scenarios.

6. 10 Processes Principles (cont.)
6. Malpractice possible if process doesn’t meet estimated levels of
efficiency.
7. Processes should be implemented early in small steps and their effect
measured before scaling up.
8. Process impacts always be on multiple critical organizational
performance and cost characteristics; must not evaluate in a single
dimension alone.
9. Justification of process should rationally be efficient effects on
organizational objectives. Process never can be mandated as ‘best
practice’, should forever be monitored for its justification.
10. Before implementation of new process, the resources to implement and
maintain should be created by conscious and specific removal of less
efficient processes that it will replace.

7. Organizational Objectives to
Measure Your Deliverables
 Time to Market
 Predictability of Time to Market
 Lead Time
 Productivity
 Quality Levels
 Transportability (Outsource ability)
 Competitiveness
 Risk Avoid ability/Controllability
 Prioritization Ability
 Customer Satisfaction

8. Time to Market
Scale: Time from Product Concept Approval to availability
on defined [Market]
Predictability of Time To Market:
 Scale: Percentage (%) overrun of actual Project Time compared to
planned Project Time.
Project Time: Defined: Time from the date that Toll Gate 0 (TG0) passed,
or other defined [Start Event] to the Planned- or Actually- delivered Date
of all Specified Requirements.
 Specified Requirements: Defined: Written approved quality requirements
for products with respect to planned and constraint levels with qualifiers
[when, where, conditions]. And, other function, resource and design
requirements.
 Meter: The Productivity Project or Process Owner will collect numeric
data, concerning the required levels on this Scale, from all projects, or
make appropriate estimates, and put them in the Productivity Database.

9. Lead Time
Scale: Months from TG0, to first use for
major workstation package.
Scale: Average Time from defined
[Inception Point] until defined [Delivery
Point].

10. Productivity
Scale:
 Net Profit per financial year derived from
defined
 [New Products or Services]

11. Quality Levels
Scale:
 Percentage (%) +/- deviation from defined
[Agreed Quality Attributes].

12. Process Transportability
Scale:
 The cost as a percentage (%) of affected
persons Gross Annual Cost, for successfully
learning to deploy a defined [Process] to a
defined [Capability Level].

13. Competitiveness
Scale:
 Average percentage (%) impact on a defined
set of [Competitiveness Measures] within a
year from First Deployment in a defined
[Organization].

14. Risk Controllability
Scale:
 The percentage (%) probability that defined
[Project or Product Requirements] can be
delivered within defined [Percentage of
Target Levels] under conditions of defined
[Risks].

15. Prioritization Ability
Scale:
 The average speed in Days that a new
[Priority Item] can be effectively acted upon.

16. Customer Satisfaction
Scale:
 Average survey result on a scale of 1 to 6
(best).

17. Table 1: Example - client’s initial draft setting objectives that
engineering processes must meet.
Rt side table shows objectives related to defined senior management financial planning

18. When organizational objectives change, or are satisfied by
other means, the usefulness of a process may decline or
disappear.
Organizational objectives (called business objectives in the tables):
• Subject to pressures demand constant tuning, updating and even radical change
ASAP.
• Simple enough to change target number and due dates in a set of objectives.
• Stopping process change ‘ship in mid Atlantic’ is another problem.
• Major investments in contracts and training may have been set in motion, which
may of become obsolete.
Arguments for implementing processes considerations:
 Highest value-to-cost processes first, which measures a notion of ROI (Return On
Investment)
 Highest risk-of-obsolescence processes last
 Understand the volatility of the objectives target levels to determine that risk.
 Large and costly processes need to be decomposed into smaller, early
implementations, and high-value low-volatility sub-processes need to be
prioritized.

19. If Processes equivalent =
performance
Distinguished by:
Use of the limited, budgeted resources (ex. human resources, financial costs
and time).
 Primary consideration for a process is ability to help reach target
levels.
 Interested in its contribution to achieving goal and stretch levels for
the business objectives (see Table 1).
 If target not reached does not matter how cheap it is.
 Second consideration is that the costs for all types of resources are
within budgets, or profitability limitations.
 In addition, a single process should not steal resources from more
profitable processes.
 Decisions about what to spend on process implementation cannot
be made in isolation from all the other processes that use
concurrent resources. The Impact Estimation table helps us get a
view of all of these considerations.

20. Can estimate the efficiency (value to cost ratio) of process based on
experience, or similar processes; but can’t be certain process
impacts until measuring them in place within organization.
 Estimations are guesses, and we know they are not for sure.
 Consequently we cannot bind ourselves (in contracts, and corporate
plans) to full implementation of a particular process until it is proven to
deliver to expectations in practice.
 This requires evolutionary implementation, for example on a project-by-
project basis, or even in small groups within larger projects.
 If the estimates are validated by practical experience, we can ramp up.
 Otherwise we may have to drop the new engineering process, replace it
with another or tune it to work properly.

21. Quantify/Metrics
Your contributions into business specific results… Clearly
state your performance relative to key functional metrics.
Mechanical Design Product Assurance
 # of in-process design changes /  Actual MTBF / predicted
# of parts. MTBF.
 # of design review deficiencies / #  % of build-to-packages
parts. released without errors.
 # of drafting errors / number of  % of testable requirements.
sheets or # of print changes / total  Process capability (Cp / Cpk).
print features.  Product yield.
 Drawing growth (unplanned  Field failure rate.
drawings / total planned  Design review cycle time.
drawings).
 Open action items.
 Producibility rating or assembly
 System availability.
efficiency
 # of prototype iterations.  % of parts with no engineering
 % Percent of parts modeled in change orders.
solids.

22. More Metrics
Organization/Team Program Management
 Actual staffing (hours or  Product Unit production $ / target $.
headcount) vs. plan.  # Labor hours or labor hours / # target
 Personnel turnover rate. labor hours.
% of milestone dates met.  Material $ / Target material $.
 Schedule performance.  Product performance or product
 Personnel ratios. performance / target product
 Cost performance. performance or technical
performance measures (e.g., power
 Milestone or task completion vs. output, mileage, weight, power
plan. consumption, mileage, range, payload,
 On-schedule task start rate. sensitivity, noise, CPU frequency, etc.).
 Phase cycle time vs. plan.  Mean time between failures (MTBF).
 Time-to-market or time-to-volume.  Mean time to repair (MTTR).
 System availability.

23. Product
 Unit production cost / target cost.
 Labor hours or labor hours / target labor
hours.
 Material cost or material cost / target
material cost.  Product ship date vs. announced ship date
 Product performance or product or planned ship date.
performance / target product performance  Product general availability (GA) date vs.
or technical announced GA date or planned GA date %
performance measures (e.g., power output, of parts or part characteristics
mileage, weight, power consumption, analyzed/simulated.
mileage, range, payload, sensitivity, noise,  Net present value of cash outflows for
CPU frequency, etc.). development and commercialization and
the
 Mean time between failures (MTBF). inflows from sales.
 Mean time to repair (MTTR).  Breakeven time.
System availability.  Expected commercial value (This equals
 Number of parts or number of parts / the net present value of product cash flows
number of parts for last generation product. multiplied by the probability of commercial
success minus the commercialization
 Defects per million opportunities or per unit. cost).
Production yield.  This is multiplied by the probability of
 Field failure rates or failure rates per unit of technical success minus the development
time or hours of operation. costs)
 Percent of parts that can be recycled.
 Engineering changes after release by time  Percent of parts used in multiple products.
period.  Average number of components per
 Design/build/test iterations. product.
 Production ramp-up time (example).

24. Technology
 Percent team members with full access to product
data and product models.
CAD workstation ratio (CAD workstations / number
of team members).
 Analysis/simulation intensity (analysis/simulation
runs per model).
 Percent of team members with video-
conferencing/desktop collaboration access/tools.

25. 6 Sigma
Six Sigma implementation involves the following
SEVEN phases:
1. DEFINE the processes that contribute to the problem.
2. MEASURE the capability of critical processes.
3. ANALYSE the data.
4. IMPROVE the key product / service characteristics.
5. CONTROL the key process variables.
6. STANDARDISE the methods for best-in-class process
performance.
7. INTEGRATE the standard methods and processes with the
product / service design stage.
Six Sigma is a business initiative first introduced by Motorola in early
1990s.
The Six Sigma strategy involves extensive use of statistical
techniques such as control charts, design of experiments, response
surface methodology etc. in order to minimize process variations and
product / service defects.
These techniques need to be applied in a structured manner.

26. 6 Sigma Metrics
 Defects Per Million Opportunities (DPMO): is the number of critical defects
that the process is estimated to generate per million opportunities
(operations or steps).
 Defects Per Million Opportunities (DPMO): In shop-floor process control,
this is also called defective 'Parts Per Million (PPM)' pieces produced by a
single process / operation. Based on the quality characteristic under study
(variable / attribute data type), one or more metrics may be used for
process monitoring and reporting.
 Sigma Quality Level and Yield: an indicator of process centering, and,
process variation viz-a-viz technical tolerance. A process at Six sigma
quality level is expected to generate only 3.4 defective Parts Per Million.
'Yield' is the estimated percentage of defect-free items (probability of zero
defects) churned out by a process.
 SPC: Sustaining and improving the process performance require process
monitoring and control schemes. It may be noted that the six sigma
metrics are just the indicators of process quality. such as Statistical
Process Control (), Engineering Process Control (EPC) etc.

27. Six Sigma Initiatives:
Focus Business & Value Impact
 Your Strengths and Ask: How did my work
Development Needs impact the business?
on.  Did I win a new
 Corporate Values & customer or resolve a
customer satisfaction
Corresponding
problem?
Actions.
 Did I save time, money,
 Leadership Traits.
or resources?
 Other important  Did I mentor or coach a
initiatives (ex: Six fellow employee?
Sigma).  Did I improve
productivity?

28. Six Sigma Initiatives (Cont.)
Context Quantifiable accomplishments or
 Was the task complex missed deliverables
 Tasks performed and metrics
 Was the task critical to
that quantify the results
the business? (percentages, time, money,
 What barriers or etc.).
 Degree to which the
obstacles did you have accomplishment exceeded,
to overcome? met or missed your goals.
 Did you receive any  Any circumstance that made
achieving the result
special recognition for challenging.
the project?  Skills utilized and
competencies aiding success.
 Direct effect on your
individual business unit.
 How you have demonstrated
the your corporations values
and leadership traits.

29. Harvard Review - GE's
“Growth Values”
 External Focus: “Defines success through the customer's eyes. In tune with industry dynamic. Sees around corners.” FA
translation: Know how your clients truly define a successful financial advisor relationship. “Seeing around corners”
requires that you interpret industry events in a way that will help you predict future developments.
 Clear Thinking: “Seeks simple solutions to complex problems. Is decisive and focused. Communicates clear and
consistent priorities.” FA translation: Understand your affluent client's concerns and problems and provide clear, easy-to-
understand solutions. All of your marketing efforts should focus on acquiring the ideal client. Make sure your clients know
they are your “number one.”
 Imagination: “Generates new and creative ideas. Is resourceful and open to change. Takes risks on both people and
ideas. Displays courage and tenacity.” FA translation: You need to think of new ways to create tangible value for clients.
That may mean developing a new service model. Look at what your competitors are doing and take it one step further.
Look for solutions that are outside your comfort zone.
 Inclusiveness: “Is a team player. Respects others' ideas and contributions. Creates excitement, drives engagement,
builds loyalty and commitment.” FA translation: Treat everyone you work with as a knowledge worker. Use their expertise.
For example, even if you share an assistant with another advisor, you must consider this person a part of your team.
Their ideas and contributions should be encouraged and ultimately required. Communication with support personnel and
junior advisors must be clear and ongoing. Delegate responsibilities, not just tasks, and take the time to teach
subordinates new things and build their expertise whenever possible.
 Expertise: “Has in-depth domain knowledge and credibility built on experience. Continuously develops self. Loves
learning.” FA translation: Developing a deeper understanding of demographics, industry changes, political developments,
consumer trends, and current affluent needs and wants will give you greater credibility with your clients and subordinates.
Cultivating greater knowledge of yourself and engaging in physical exercise are also crucial to your ability to overcome
future challenges. Commit to lifelong learning. You can start by reading one non-fiction book a month throughout 2009.

30. Behavioral Values
CURIOUS
TEAMWORK
 Generates new and creative ideas.  Builds trust by respecting the ideas and contributions of
 Fosters an environment where questions and ideas are valued. everyone.
 Seeks feedback, continuously learns, and develops self.  Works well with others.
 Learns as much or more from failures as successes.  Coaches and encourages others on a regular basis.
 Contributes to positive morale and spirit within the team.
PASSIONATE  Embraces diverse and global cultures.
 Demonstrates enthusiasm for what he/she does.
 Willing to take risks. COMMITTED
 Empowers others to question the status quo.  Sets clear and measurable goals.
 Creates excitement and inspires others to deliver.  Stays focused on business priorities.
 Willing to make tough decisions and live with the
RESOURCEFUL consequences.
 Seeks simple solutions to complex problems  Displays persistence and tenacity; is not deterred by
 Considers varied alternatives before selecting a solution. obstacles.
 Effectively uses internal/external network.
 Consistently gets tasks accomplished with available resources. OPEN
 Attentive and respectful when listening and responding
ACCOUNTABLE to others.
 Takes responsibility for decisions, actions and results.
 Willing to change based on the inputs of others.
 Delivers on commitments to stakeholders.
 Communicates in an open, candid, and consistent
manner.
 Does what is best for the team and the customer.  Accessible and approachable.
 Places success of the organization ahead of personal gain.
ENERGIZING
 Displays an engaging, can-do, optimistic attitude.
 Makes work fun.
 Inspires others to achieve more than they imagined.
 Recognizes and rewards the contributions of others.

31. Action Verbs for Resume
 Accomplished, Finalized, Processed, Succeeded
 Achieved, Founded, Produced, Superseded
 Delivered, Invented, Serviced, Tripled
 Approved, Generated, Promoted, Supervised  Demonstrated, Launched, Set,
 Assisted, Grew, Proposed, Terminated Uncovered
 Built, Headed, Purchased, Traced  Designed, Led, Simplified, Unified
 Completed, Implemented, Recommended,
Tracked
 Developed, Maintained, Sold, Utilized
 Conducted, Improved, Redesigned, Traded  Devised, Managed, Sparked, Vacated
 Consolidated, Improvised, Reduced, Trained  Directed, Negotiated, Staffed, Verified
 Controlled, Increased, Reorganized, Transferred
 Converted, Installed, Researched, Transformed
 Doubled, Operated, Started, Widened
 Created, Introduced, Revised, Translated  Earned, Organized, Streamlined, Won
 Eliminated, Originated, Strengthened,
Withdrew
 Enhanced, Participated, Stressed,
Worked
 Established, Performed, Stretched,
Wrote
 Expanded, Planned, Structured
 Cut, Instituted, Scheduled, Trimmed