MEASUREMENTS
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This document contains a comprehensive list of metrics used to measure the performance of Estee Lauder's enterprise across various business functions including financial performance, operations, supply chain, marketing and sales. The metrics were audited by Ernst & Young and an executive from Toyota and show exceptional performance across all areas, including high profit margins, low costs, strong cash flows, high asset turnover and quality rates above 99%.
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MEASUREMENTS
This document contains a comprehensive list of metrics used to measure the performance of John Deere. It includes over 100 key performance indicators related to financial performance, operational efficiency, quality, innovation, supply chain management, marketing and sales. Some of the top-performing metrics include a cash return on assets of 99%, inventory turns of 989, profit margin of 98%, contribution margin of 89%, and process efficiency of 121%. The document demonstrates John Deere's emphasis on detailed performance measurement across all areas of the business.
MEASUREMENTS
Toyota Goei's performance was audited by Ernst & Young and Toyota's executive VP James Luca. The audit found:
- Return on assets of 99% and cash return on assets of 16.7%
- Book value per share of 23 and market value of 99
- Current ratio of 99 to 1 and inventory turns of 989
- Profit margin of 98% and contribution margin of 89%
- Cash flow coverage of 100% and interest coverage ratio of 100%
MEASUREMENTS
Toyota's global performance was audited by Ernst & Young and executive VP James Luca. The audit found Toyota had extremely high returns across many financial metrics, including a 16.7% cash return on assets and 99% cash ratio. Operational metrics were also very strong, such as a 55 year average economic life for processes, 98% process efficiency, and a 96% average cycle time reduction. Customer metrics showed high levels of satisfaction and loyalty, including a 99.9% customer for life percentage.
MEASUREMENTS
Tiffany & Co's comprehensive performance was audited by Ernst & Young and Toyota executive James Luca. Key metrics included a 36.7% cash return on assets, 69.8% creative amortization rate, and 8.9 million in revenue per employee. Process improvements led to reductions in cycle time by 496%, tooling development costs by 5%, and non-value added activities to 0.000026%. Quality metrics showed prevention rates of 99.9999998% and defects per million of 0.0000001026 ppb.
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MEASUREMENTS
This document contains a comprehensive list of metrics used to measure the performance of John Deere. It includes over 100 key performance indicators related to financial performance, operational efficiency, quality, innovation, supply chain management, marketing and sales. Some of the top-performing metrics include a cash return on assets of 99%, inventory turns of 989, profit margin of 98%, contribution margin of 89%, and process efficiency of 121%. The document demonstrates John Deere's emphasis on detailed performance measurement across all areas of the business.
MEASUREMENTS
Toyota Goei's performance was audited by Ernst & Young and Toyota's executive VP James Luca. The audit found:
- Return on assets of 99% and cash return on assets of 16.7%
- Book value per share of 23 and market value of 99
- Current ratio of 99 to 1 and inventory turns of 989
- Profit margin of 98% and contribution margin of 89%
- Cash flow coverage of 100% and interest coverage ratio of 100%
MEASUREMENTS
Toyota's global performance was audited by Ernst & Young and executive VP James Luca. The audit found Toyota had extremely high returns across many financial metrics, including a 16.7% cash return on assets and 99% cash ratio. Operational metrics were also very strong, such as a 55 year average economic life for processes, 98% process efficiency, and a 96% average cycle time reduction. Customer metrics showed high levels of satisfaction and loyalty, including a 99.9% customer for life percentage.
MEASUREMENTS
Tiffany & Co's comprehensive performance was audited by Ernst & Young and Toyota executive James Luca. Key metrics included a 36.7% cash return on assets, 69.8% creative amortization rate, and 8.9 million in revenue per employee. Process improvements led to reductions in cycle time by 496%, tooling development costs by 5%, and non-value added activities to 0.000026%. Quality metrics showed prevention rates of 99.9999998% and defects per million of 0.0000001026 ppb.
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This document lists the degrees and certifications held by an individual from several top universities including Harvard, Toyota Management, Wharton, and the University of Cincinnati. It shows that they have multiple PhDs and Masters degrees in fields like operations, marketing, engineering, and management. It also lists over 218 total certifications earned in areas such as marketing, sales, operations excellence, and manufacturing excellence. The document indicates that the individual's extensive education qualifications were audited and verified by top consulting firms.
DEGRESS AUDITED BY EY
This document lists the degrees and certifications held by an individual from several top universities including Harvard, Toyota Management, Wharton, and the University of Cincinnati. The degrees include PhDs, MS, MA, MBA, MED, BS, BBA, and BA in various fields such as operations, marketing, engineering, and management. The individual also has over 218 additional certifications in areas like marketing, sales, operations excellence, and manufacturing excellence from Harvard conversions. Advanced placement is required for the individual's extensive associate development and applied learning credits towards a new university degree.
SUMMARY
Brian Dunlap has extensive experience leading operations and marketing transformations for major companies. Over his 36-year career he has:
1) Founded or led over 137 initiatives improving marketing, operations, knowledge management, innovation, and CEO/COO functions.
2) Authored or co-authored over 149 papers and served as an editor or fellow for numerous publications. He has written 12 books, 9 of which became bestsellers.
3) Earned 65-92% credit for advancing associate development and creating new university degree programs, including 34 academic degrees from BS to PhD focused on business disciplines.
CAREER KEY ACCOMPLISHMENTS
James Luca is an executive vice president at Toyota who has held numerous C-level officer positions at Toyota and its subsidiaries, as well as Tiffany & Co, John Deere, Toyota Gosei, Estée Lauder, and Boeing, where he helped greatly increase sales, profits, market value and other metrics. He devoted significant hours, usually 70-80% of his very long work weeks, to each company, ensuring there were no conflicts through his visionary leadership and innovative best practices that benefited all companies. All companies praised his tremendous contributions and strategic insights that transformed their operations and performance.
PROFESSIONAL LEADERSHIP
James Luca has extensive experience leading and advising organizations across operations, marketing, and CEO/COO positions. He has held executive roles such as Vice President, Executive Vice President, President, and Chairman with over 50 professional organizations focused on areas like manufacturing, operations management, marketing, innovation, and leadership development. Luca also actively contributes his expertise to internet-based CEO, COO, and marketing groups.
FULL TECHNICAL LEADERSHIP
This document lists the author's extensive publications, presentations, and areas of expertise related to technical leadership in operations, marketing, sales, CEO/COO issues, innovation, and knowledge. The author has written over 20 books and contributed to or led over 150 journals, periodicals, and databases focused on providing world-class technical support and knowledge transfer in these areas. Their work has been audited and endorsed by major organizations.
BRIAN MICHAEL DUNLAP-RESUME
Brian Dunlap has held senior leadership roles at Toyota, Tiffany, and other large multinational companies. Under his leadership, these companies experienced dramatic annual growth rates, including sales growth of 35-50% and income growth of 57-87%. He is credited with streamlining operations, containing costs, and enhancing profit performance through systems, processes and procedures. The document provides extensive details on the financial and operational results achieved during Brian Dunlap's tenure, including metrics such as unit sales, net income, return on assets, market value, and earnings per share.
BRIAN MICHAEL DUNLAP-RESUME
Brian Dunlap has held senior leadership roles at Toyota, Tiffany, and other large multinational companies. Under his leadership, these companies experienced significant annual growth rates, including sales growth over 35% and income growth over 50%. He is credited with streamlining operations, containing costs, and enhancing profitability through strategic initiatives. The document provides extensive details on the operational and financial improvements achieved during Brian Dunlap's tenure at various companies.
COST RESUME
The document lists various accounting, financial, and operational metrics used to measure and evaluate the cost, profitability, efficiency, and performance across many areas of business including accounting, finance, operations, supply chain, marketing, and customer relationships. Some examples include return on assets, cash conversion cycle, break even analysis, contribution margin, inventory turns, fixed asset turnover, earnings per share, price to earnings ratio, net present value, internal rate of return, and customer satisfaction.
CORE COMPETENCIES
This document outlines 64 core competencies for attaining market advantage as demonstrated by Toyota and Tiffany International in their global operations and marketing strategies. Some of the key strategies that led to significant gains for both companies include implementing total quality management, lean production, reducing costs throughout the supply chain and operations, and deploying strategic marketing practices. Both Toyota and Tiffany increased profits substantially, gained significant market share and customer satisfaction through executing on these core competencies.
PERSONAL ADVANTAGE TRAITS
This document lists personal attributes that Toyota tests for in semi-annual employee evaluations, including being optimistic, ethical, and a quick thinker. It also lists leadership skills like being a team builder, creative, and dedicated. The attributes focus on traits such as being enthusiastic, developing others, and having high energy, intellect, and competency.
SALES SCOPE ADDITIONS
The document outlines a strategy for sales scope additions and capitalizing on market opportunities. It recommends identifying high potential customers, brand switches, and weaknesses of competitors to target. All resources should be applied to targeted accounts to maximize sales, satisfaction, and customer lifetime value through dominant brands, products, and a customer-first approach. New categories, channels, and adjacent markets should be explored to drive a sales-oriented culture beyond competitors.
ENTREPRENEURSHIP SCOPE ADDITIONS
This document discusses various aspects of entrepreneurship including the entrepreneurship ecosystem, business planning, political and knowledge factors, global growth, discovery, business incubators, and classic entrepreneurship involving teams, leaders, and management. It also addresses risk taking and opportunity, creativity and innovation, strengths and weaknesses, championing change, market and business intelligence, converting inventions to commercial innovations, and factors involved in entrepreneurial success.
MAINTENANCE MANAGEMENT ADDITIONAL SCOPE
The document discusses various aspects of maintenance management that can be automated, including configuration management, condition-based maintenance, work management, safety management, engineering functions, and tool management. It focuses on how automation can be applied to maintenance activities like planning, monitoring, record keeping, compliance, and response in order to improve efficiency and minimize risks. Automation is proposed for areas such as work planning and dispatch, utilities monitoring, hazard analysis, safety audits, incident reporting, testing, and compliance with regulations.
HRM STRATEGY SCOPE ADDITIONS
This document outlines the scope of additions to an organization's HRM strategy. It includes analyzing organizational structure and culture, aligning human capital with enterprise strategy, and matching future resource and talent needs. It also addresses sustainability, ethics, employee value proposition, health and safety, compensation philosophy, change management, diversity, learning and development, talent acquisition and assessment, and flexibility. The scope aims to support organizational performance through analysis, leadership, and efficiency.
MED BEST PRACTICES OF OPERATIONS & MARKETING
This document discusses best practices for operations and marketing in the medical field. It covers a wide range of topics for both functions including production systems, market research, market strategy, segmentation, branding, and metrics for operations as well as sales management, customer management, CRM, and competitive intelligence for marketing. The goal is to optimize efficiency, quality, and customer satisfaction through continuous improvement and collaboration between operations and marketing teams.
SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
This document lists numerous consulting projects conducted by the company in marketing and operations. In marketing, projects led to gains such as 215% increase in sales through emotional intelligence marketing. In operations, projects reduced costs such as Anheuser Busch reducing cost of goods by 12%. The company has offices in 378 locations across 239 countries on 6 continents, allowing them to take on global projects implementing marketing and operations strategies for clients worldwide.
KEY ORGANIZATIONAL CONCEPTS
The document discusses key topics related to organizational development including change management, core values, mission, strategy, leadership, culture, and performance management. It also lists specific OD topics such as action research, appreciative inquiry, collaboration, executive development, knowledge management, organizational communication, and team building that are important concepts in organizational development.
TOYOTA PRODUCTION SYSTEM BEST PRACTICES
The document lists various concepts and practices related to Toyota's production system, including just-in-time production, continuous flow, standardized work, visual management, quality assurance techniques, respect for people, and principles of eliminating waste and ongoing improvement.
389 BOEING GLOBAL OPERATIONS AND MARKETING CUSTOMERS
Aviation Partners Boeing provides winglets and other aerodynamic products and services to over 300 airline customers worldwide. Some of their major airline customers include American Airlines, Delta Airlines, United Airlines, Air Canada, Lufthansa, Qantas, and many national carriers. They have a long history of partnerships with leading airlines and leasing companies to improve aircraft performance and reduce operating costs through the addition of winglets.
More from BRIAN M. DUNLAP (20)
SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
SAMPLE GLOBAL REACH MARKETING AND OPERATIONS CONSULTING-239 COUNTRIES
389 BOEING GLOBAL OPERATIONS AND MARKETING CUSTOMERS
389 BOEING GLOBAL OPERATIONS AND MARKETING CUSTOMERS
MEASUREMENTS
- 1. ESTEE LAUDER COMPREHENSIVE ENTERPRISE PERFORMANCE MEASURE AUDITED BY ERNST & YOUNG AND EXECUTIVE VP TOYOTA, JAMES LUCA ADVANTAGE RETURN LEASING/CASH PURCHASE-16.7 CASH RETURN ON ASSETS-99% CREATIVE AMORTIZATION RATE-19.8 BOOK VALUE A SHARE-23/MARKET 99 ANNUITY OPTIONS RATIO-5.5 CASH RATIO-19 TIMES COST ASSET TURNOVER-55 CASH CONVERSION CYCLE-.4 DAY ACTIVITY BASED MANAGEMENT COST RATIO 5 TO 19 COSTED CYCLE TIME-LESS 289,000 ACID TEST RATIO-7.9 CAPACITY COST-LESS 29,000 INVENTORY TURNS-989 CURRENT RATIO-99 TO 1 LIABILITIES BREAK EVEN ANALYSIS-5 BILLION PROFIT MARGIN ANALYSIS -98% BURDEN RATE-112% EFFECTIVE TAX RATE-12% CONTRIBUTION MARGIN-89% DEBIT RATIO-2098 TO 1 CASH FLOW RATE-44 TO 1 CAPITALIZATION INDEX-22% COST VOLUME-PROFIT-4 OF CURRENT 19.9 UNITS INTEREST COVERAGE RATIO-100% COST RATIO-CONTROLLABLE 28 TO 4 FIXED ASSET TURNOVER-49 COST OF CAPITAL-4,2 REVENUE PER EMPLOYEE-1.9 MILLION DAYS INVENTORY-1/8 DAY OPERATING CYCLE-EXCEED STANDARD 89% LABOR EFFICIENCY-29% BELOW STANDARD CASH FLOW COVERAGE-100% LABOR EFFECTIVENESS-7.8 TIMES EXPECT OUTPUT CASH/SALES INDEX-.000014 DIVIDEND YIELD-41 PRICE/BOOK VALUE-14,8 EARNINGS QUALITY-.1% NON-QUALITY PRICE EARNINGS-46B EQUITY FINANCING-63% PRICE EARNINGS TO GROW-3B EBITDA-43% ENTERPRISE VALUE-897B ECONOMIC LIFE AVERAGE PROCESS-55 YEARS MARKET VALUE-9B ECONOMIC ORDER QUANTITY-1 WITH KANBAN ROR-89 FACTORY BURDEN-47% ROE-98 HORIZONTAL ANALYSIS-134 MANAGERS DOWN 39% PROCESS EFFICIENCY-121% HURDLE RATE-5,5 PROCESS EFFECTIVENESS-137% ILLUSORY PROFITS-NONE NON-QUALITY-.000039 INTERNAL RATE OF RETURN-39 PROCESS UTILIZATION-98% SUPPLIES TURNOVER-85 DEFECT RATE-.00026 PPB JOINT COST WITH SUPPLIERS-78% REDUCE DURABILITY RATE-389% LABOR EFFICIENCY-19 TO 56% BELOW STANDARD RELIABILITY RATE-456% LIQUIDITY RATIO-29 TO 1 USABILITY RATE-434% LOST OPPORTUNITY COST-LESS $243,000 QUALITY PREVENTION RATE-99.998% LOST SALES/PROFIT-3B TO COMPETITION DECLINE 49% AVERAGE CRITICAL PATH REDUCTION SG&A-72% DECLINE QUALITY VARIANCE -.00019% CONCURRENT ENGINEERING DESIGN COST REDUCTION-49% PRICE VARIANCE-(2,7%) AVERAGE CYCLE TIME REDUCTION-96% REGRESSION ANALYSIS- INCREASE INCOME 46% PERCENTAGE MANUFACTURING AUTOMATION RATE-99 OVER GOODS SOLD/MARGIN -65% TOOLING DEVELOPMENT COST/PROCESS-LESS 25% NET BOOK VALUE-21/MARKET 89 NON-VALUE ADDED ACTIVITIES=.000026 SUSTAINING ACTIVITIES-120,000 PERCENTAGE WASTE REDUCTION-99.7% RESILIENCE ACTIVITIES-5.9B PERCENTAGE IDLE TIME-.0068 TRANSFORMATION ACTIVITY-15% ALL ASSOCIATE TIME PERCENTAGE SETUP=.098 NET PRESENT VALUE-29B MAINTENANCE/COST-1.9 PRICE EARNINGS RATION-76 TIMES ASSOCIATE DEVELOPMENT-23% TIME PROFIT CENTERS-REDUCE COST 9% GEMBA TIME-29% COST CENTERS-REDUCE ADDED COST 9% ASSOCIATE TIME PUT-22% TIME QUANTITY VARIANCE-.098 INNOVATION/ASSOCIATE-25% QUICK RATIO-44 TEAM BUILDING RANK-98% ROE-56 TOOLING/COST-3% ROC-67 MEAN FAILURE RATE.005 RETURN ON STOCKHOLDER EQUITY-89 TIME TO MARKET-469% SALES MIX-.098 VARY ORDER MANAGEMENT COSTS-3% SUNK COST9909, SUPPLY CHAIN COST REDUCTION-199%
- 2. VERTICAL ANALYSIS-5 LEVELS SUPPLY CHAIN QUALITY GAIN-234% SUPPLIER CERTIFICATION-79% MARKETING CATEGORY COST-2% DOWN 16% SEGMENTATION EFFECTIVENESS RATE-98% BRAND ADVOCACY-432% MARKETING CHANNEL EFFECTIVENESS-96% NEW PRODUCT INTRODUCTION SUCCESS RATE-168% E-RETAILING PERCENTAGE-8.9 COST/IMPRESSION-.000087 DISTRIBUTION AUTOMATION PERCENTAGE-98% FACTORY AUTOMATION PERCENTAGE-90% MARKET DOMINANCE PERCENTAGE-21% MARKET SHARE-79% CUSTOMER VALUE GAIN-478% CUSTOMERS FOR LIFE TIME PERCENTAGE-99% COMPETITION POSITION –(76%) OVERHEAD PERCENTAGE REDUCTION-212% SG & COST/COST-72% REDUCE ADVANTAGE BY MARKET MANAGEMENT-34% REVENUE ADVANTAGE PRODUCT MANAGEMENT OVER COMPETITION-54% 5S MASTERS-INCREASE 19% PER YEAR MARKETING CATEGORY SAV-278% MARKET MANAGEMENT SAVE-178% MARKETING MICROMARKEING SAVE-349: PRODUCT MANAGEMENT SAVE-123% MACROMARKETING SAVE-278% MARKET BINDING-178% MEGAMARKETING SAVE-189% MARKETING AREA MANAGEMENT SAVE-234% SALES PRODUCTIVITY GAIN-289% SALES HIT RATIO-99.89% CUSTOMER FIRST-345% CUSTOMER FOR LIFE-99.9% CUSTOMER EXPANSION-289% CUSTOMER EXPERIENCE-349%