The document outlines an organization chart for a marine services company. It defines the roles and responsibilities of key leadership positions including the CEO, COO, CFO, and managers overseeing operations, quality control, finance, human resources, technology, revenue, and more. For each role, it lists primary duties, required skills, experience, cognitive attributes, and key performance indicators to evaluate the role. The organization chart is intended to define the reporting structure and responsibilities of all positions within the company.
Your team is the most valuable asset to your company. The utilization of your team should be your top priority. In this slide presentation we will look at this very concept.
This document discusses key performance indicators (KPIs) for product managers. It provides examples of KPIs, outlines steps to create KPIs for a product manager position, discusses common mistakes in developing KPIs, and how to design effective KPIs linked to strategy and goals. The document recommends visiting kpi123.com for additional KPI samples, templates, and resources for developing performance metrics and reviews.
The document discusses using the Capability Maturity Model (CMM) as a roadmap to achieve professional services excellence. It outlines five service performance pillars - vision and strategy, finance and operations, human capital, alignment, and service execution. It also describes five maturity levels from initiated to optimized. The document analyzes current challenges in areas like strategy, performance, processes, customer satisfaction, and skills. It recommends developing teams to address the pillars, integrating processes and systems, creating a center of excellence, and beginning with pillars like human resources and client relationships that offer the greatest benefits.
This document discusses key performance indicators (KPIs) for retail district managers. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisals, review phrases, and interview questions.
This document discusses key performance indicators (KPIs) for retail operation managers. It provides examples of KPIs, steps to create KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisal forms, methods, and review phrases.
KRA stands for Key Result Area and defines the key areas an employee is responsible for producing results. KPI stands for Key Performance Indicator and describes measurable targets to evaluate an employee's performance within their KRAs. For example, a HR manager's KRA may be recruitment and a related KPI could be recruiting level 1 positions within 3 months of a vacancy and within 90% of budget. While definitions can vary, the goal is for employees to understand their job responsibilities (KRAs) and expected results (KPIs). Setting KRAs, KPAs (Key Performance Areas), and KPIs allows organizations to manage performance and evaluate progress towards objectives.
Your team is the most valuable asset to your company. The utilization of your team should be your top priority. In this slide presentation we will look at this very concept.
This document discusses key performance indicators (KPIs) for product managers. It provides examples of KPIs, outlines steps to create KPIs for a product manager position, discusses common mistakes in developing KPIs, and how to design effective KPIs linked to strategy and goals. The document recommends visiting kpi123.com for additional KPI samples, templates, and resources for developing performance metrics and reviews.
The document discusses using the Capability Maturity Model (CMM) as a roadmap to achieve professional services excellence. It outlines five service performance pillars - vision and strategy, finance and operations, human capital, alignment, and service execution. It also describes five maturity levels from initiated to optimized. The document analyzes current challenges in areas like strategy, performance, processes, customer satisfaction, and skills. It recommends developing teams to address the pillars, integrating processes and systems, creating a center of excellence, and beginning with pillars like human resources and client relationships that offer the greatest benefits.
This document discusses key performance indicators (KPIs) for retail district managers. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisals, review phrases, and interview questions.
This document discusses key performance indicators (KPIs) for retail operation managers. It provides examples of KPIs, steps to create KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisal forms, methods, and review phrases.
KRA stands for Key Result Area and defines the key areas an employee is responsible for producing results. KPI stands for Key Performance Indicator and describes measurable targets to evaluate an employee's performance within their KRAs. For example, a HR manager's KRA may be recruitment and a related KPI could be recruiting level 1 positions within 3 months of a vacancy and within 90% of budget. While definitions can vary, the goal is for employees to understand their job responsibilities (KRAs) and expected results (KPIs). Setting KRAs, KPAs (Key Performance Areas), and KPIs allows organizations to manage performance and evaluate progress towards objectives.
This document provides information about key performance indicators (KPIs) for a bank chief operating officer position. It includes examples of KPIs, performance appraisal factors, job skills, and key result areas. It also lists steps for creating KPIs for this role and common mistakes to avoid, such as having too many KPIs or ones that do not change to suit goals. Finally, it describes different types of KPIs including process, input, output, leading, lagging, outcome, qualitative, and quantitative.
This document discusses key performance indicators (KPIs) for event management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against common mistakes like creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
Six Sigma Yellow Belt Program | Learning MeaningfullyTeki Repalda
There has to be more to teaching Six Sigma, data analysis & stats without having to further confuse learners with formula, or overdependence on tooling. Within a BPO context, frontline leaders also need to learn context behind all the data they see. At MindGears, our aim is to basically enable an enriched appreciation for meaning in numbers & propel greater understanding of service.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining how to measure results. The document outlines common mistakes to avoid when creating KPIs, such as having too many or not linking them to strategy. It also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative. Overall, the document provides guidance on establishing an effective KPI system for performance evaluation.
This document discusses key performance indicators (KPIs), including definitions of common types of KPIs such as process, input, output, leading, and lagging KPIs. It also provides tips for designing KPIs, such as linking them to strategy and empowering employees. Additionally, the document outlines steps for creating KPIs for a specific position, including defining objectives, identifying key result areas, and determining methods to measure results.
The document discusses operational excellence and continuous improvement. It defines operational excellence as developing a culture of continuous improvement through applying principles and tools to sustainably improve key performance metrics. The vision is for operational excellence to become the way the organization does business. The mission is to enable value delivery through operational excellence principles and innovative process improvements. Strategic objectives include educating employees on concepts, supporting objectives, identifying opportunities, and developing measures to validate results.
This document discusses key performance indicators (KPIs) for product specialists. It provides examples of KPIs, steps for creating KPIs for product specialists, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional KPI samples, templates, and resources for developing performance metrics and reviewing employee work.
This document discusses key performance indicators (KPIs) and key result areas (KRAs) for performance evaluation. It provides resources for KPIs and KRAs including lists, templates, and methods. It also discusses best practices for creating effective KPIs, such as linking them to strategy, focusing on 3-5 key areas, and designing them to empower employees. Finally, it outlines different types of KPIs including leading vs lagging indicators and qualitative vs quantitative measures.
The document summarizes the Balanced Scorecard framework and provides examples of how it can be used. It discusses how the Balanced Scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides an example scorecard for an electronics company and outlines the key principles of using the Balanced Scorecard to align organizational goals and strategy.
The document discusses the Balanced Scorecard model, which is a performance measurement system developed at Harvard Business School. It provides a holistic view of an organization's performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, leading and lagging performance indicators are identified that have a cause-and-effect relationship. The Balanced Scorecard model helps organizations communicate their strategy and track progress towards strategic goals. It is a tool that can be used to plan, measure, and control performance according to a predefined strategy.
The document provides details on strategic planning for an engineering sector at Crystal Asfour International, including:
- Conducting a SWOT analysis to identify strengths, weaknesses, opportunities, and threats.
- Setting goals and targets over multiple years to improve key performance indicators related to maintenance costs, downtime, reliability, training, and more.
- Developing strategies around reducing costs, increasing reliability and availability, improving training, and enhancing planning.
- Outlining action plans for training, data gathering, work order implementation, data analysis, preventive maintenance replanning, and implementing lean principles.
11 Yrs of Experience in People Management, Client Interface, Quality - RCA,FMEA, GAge and Gap, Transition, Process Management, Cost Optimization, Training and Development, Attrition Management, Performance Appraisal, MIS,
This document discusses key performance indicators (KPIs) for evaluating job performance. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common types of KPIs such as process, input, output, leading, and lagging KPIs. It also describes qualitative and quantitative KPIs and cautions against creating too many KPIs, recommending focusing on 3-5 key result areas. Resources on KPIs such as lists, forms, and ebooks are provided.
This document outlines a balanced scorecard strategy map for a manufacturing organization. The map has four perspectives - financial, customer, internal processes, and learning and growth. The financial perspective aims for a return on capital employed over 15% and revenue growth. The customer perspective focuses on enhancing customer value and brand. The internal perspective emphasizes operational excellence, innovation, alliances and social responsibility. The learning and growth perspective covers developing skills, information systems, and strategic alignment across functions.
This document discusses key performance indicators (KPIs) for product owners. It provides steps to create KPIs for a product owner position, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document also discusses mistakes to avoid when setting KPIs, such as creating too many KPIs or not tailoring them to change with goals. Finally, it lists different types of KPIs and provides resources for additional KPI materials.
SandFil International is looking for HR Consultants and Corporate Trainers to work as a team to provide total talent management solutions to end clients worldwide especially in Hong Kong, Singapore and UK. We have a business model that helps you to "lock" your client for long term and also create competitive advantage against your competitors. Do contact me for further discussion
This document discusses key performance indicators (KPIs) for call center team leaders. It provides examples of KPIs, steps for creating KPIs, common mistakes in KPI development, and how to design effective KPIs linked to strategy and empowering employees. The document also categorizes different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs. Additional resources on performance management and KPI samples are referenced.
Mahindra and Mahindra implemented business process reengineering and six sigma processes in the mid-1990s to address inefficiencies, production issues, and poor quality. Business process reengineering redesigns core operations to improve production and quality while reducing cycle time. Six sigma aims for near-zero defects. Both processes helped Mahindra and Mahindra achieve 99% defect-free production. Implementation challenges included changing culture and resistance to change. Benefits were reduced costs, defects, and cycle times while improving customer satisfaction.
The document discusses the balanced scorecard concept which is a management system that helps organizations translate their vision and strategy into action. It does this by measuring performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, organizations monitor objectives, measures, targets, and initiatives. The balanced scorecard provides a framework for organizations to evaluate performance holistically rather than just financially.
The document outlines a performance improvement roadmap with three key stages:
1) Listen and gather information from stakeholders to identify improvement opportunities.
2) Conduct in-depth reviews of processes to benchmark, identify gaps, and develop action plans.
3) Synthesize the information, finalize plans, and implement and monitor the changes.
The first stage involves surveys, interviews, and analysis to understand issues from multiple perspectives. The second stage entails detailed process examinations. The final stage is implementing the plans while continuously measuring progress.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
This document provides information about key performance indicators (KPIs) for a bank chief operating officer position. It includes examples of KPIs, performance appraisal factors, job skills, and key result areas. It also lists steps for creating KPIs for this role and common mistakes to avoid, such as having too many KPIs or ones that do not change to suit goals. Finally, it describes different types of KPIs including process, input, output, leading, lagging, outcome, qualitative, and quantitative.
This document discusses key performance indicators (KPIs) for event management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against common mistakes like creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
Six Sigma Yellow Belt Program | Learning MeaningfullyTeki Repalda
There has to be more to teaching Six Sigma, data analysis & stats without having to further confuse learners with formula, or overdependence on tooling. Within a BPO context, frontline leaders also need to learn context behind all the data they see. At MindGears, our aim is to basically enable an enriched appreciation for meaning in numbers & propel greater understanding of service.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining how to measure results. The document outlines common mistakes to avoid when creating KPIs, such as having too many or not linking them to strategy. It also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative. Overall, the document provides guidance on establishing an effective KPI system for performance evaluation.
This document discusses key performance indicators (KPIs), including definitions of common types of KPIs such as process, input, output, leading, and lagging KPIs. It also provides tips for designing KPIs, such as linking them to strategy and empowering employees. Additionally, the document outlines steps for creating KPIs for a specific position, including defining objectives, identifying key result areas, and determining methods to measure results.
The document discusses operational excellence and continuous improvement. It defines operational excellence as developing a culture of continuous improvement through applying principles and tools to sustainably improve key performance metrics. The vision is for operational excellence to become the way the organization does business. The mission is to enable value delivery through operational excellence principles and innovative process improvements. Strategic objectives include educating employees on concepts, supporting objectives, identifying opportunities, and developing measures to validate results.
This document discusses key performance indicators (KPIs) for product specialists. It provides examples of KPIs, steps for creating KPIs for product specialists, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting kpi123.com for additional KPI samples, templates, and resources for developing performance metrics and reviewing employee work.
This document discusses key performance indicators (KPIs) and key result areas (KRAs) for performance evaluation. It provides resources for KPIs and KRAs including lists, templates, and methods. It also discusses best practices for creating effective KPIs, such as linking them to strategy, focusing on 3-5 key areas, and designing them to empower employees. Finally, it outlines different types of KPIs including leading vs lagging indicators and qualitative vs quantitative measures.
The document summarizes the Balanced Scorecard framework and provides examples of how it can be used. It discusses how the Balanced Scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides an example scorecard for an electronics company and outlines the key principles of using the Balanced Scorecard to align organizational goals and strategy.
The document discusses the Balanced Scorecard model, which is a performance measurement system developed at Harvard Business School. It provides a holistic view of an organization's performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, leading and lagging performance indicators are identified that have a cause-and-effect relationship. The Balanced Scorecard model helps organizations communicate their strategy and track progress towards strategic goals. It is a tool that can be used to plan, measure, and control performance according to a predefined strategy.
The document provides details on strategic planning for an engineering sector at Crystal Asfour International, including:
- Conducting a SWOT analysis to identify strengths, weaknesses, opportunities, and threats.
- Setting goals and targets over multiple years to improve key performance indicators related to maintenance costs, downtime, reliability, training, and more.
- Developing strategies around reducing costs, increasing reliability and availability, improving training, and enhancing planning.
- Outlining action plans for training, data gathering, work order implementation, data analysis, preventive maintenance replanning, and implementing lean principles.
11 Yrs of Experience in People Management, Client Interface, Quality - RCA,FMEA, GAge and Gap, Transition, Process Management, Cost Optimization, Training and Development, Attrition Management, Performance Appraisal, MIS,
This document discusses key performance indicators (KPIs) for evaluating job performance. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common types of KPIs such as process, input, output, leading, and lagging KPIs. It also describes qualitative and quantitative KPIs and cautions against creating too many KPIs, recommending focusing on 3-5 key result areas. Resources on KPIs such as lists, forms, and ebooks are provided.
This document outlines a balanced scorecard strategy map for a manufacturing organization. The map has four perspectives - financial, customer, internal processes, and learning and growth. The financial perspective aims for a return on capital employed over 15% and revenue growth. The customer perspective focuses on enhancing customer value and brand. The internal perspective emphasizes operational excellence, innovation, alliances and social responsibility. The learning and growth perspective covers developing skills, information systems, and strategic alignment across functions.
This document discusses key performance indicators (KPIs) for product owners. It provides steps to create KPIs for a product owner position, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document also discusses mistakes to avoid when setting KPIs, such as creating too many KPIs or not tailoring them to change with goals. Finally, it lists different types of KPIs and provides resources for additional KPI materials.
SandFil International is looking for HR Consultants and Corporate Trainers to work as a team to provide total talent management solutions to end clients worldwide especially in Hong Kong, Singapore and UK. We have a business model that helps you to "lock" your client for long term and also create competitive advantage against your competitors. Do contact me for further discussion
This document discusses key performance indicators (KPIs) for call center team leaders. It provides examples of KPIs, steps for creating KPIs, common mistakes in KPI development, and how to design effective KPIs linked to strategy and empowering employees. The document also categorizes different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs. Additional resources on performance management and KPI samples are referenced.
Mahindra and Mahindra implemented business process reengineering and six sigma processes in the mid-1990s to address inefficiencies, production issues, and poor quality. Business process reengineering redesigns core operations to improve production and quality while reducing cycle time. Six sigma aims for near-zero defects. Both processes helped Mahindra and Mahindra achieve 99% defect-free production. Implementation challenges included changing culture and resistance to change. Benefits were reduced costs, defects, and cycle times while improving customer satisfaction.
The document discusses the balanced scorecard concept which is a management system that helps organizations translate their vision and strategy into action. It does this by measuring performance across four perspectives: financial, customer, internal business processes, and learning and growth. Within each perspective, organizations monitor objectives, measures, targets, and initiatives. The balanced scorecard provides a framework for organizations to evaluate performance holistically rather than just financially.
The document outlines a performance improvement roadmap with three key stages:
1) Listen and gather information from stakeholders to identify improvement opportunities.
2) Conduct in-depth reviews of processes to benchmark, identify gaps, and develop action plans.
3) Synthesize the information, finalize plans, and implement and monitor the changes.
The first stage involves surveys, interviews, and analysis to understand issues from multiple perspectives. The second stage entails detailed process examinations. The final stage is implementing the plans while continuously measuring progress.
This document discusses best practices for succession planning and talent management based on research findings. It emphasizes the importance of aligning succession planning with business strategy and having CEO involvement. Effective practices include broadcasting leadership competencies, using multi-faceted assessments including employee input, rigorously managing performance, implementing multiple leadership development methods, measuring leader results, and having senior leader accountability.
This document discusses the services provided by Talent Decisions srl, an expert in talent management. It outlines their positioning as providing a full range of talent management services including assessment, selection, development, and consulting services. It emphasizes using metrics and data-driven decision making to provide cost-effective solutions to clients. Key services mentioned include online assessments, simulations, 360-degree feedback, and competency modeling.
The document discusses business goal setting and conducting an audit of human resource development (HRD) strategies and systems. It provides guidelines for effective business goal setting, including making goals specific, measurable, attainable, realistic and time-based. An HRD audit assesses the current HRD activities and inputs to identify future needs based on the business's short and long-term plans. The audit examines HRD sub-systems, competencies, skills and any gaps to help the organization achieve its goals and build capabilities over time.
“Get Stuff Done Faster: Why Engineers Should Work with the ‘Dark Side’ of Tech”Gilt Tech Talks
This document discusses team building at the e-commerce company Gilt. It explains that teams at Gilt are formed based on "ingredients" rather than job titles. These ingredients include skills like product vision, design, coding, analysis, and team motivation. The document then profiles four Gilt employees, describing their primary and secondary ingredients. It emphasizes focusing one's efforts in their best areas. Effective teams are formed when individuals focus on utilizing their key ingredients.
Manager Planning Business Analytics March 2015 - Michael DraytonMichael Drayton, MBA
This job posting is for a Manager of Financial Planning and Business Analytics who will conduct complex analyses to improve financial and operational effectiveness. Key responsibilities include managing the budgeting process, conducting return on investment analyses for capital projects, and optimizing real estate holdings. The ideal candidate will have 5-7 years of experience in business finance or analytics, proficiency in Excel, and the ability to clearly communicate findings.
Turn around projects involve taking an underperforming business and making it viable again through introducing urgency, adding value, and delivering results. Management Advisory Consulting takes interim roles in businesses and works with investors, creditors, and boards to diagnose issues, develop business strategies and plans, raise cash, improve processes, and coach the business over 9-18 months until it is stabilized. The turn around process involves diagnostic analysis, project planning, gaining buy-in, raising and monitoring cash flow, improving business techniques, and ongoing monitoring of progress.
Break Out of the Training Box with the Six Boxes® Approachcarlbinder
The document discusses an approach called the Six Boxes® for improving organizational performance. It addresses challenges training professionals face in connecting training to business results and partnering with stakeholders. The Six Boxes® model identifies six factors that influence employee behavior and performance. It provides a framework to analyze performance, identify needed behaviors, and plan interventions to improve performance by managing the six influence factors. The approach can be used by professionals at all levels and functions to improve performance through clear communication and a performance-based culture.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
The document provides information on performance management in an agile environment. It discusses that performance management should focus on setting goals at the beginning of the year and reviewing progress, providing feedback throughout the year. It also notes that performance is a shared responsibility between management and individuals, and that the system and environment set by management impacts performance more than individual responsibility alone. Regular feedback and discussions help individuals improve and align their goals with team and organizational goals.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, organizations can achieve breakthrough results in short periods of time by focusing all employees and resources on the key strategic priorities.
The Balanced Scorecard is a strategic planning and management system that was introduced in 1992. By 2002, over 50% of Fortune 500 companies were using it and it showed implementations in over 50,000 organizations globally. The Balanced Scorecard allows organizations to translate their vision and strategy into objectives and measures across four important perspectives: financial, customer, internal business processes, and learning and growth. When implemented properly with alignment, communication, and feedback, it can help organizations achieve breakthrough results in short periods of time by focusing all resources on the strategic priorities.
The document discusses the balanced scorecard framework and its implementation. It provides examples of how organizations have successfully used the balanced scorecard to align strategies across divisions and functions. The key principles discussed are translating strategy into measurable objectives, communicating the strategy throughout the organization, and ensuring strategies are linked to goals and incentives at all levels.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
This document discusses the importance of aligning employee management practices with company strategy to maximize productivity and profitability. It emphasizes developing formal processes and professional standards, clearly communicating company goals to employees, ensuring job descriptions match strategic needs, and evaluating employee performance in relation to their strengths and company objectives. Well-aligned practices like these can increase workforce alignment and enhance business success.
Six Sigma DMADV DMAIC - Project CharterDavid Nichols
In this Slide Share we will examine the Project Charter. The Project Charter is the first step in the DMADV and DMAIC processes. The Project Charter will start the project or will kill it. Without this document properly executed, the project will be limited.
The document discusses business continuity planning and provides guidance on developing an effective plan. It defines business continuity planning as developing plans to handle issues that may cause business interruptions. It also defines business interruption and lists some common threats like power outages, natural disasters, and personnel or technology issues. The document then outlines a 12 step process for developing a quality business continuity plan, including performing a risk assessment, developing recovery strategies, creating response teams and plans, and maintaining an ongoing program through training and testing.
In this section we examine the Defects section of Six Sigma Quality. Defects has a huge cost within business. However, there are several steps that can be taken to reduce the costs.
In this presentation will examine Over Processing within Six Sigma. Over Processing, unnecessary steps will waste time causing slow down in production lines. This waste can result in loss of time and money.
In this slide presentation we will examine the 5S Methodology. This methodology provides a sound structure to proceed with any project, professional or personal. Please Like It and Share It with your community.
In this presentation we examine the Motion Waste in Six Sigma Quality Platform. When eliminating the Motion Waste, you gain efficiency, time, and money. This slide presentation also starts a conversation of 5S practices.
This document discusses Six Sigma and inventory management. It provides guidance on inventory goals, including properly identifying, slotting, accounting for, and ensuring inventory is sellable. It recommends reviewing inventory movement overall and by item, looking for gaps in sales before items become obsolete, and arranging inventory to improve efficiency. The document also covers overages, shortages and damages on receiving; timely returns processing; and using specific time frames or cycle counts for physical inventories.
The document outlines several benefits of implementing a Six Sigma methodology in a business. It discusses how Six Sigma can help improve customer loyalty by better understanding customers' needs, help employees manage their time more effectively to increase productivity, and use precise planning tools like DMAIC to reduce cycle times. It also notes that Six Sigma can help with employee development and motivation by sharing problem-solving tools and techniques, and play an integral role in strategic planning by helping focus on areas for improvement.
This Slide Share presentation will cover the elements within the S.M.A.R.T., an organizing business principle. It also includes a case study utilizing this principle.
This slide presentation reviews the Six Sigma DMAIC Fundamentals. It provides a real Case Study on how the process was utilized to develop substantial financial improvements.
This document discusses various quality and process improvement concepts in manufacturing. It covers transportation options, the importance of having the right inventory available, using straight line motion to reduce issues in production and distribution, minimizing waiting times, avoiding overprocessing and overproduction, reducing defects, and matching employee skills to roles. It also introduces the DMAIC process of define, measure, analyze, design, and verify that is used to develop improved processes.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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2. Organization Chart (org chart)
What is an Org Chart?
It is a diagram that displays a reporting or relationship hierarchy.
3. Organization Chart (org chart)
What is an Org Chart?
It is a diagram that displays a reporting or relationship hierarchy.
What program or technique can be used to build an Org Chart?
4. Organization Chart (org chart)
What is an Org Chart?
It is a diagram that displays a reporting or relationship hierarchy.
What program or technique can be used to build an Org Chart?
5. Organization Chart (org chart)
What is an Org Chart?
It is a diagram that displays a reporting or relationship hierarchy.
What program or technique can be used to build an Org Chart?
6. Organization Chart (org chart)
What is an Org Chart?
It is a diagram that displays a reporting or relationship hierarchy.
What program or technique can be used to build an Org Chart?
7. Your Organization Chart probably will not be the same. If you are unsure,
Google it. There are thousands of references.
Organization Charts are not limited to the entire organization,
department organization charts are valid.
8. Chapter 14: Your Organization Strategy
• Define Duties & Responsibilities
• Write the Position Contract
The Organization Chart should be the foundation of
your business. It will define the Duties & Responsibilities
by Position, and the reporting structure of the business.
Michael Gerber, the author discusses a company started by two brothers
making and selling widgets. In a dream, the two brothers imagine work going
undone while other work is duplicated in their company. The two worst sins of a
company.
The two brothers decide to take a different path, an organized path.
9. Title
Primary Duties & Responsibilities
S.E.A.R.C.H.
Skills
Experience
Attitude
Results
Cognitive Skills
Habits
KPI’s (Key Performance Indicators)
Position Title.
Primary Duties and Responsibilities.
The final column defines the KPI’s.
These are the KPI’s that this role will be
responsible to manage.
---- Each Positional should cover these nine items ----
Using the S.E.A.R.C.H.
model, define what is
needed in the position.
10. CEO/President
Quality Control
Manager COO/Chief Operating
Officer
CFO/Chief Financial
Officer
CHRO/Chief Human
Resources Officer
CTO/Chief Technology
Officer
CRO/Chief Revenue
Officer
The Quality Control or Quality Assurance
teams should report to the top level, i.e:
CEO/President.
11. CEO/President
Primary Duties and Responsibilities Review Daily Activities with KPIs
Meet with C-Level on a Weekly basis to discuss current activities.
Planning for the 1 - 3 year scope.
Skills Leadership Sills.
Business Acumen
Financial Acumen
Strategic Thinking.
Communication skills.
Motivational skills.
Strong negotiation skills.
Exceptional organizational skills.
Creative, a Visionary, and Manage Innovation well.
Experience no less than 15 years experience iLeadern leading Marine Industry teams
Attitude Leader
Results Exploring New Opportunities
Forward Thinking Projects
Reviewing Current Activities
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's Job Pass Rate
Nbr of Comebacks
Financial based
Customer Churn
12. Quality Assurance Manager
Primary Duties and Responsibilities Verify jobs have been performed as prescribed.
If Sea Trial is necessary, the QA Manager would perform the Sea Trial.
Skills Working knowledge of company products.
Ability to problem solve and provide recommendations on root cause.
Experience no less than 5 years experience as Engine Technician and Rigger.
Captain License.
Attitude Investigative/Confirmation
Results Determine if each & every job has been completed to the upmost standards of "seaworthy"
Cognitive Skills Attention to Detail
Sustain Attention
Visual Processing
Information Processing
Problem Solving
Habits
KPI's Nbr of Jobs Reviewed
Nbr of Jobs Passed
Job Pass Rate
Nbr of Comebacks
13. COO-Chief Operations Officer
Primary Duties and Responsibilities Oversee the operations of the organization to meet business goals and projections.
Design & implement business strategies, plans & procedures.
Set comprehensive goals for performance & growth.
Establish policies that promote company culture and vision.
Review KPI's on a weekly basis.
Skills Leadership Sills.
Business Acumen.
Strategic Thinking.
Communication skills.
Motivational skills.
Strong negotiation skills.
Exceptional organizational skills.
Creative, a Visionary, and Manage Innovation well.
Experience no less than 7 years experience in leading Marine Industry teams specializing in the products carried by the
company.
Attitude Leader
Results Results Oriented
Forward Thinking Projects
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's Comebacks?
POTC Average Ticket
Nbr of Deals Closed
14. CFO-Chief Financial Officer
Primary Duties and Responsibilities Managing Company Financial Activities
Tracking Cash Flow
Financial Planning
Analyzing the Company's Financial Strengths & Weakness and proposing corrective actions.
Skills Communication Skills
Leadership Skills
Strategic Vision & Execution
Cash Management, Financial Accounting, & Corporate Finance
Experience no less than 7 years experience in leading Financial Teams.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's Operating Cash Flow (OCF)
Current Ratio
Quick/Acid Ratio
Net Profit Margin
Burn Rate
A/R Ageing
A/R Turnover
A/P Ageing
A/P Turnover
Inventory Turnover
Working Capital
W/C Turnover
15. CHRO-Chief Human Resources Officer
Primary Duties and Responsibilities Craft talent acquisition strategies to build strong pipelines for future hiring needs
Promote inclusion in the workplace and reinforce our position as an equal opportunity employer
Ensure our hiring, onboarding and management procedures are effective for diverse groups
Lead employer branding efforts (like recruitment marketing)
Develop HR policies and procedures
Analyze the effectiveness of our HR procedures and tools
Ensure HR plans align with our mission and business objectives
Skills Financial planning and forecasting.
Compliance and legal knowledge.
Talent acquisition and market knowledge.
Management training.
Learning and development.
Compensation and procurement costs.
Benefits administration.
Experience no less than 5 years experience in the Human Resources and Payroll functions.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's
16. CTO-Chief Technology Officer
Primary Duties and Responsibilities Outlinig the company technology vision, implementing technology strategies, and ensuring that the
technology resources are aligned with the company's needs.
Skills Constant Education
Communication & Listening
Effective Hiring
People Skills
Strategic Thinking
Time Management
Ability to Execute Mission & Vision
Experience no less than 7 years experience in leading Technology teams.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's
17. CRO-Chief Revenue Officer
Primary Duties and Responsibilities Creating and implementing innovative business development and marketing strategies that will build the
brand—leading to increased awareness, relevance and respect with their target markets—and drive
revenue growth.
Skills Vision and Strategic Planning
Technical Competency
Data Analysis Interpertation
Customer & User Experienace
Innovated Thinking
Content Management
Experience no less than 7 years experience in leading Marketing teams.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's
18.
19. COO-Chief Operations Officer
Primary Duties and Responsibilities Oversee the operations of the organization to meet business goals and projections.
Design & implement business strategies, plans & procedures.
Set comprehensive goals for performance & growth.
Establish policies that promote company culture and vision.
Review KPI's on a weekly basis.
Skills Leadership Sills.
Business Acumen.
Strategic Thinking.
Communication skills.
Motivational skills.
Strong negotiation skills.
Exceptional organizational skills.
Creative, a Visionary, and Manage Innovation well.
Experience no less than 7 years experience in leading Marine Industry teams specializing in the products carried by the
company.
Attitude Leader
Results Results Oriented
Forward Thinking Projects
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's Comebacks?
POTC Average Ticket
Nbr of Deals Closed
20. Operations Manager
Primary Duties and Responsibilities Oversee Production
Ensure Security of Property
Oversee the Warehouse
Develop and Maintain Budget
Analyze KPIs on a Daily Basis
Skills Strong communication skills.
Good motivational skills.
Strong negotiation skills.
Exceptional organizational skills.
Awareness of internal and external customer needs
Experience no less than 5 years experience in Marine Industry specializing in the products carried by the company
Attitude Leader
Results Results Oriented
Answer SM/Technology questions within the 2nd Service Level
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's Accidents Recorded?
Hours Worked vs Billed?
Nbr of Jobs Collected
Comebacks?
21. Warehouse Manager
Primary Duties and Responsibilities Strategically manage the warehouse.
Oversee maintenance operations.
Setup layout and ensure efficient space utilization.
Initiate, coordinate and enforce optimal operational policies and procedures.
Skills 5's (Sort, Set in order, Shine, Standardize, Sustain)
A keen understanding of the importance of warehouse layout
A head for safety and first aid
A head for analyzation that supports good customer service
Experience no less than 3 years experience in leading Warehouse Teams
Attitude Leader
Results Warehouse is Layed Out Efficiently
Accident Free
Answer SM/Technology questions within the 2nd Service Level
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Logic & Reasoning
Visual Processing
Habits
KPI's Warehouse Organized?
All goods slotted correctly?
Any accidents recorded?
22. Production (Service) Manager
Primary Duties and Responsibilities Schedule and follow up with clients.
Utilize the various lines of communication with clients.
Ability to up sell products which may be considered as an option.
Skills Short-Term Project Management
Self-Motivated
Communication with Internal and External Customers
Salesmenship - Ability to up sell
Experience no less than 2 years experience as a Service Advisor.
no less than 2 years experience in Leading Service Technician Teams.
Attitude Leader
Results Boats In and Out as Planned
Upsell Customers on items that should be replaced
Answer SM/Technology questions within the 2nd Service Level
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Visual Processing
Habits
KPI's Daily In / Out / Remaining?
Come Backs?
23. Production Team (Technicians)
Primary Duties and Responsibilities Maintenace / Repair / Enchance as directed by the Repair Order.
Send notes to the Production Manager on exceptions found.
Recommendations to the Service Manager that needs to be repaired now and in the near future.
Skills Technician (Certified Master Tech)
Working knowledge of different accessories -how to install
Experience Master Tech who are eligible to finish school to become Certified
no less than 2 years experience as a general Technician.
Attitude
Results Jobs performed at a high level of success
Limited Comebacks
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Logic & Reasoning
Auditory Processing
Visual Processing
Habits
KPI's Hours Worked vs Billed
Jobs Completed
24. Supply Chain Manager
Primary Duties and Responsibilities Managing the overall flow of goods strategy to maximize the process efficiency & productivity.
Crucial role in developing & maintaining good relationships with suppliers and customers.
Adjust MIN/MAX levels throughout the year based on heavy & light seasons.
Skills Communication Skills.
Strong negotiation skills.
Business Acumen.
Problem Solver.
Cost Accounting Skills.
Project Management.
Proactive approach to Risk Management.
Experience no less than 3 years experience in Supply Chain Management.
no less than 2 years experience if you have the CSCM certification from APICS.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Logic & Reasoning
Long-term Memory
Visual Processing
Habits
KPI's PO Cycle Time
Vendor Availability
Days in Inventory
Nbr of Loss Sales & Dollars
Nbr of Stock Outs
Receiving Cycle Time
25. Purchasing Manager
Primary Duties and Responsibilities Manage the Purchasing Process throughout the day.
Review and Process Special Purchasing for Government Contracts.
Communicate with Marketing & Sales Teams to effect working strategies.
Analyze existing Purchasing Processes for performance.
Skills Negotiation Skills
Organization Skills
Good relationship with suppliers, logistic companies, and 3PL's.
Knowledge of company srtategies
Ethics (don’t accept supplier kickbacks)
Experience no less than 3 years experience in Supply Chain Management.
no less than 2 years experience if you have the CPP from American Purchasing Society.
Attitude
Results
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's Supplier Defect Rate
PO Cycle Time
Vendor Availability
26. Inventory Manager
Primary Duties and Responsibilities Manages Inventory Tracking System to record inbound products.
Slot merchandise in the proper place timely after merchandise is received.
Manages Inventory Levels with Daily Cycle Counts.
Skills Strong attention to detail.
Data Analysis.
Team Oriented.
Mathematical Oriented.
Strong Organizational Skills.
Experience no less than 3 years experience in Inventory.
no less than 2 years experience if you have the CPIM from APICS.
Attitude
Results
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Visual Processing
Habits
KPI's Days in Inventory
Nbr of Loss Sales & Dollars
27. Shipping & Receiving Manager
Primary Duties and Responsibilities Liason with transport companies, suppliers and clients
Receive Incoming Shipments
Process Special Orders to the appropriate personnel for processing.
Ensure safe warehouse operations and supply storage.
Skills Working ability to work with a pallet jack and forklift.
Knowledge of online shipping portals.
Able to work independently or by a schedule.
Strong sense of time organization and urgency.
Experience no less than 2 years experience in Shipping and Receiving.
Must have a valid drivers license in the State performing work.
If you do not have a Forklift Certification, you must complete the certification within the first 6 months of
employment.
Attitude Leader
Results
Cognitive Skills
Habits
KPI's Avg Days Turnaround
Nbr of Stock outs
Receiving Cycle Time
Orders Picked per Hour
28.
29. CFO-Chief Financial Officer
Primary Duties and Responsibilities Managing Company Financial Activities
Tracking Cash Flow
Financial Planning
Analyzing the Company's Financial Strengths & Weakness and proposing corrective actions.
Skills Communication Skills
Leadership Skills
Strategic Vision & Execution
Cash Management, Financial Accounting, & Corporate Finance
Experience no less than 7 years experience in leading Financial Teams.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's Operating Cash Flow (OCF)
Current Ratio
Quick/Acid Ratio
Net Profit Margin
Burn Rate
A/R Ageing
A/R Turnover
A/P Ageing
A/P Turnover
Inventory Turnover
Working Capital
30. Banking Administrator
Primary Duties and Responsibilities Clearing the Daily Deposits
Domestic & International Wires
Ensuring proper Bank Balances
Skills Understand Banking Rules
Knowledge of Bank Online Platforms
Experience no less than 3 years in Reconciling Daily Deposits
Attitude
Results
Cognitive Skills
Habits
KPI's Operating Cash Flow (OCF)
Time Daily Bank Reconcilied
31. Controller
Primary Duties and Responsibilities Planning, directing and coordinating all accounting functions.
Coordinating and Preparing Internal and External Financial Statements.
Skills Strong Math Skills
Financial Background
Budgeting Skills
Leadership Background
Experience no less than 2 years experience in leading Financial Teams.
Attitude Leader
Results
Cognitive Skills
Habits
KPI's Budget Performance
A/R Ageing
A/P Ageing
32. Accountant
Primary Duties and Responsibilities Reconcile General Ledger Accounts on a Monthly Basis.
Ensure entries made into the General Ledger are correct.
Skills Strong Math Skills
Reconciling Abilities
Experience no less than 2 years experience in General Ledger review.
Attitude
Results
Cognitive Skills
Habits
KPI's Budget Performance
Net Profit Margin
Burn Rate
33. Accounts Receivable
Primary Duties and Responsibilities Ensure prompt payment of charges.
Monitor and regulate Available Credit for our customers and potential clients.
Skills Collection Skills from Small Business
Experience no less than 1 year experience in Accounts Receivable Collection
Attitude
Results
Cognitive Skills
Habits
KPI's A/R Ageing
A/R Turnover
Dollars Billed
Dollars Collected
34. Accounts Payable
Primary Duties and Responsibilities Ensure correct coding and entry of Accounts Payable invoices.
Skills Evaluating Invoice Skills
Experience no less than 1 year experience in Accounts Payable-Marine Industry
Attitude
Results
Cognitive Skills
Habits
KPI's A/P Ageing
A/P Turnover
Dollars Entered
Dollars Paid
35.
36. CHRO-Chief Human Resources Officer
Primary Duties and Responsibilities Craft talent acquisition strategies to build strong pipelines for future hiring needs
Promote inclusion in the workplace and reinforce our position as an equal opportunity employer
Ensure our hiring, onboarding and management procedures are effective for diverse groups
Lead employer branding efforts (like recruitment marketing)
Develop HR policies and procedures
Analyze the effectiveness of our HR procedures and tools
Ensure HR plans align with our mission and business objectives
Skills Financial planning and forecasting.
Compliance and legal knowledge.
Talent acquisition and market knowledge.
Management training.
Learning and development.
Compensation and procurement costs.
Benefits administration.
Experience no less than 5 years experience in the Human Resources and Payroll functions.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's
37. Human Resources & Office Manager
Primary Duties and Responsibilities Enchances the organization employee relations with Human Resources policies, programs and practices.
Maintains the work structure by updating Job Requirements and Descriptions for all positions.
Skills
Experience no less than 3 years experience in Human Resources.
No less than 3 years experience as an Office Manager.
Attitude Leader
Results
Cognitive Skills
Habits
KPI's
38. Director of 1st Impressions
Primary Duties and Responsibilities The initial touch to our customers and potential clients on the phone, text, email, etc…
Routing Inbound Calls, Text, & Email to the proper person.
Skills Good Phone Voice.
Proper English and Spanish.
Write Proper English and Spanish Text, Emails, and Letters.
Experience no less than 1 year experience as a Director of 1st Impressions.
English and Spanish
Attitude Good Attitude
Great Phone Voice
Results
Cognitive Skills
Habits
KPI's
39. General Administrator
Primary Duties and Responsibilities Maintain the Training Manual on a Daily Basis.
Backup for the Director of 1st Impressions.
Fill in for the Director of 1st Impressions when not available.
Duties as assigned by the CHRO and Human Resources/Office Manager.
Skills Good Phone Voice.
Proper English and Spanish.
Organizational Skills
Experience no less than 1 year experience as a General Administrator.
English and Spanish.
Attitude Good Attitude
Great Phone Voice
Results
Cognitive Skills
Habits
KPI's
40. Policy & Producedures Administrator
Primary Duties and Responsibilities Ensures legal compliance by monitoring and implementing applicable human resources federal and state
requirements, conducting investigations, and maintaining records. Enforces management guidelines by
preparing, updating, and recommending human resources policies and procedures.
Skills Able to document processes
Proper English and Spanish
Experience no less than 1 year experience as a General Administrator.
Attitude
Results
Cognitive Skills
Habits
KPI's
41. Payroll Manager
Primary Duties and Responsibilities Maintains payroll information by designing systems; directing the collection, calculation, and entering of
data.
Updates payroll records by reviewing and approving changes in exemptions, insurance coverage, savings
deductions, and job titles, and department/ division transfers.
Skills
Experience no less than 3 years experience in Leading Teams in Payroll.
Attitude Leader
Results
Cognitive Skills
Habits
KPI's Payroll Headcount
42. Payroll Clerk
Primary Duties and Responsibilities °Collect, compile, and enter payroll data using the software.
°Review and verify source documents.
°Calculate and post payroll deductions.
°Process payroll by defined deadlines.
°Issue statements of earnings and deductions.
°Reconcile employee deductions.
°Investigate and correct payroll discrepancies and errors.
°Update payroll records by recording changes including insurance coverage, loan payments, salary
increases.
Skills
Experience no less than 1 year experience as a Payroll Clerk.
Attitude
Results
Cognitive Skills
Habits
KPI's
43.
44. CTO-Chief Technology Officer
Primary Duties and Responsibilities Outlinig the company technology vision, implementing technology strategies, and ensuring that the
technology resources are aligned with the company's needs.
Skills Constant Education
Communication & Listening
Effective Hiring
People Skills
Strategic Thinking
Time Management
Ability to Execute Mission & Vision
Experience no less than 7 years experience in leading Technology teams.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's
45. Computer & Hardware Infrastructure
Primary Duties and Responsibilities Ensure the Computer Hardware is working properly at all times.
Maintain the company infrstructure to the highest benefit for the company.
Skills Computer Literate
Knowledge of Computer Hardware & Infrastructures
Internet systems - Modems, Routers, VOIP, etc...
Inspecting physical equipment & cloud based systems
Organized - Document & record information as it happens
Experience no less than 3 years experience in company software programs used. Must pass with 85% or more on
software pre-employment tests. You can forgo the test if a current Certification is presented.
Attitude
Results
Cognitive Skills Attention to Dela
Information Processing
Problem Solving
Visual Processing
Habits
KPI's
46. Software Programs
Primary Duties and Responsibilities Train staff on a Level 1 Basis on the software used.
Ensure the software is working at all times for the staff.
Skills Computer Literate
Problem Solving & Logical Thinking
Written & Verbal Communication
Analyze Issues & Provide Solutions
Experience no less than 2 years experience in Internal Hardware and Software Support.
Attitude
Results
Cognitive Skills Attention to Dela
Information Processing
Problem Solving
Visual Processing
Habits
KPI's
47. Internal Hardware & Software Support
Primary Duties and Responsibilities On a Level 1, answer questions on Hardware & Software for company employees.
Train new employees with basic policies and procedures.
Skills Computer Literate
Problem Solving & Logical Thinking
Written & Verbal Communication
Analyze Issues & Provide Solutions
Experience no less than 2 years experience in Internal Hardware and Software Support.
Attitude
Results
Cognitive Skills Attention to Dela
Information Processing
Problem Solving
Visual Processing
Habits
KPI's
48.
49. CRO-Chief Revenue Officer
Primary Duties and Responsibilities Creating and implementing innovative business development and marketing strategies that will build the
brand—leading to increased awareness, relevance and respect with their target markets—and drive
revenue growth.
Skills Vision and Strategic Planning
Technical Competency
Data Analysis Interpertation
Customer & User Experienace
Innovated Thinking
Content Management
Experience no less than 7 years experience in leading Marketing teams.
Attitude Leader
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's
50. Marketing Strategist
Primary Duties and Responsibilities Managing budgets
Measuring KPIs
Calculating the return on investment for all marketing efforts.
Identifying target audiences
Initiating market research
Skills Raising Brand Awarness
Written & Verbal Communication Skills
Technology Competency
Stay on top of market trends
Experience no less than 3 years experience as a Market Strategist; 2 years experience accepted if within similar Marine
Business as a Market Strategist.
Attitude
Results
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Habits
KPI's
51. Digital (Photo & Video)
Content Production
Primary Duties and Responsibilities Shoot and Produce Photo and Video Content for all Marketing purposes
Attend all Events with the Event Marketing Team to take photos and videos.
Skills Photography and Videography
Proficiency in the Adobe Creative Suite preferred (Photoshop, Illustrator, InDesign, Premiere).
Experience no less than 2 years experience as Digital Content Production.
Attitude Graphical Inspired
Excellent Communication Skills - Spoken & Written
Has the ability to speak one on one and in front of groups
Takes initiative
Highly accountable for accomplishing the outcomes of their roll
Collaborative
Results Database of assets, edited photographs and videos
Production calendar (for photo and video shoots).
Cognitive Skills Attention to Detail
Visionary
Auditory Processing
Visual Processing
Graphical Processing
Creative
Habits Consistent
Organized
Accountability
KPI's Content Volume
Content Effectiveness
52. Social Media
Primary Duties and Responsibilities Posting content on a regular basis on various Social Media platforms.
Engaging with customers and potential clients on SM plarforms.
Stay within the Marketing Strategy.
Attend all Events with the Event Marketing Team to meet people and coordinate the photos and videos.
Skills Strong Communication Skills (especially written)
Content Creation
Organized and Efficient
Customer Service
Ability to work in Teams
Experience no less than 2 years experience in business Social Media posting creation and collaboration.
Degree in Marketing, Communications, or related field. Previous experience with Social Media
Management or similar role. Experience with Instagram, Facebook, LinkedIn, YouTube, and other social
media platforms (including paid promotions). Experience with social media management platforms
(scheduling, pulling analytics).
Attitude Friendly
Excellent Communicator - Written and Spoken
Optimistic
Willing to Learn
Exploring Opportunities and Trends
Results Bi-weekly social media content calendars for all platforms
Reports demonstrating engagement and growth
Cognitive Skills °Attention to Detail
°Information Processing
°Visionary
°Auditory Processing
°Visual Processing
°Graphical Processing
°Strategic Planner
°Creative
°Innovative Thinker
Habits °Sense of urgency
°Proactive
°Tracking outcomes
53. Website Development / SEO
Primary Duties and Responsibilities Monitor keyword searches for website.
Review and change as necessary
Website language to match SEO.
Skills Excellent analytical
Organizational
Communication & Research skills.
Ability to work well in teams to align SEO with overall marketing strategy.
Experience no less than 2 years experience in business SEO & Web Development.
Degree in Marketing, Information Technology, or related field. Experience with developing SEO strategy and
writing compelling and high-quality website content (blogs and page descriptions).
Familiar with SEO industry programs (Google Analytics) and content management programs (Wordpress,
ARI).
Working knowledge of HTML, CSS & JavaScript.
Attitude Attentive
Accountable for accomplishing the outcomes of their roll
Collaborative
Results Nbr of Organic Hits
1 Blog per Month on related matters of the Dealership, Local or Nationwide Marine activities
Review of the Website for Regulatory Compliance
Review of the Website for SEO Compliance
Keyword report
Set measurable goals that demonstrate improvement in marketing efforts
Cognitive Skills Attention to Detail
Information Processing
Visionary
Problem Solving
Logic & Reasoning
Long-term Memory
Auditory Processing
Visual Processing
Graphical Processing
Analytical
Planning & Tracking
Creative
54. Google My Business & Ads /
SEM & TDA
Primary Duties and Responsibilities Ensure Google My Business is up-to-date at all times.
Post photos and videos on Google My Business page.
Encourage clients to post their photos on our Google My Business.
Create Ad Campaign (SEM) and monitor the results.
Review the TDA program
Skills Excellent analytical
Organizational
Communication and research skills.
Experience no less than 2 years experience in Google My Business, Ads, SEM and TDA.
Attitude Excellent communicator - Written and Spoken
Attentive
Accountable for accomplishing the outcomes of their roll
Collaborative.
Results Posting once a week on Google
Review Google Ads/SEM weekly to formulate patterns and make ad correction as needed
Review TDA monthly - analyze data and make course correction as needed
Website analytics
PCC initiatives & campaigns °Ongoing paid keyword discovery, expansion and optimization. °Optimize copy
& landing pages for paid search engine marketing campaigns
Cognitive Skills °Analytical
°Planning & tracking
°Creative
Habits °Ongoing research on keywords and competitors
KPI's Nbr of Google Views
Success rate of SEM
Success rate of TDA
ROI for Ad Spend
Cost per Acquisition
55. Event Coordinator /
Community Outreach
Primary Duties and Responsibilities Schedule Events and record in the Event Planner Calendar.
Coordinate our participation in the Events.
Skills
Experience no less than 2 years experience as an Event Coordinator and Community Outreach.
Attitude Friendly
Excellent communicator - Written and Spoken
Results Events are properly coordinated with the Event and EOMS Staff
Event has been planned with staff, materials, apparel, etc...
Events are properly staffed
Post Event activities - Event evaul, Proper Documentation obtained for CoOp
Cognitive Skills
Habits
KPI's Nbr of Events - Prior Month, This Month & Next Month
56. Revenue Generator Manager
Primary Duties and Responsibilities Maximize the Business Opportunity for Revenue and Profits.
Explore, Plan, and Oversee Development of Lead Generation.
Skills Relationship Management
Customer Service
Leadership Skills
Attention to Detail
Analytical Skills
Experience no less than 3 years experience in Leading Teams in Revenue Generation or Business Development.
Attitude Leader
Results
Cognitive Skills
Habits
KPI's Nbr of New Customers
Sales Dollars for New Customers
Average Ticket for New Customers
Nbr of Returning Customers based on prior year New Customer
Sales Dollars of Returning Customers based on prior year New Customer
Average Ticket of Returning Customers based on prior year New Customer
57. Lead Generation
Primary Duties and Responsibilities Collaboratively work with the sales, marketing team and EI leadership to develop lead generation strategies
to generate lead opportunities with prospective customers.
Skills Experience in Media Planning.
Familiar with web based lead generation activities.
Strong Communication Skills.
Computer Literate - MS Office Products.
Experience no less than 3 years experience in Lead Generation. If Marine Industry related, no less than 2 years
experience.
Attitude
Results
Cognitive Skills
Habits
KPI's Nbr of New Customers by Source
58. Business Development
Primary Duties and Responsibilities Developing growth strategies & plans.
Managing and retaining relationships with existing clients.
Increasing client base.
Having an in-depth knowledge of business products & value proposition.
Writing business proposals.
Skills Good Communication Skills.
Good Interpersonal Skills.
Good Business Knowledge.
Negotiation Skills.
Tact & Diplomacy.
Creativity.
Experience no less than 3 years experience in Business Development. If Marine Industry related, no less than 2 years
experience.
Attitude
Results
Cognitive Skills
Habits
KPI's Nbr of New Customers by Source
59. Sales Manager
Primary Duties and Responsibilities Supervising & motivating salespeople
Promoting & encouraging strategies to sell engines.
Organizing schedules
Training the team
Setting Goals
Measuring Actual to Goals with KPI's
Skills Relationship Management
Customer Service
Train subordinates on Communication to Close Deals.
Ability to upsell added features product related.
Ability to maximize Gross Profit margin.
Experience no less than 5 years experience in Sales as a Leader.
no less than 2 years experience in Sales Management.
Attitude Leader
Results Sales Strategies coordinated with Marketing to increase sales
New customers are welcomed and return
Gross Profit Dollars and Margins Budgeted are met and exceeded, if possible.
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Visual Processing
Habits
KPI's Discounts vs Gross Profit
Average Ticket
Nbr of Deals Closed
Sales & Gross Profit -Deals
60. Parts Sales Team
Primary Duties and Responsibilities Take order from walkin, over the phone, and electronic (Website & ebay).
Assist customers with problems arise with their engines.
Skills Customer Service
Relationship Management
Lookup Parts with PartsPro
Yamaha Marine Business Systems
Troubleshoot issues
Experience no less than 3 years experience in company branded Parts
Attitude
Results Customers are served timely and fairly
eQuestions from Website, Google, Social Media, Kenect, etc are processed timely
Gross Profit Margins are met
Discretionary discounts are limited
Special Orders and Layaways are reviewed and processed timely
Cognitive Skills
Habits
KPI's Daily Sales, Discounts & Gross Profit
Average Ticket
61. MU Sales Team
Primary Duties and Responsibilities
Skills Customer Service
Relationship Management
Troubleshoot Issues
Experience no less than 3 years experience in company branded Parts or no less than 2 years experience in Vehicle
Sales.
Attitude
Results °Customers are served timely and fairly
°eQuestions from Website, Google, Social Media, Kenect, etc are processed timely
°Gross Profit Dollars and Margins are met
Cognitive Skills
Habits
KPI's Nbr of People in the different points in the Sales Funnel
Nbr of Deals Closed
Daily Sales, Discounts & Gross Profit
62. Sales Administrator
Primary Duties and Responsibilities Assist the Sales Team with paperwork processing to finalize deals; inbound wires (domestic & international).
Skills
Experience no less than 1 years experience as an Administrator.
Attitude
Results
Cognitive Skills
Habits
KPI's
63. F & I Manager
Primary Duties and Responsibilities Offering engine financing & insurance to customers.
Providing customers with a thorough explanation of aftermarket products & extended warranties.
Providing a complete explanation of manufacturer & dealership service policies and procedures.
Seeking new lending institutions & maintaining good working relationships to secure competitive interest
rates & financing programs.
Skills Communication Skills with Clients.
High Energy Salesmanship with products.
Experience no less than 2 years experience in Finance & Insurance Sales in the Marine (or Vehicle) Industry
Attitude
Results Customers are provided options to finance engines
Finance is providing back-end options
Cognitive Skills Attention to Detail
Information Processing
Problem Solving
Logic & Reasoning
Visual Processing
Habits
KPI's Deals Financed - Daily & Monthly, and vs Budget
3rd Party Sales Dollars - Daily & Monthly, and vs Budget