Organizational Pyramid
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The executive team determines the company's direction for the fiscal year based on market trends and targets anticipated sales, operating profit margins, and budget numbers. Monthly budgets are set for each department along with key performance indicators and goals to track actual performance against expectations. Daily goals are also established based on the units needed to achieve overall objectives, and key performance indicators are used to monitor daily results and ensure interdepartmental processes are running efficiently.
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The document defines key performance indicators (KPIs) as quantifiable measures used by companies to assess progress towards strategic goals. KPIs vary between industries but are directly linked to overall business objectives and help track key success factors. The document outlines how to design, identify, evaluate and select appropriate KPIs, and provides examples of common KPI types used in shipping/logistics and infrastructure industries.
Key Performance Indicators
The document defines key performance indicators (KPIs) as quantifiable measures used by companies to assess progress towards strategic goals. KPIs vary between industries but are directly linked to overall business objectives and help track key success factors. The document outlines how to design, identify, evaluate and select appropriate KPIs, and notes advantages like improved decision making and visibility while disadvantages can include being short-term focused or not connecting to external benchmarks. Common types of KPIs include process, input, output, leading, lagging, qualitative and quantitative measures.
Budget2012
This document outlines the budget process for a company in 2012. It discusses the reasons for having a budget, including estimating financial needs, comparing plans to actuals, and improving management decisions. It then defines different types of cost, profit, and investment centers. The rest of the document details the budget planning process, including setting targets, planning, execution, control, and motivation. It provides timelines and responsibilities for developing budgets for items like sales, costs, capital expenditures, profit and loss statements, cash flows, and balance sheets. The overall deadline to complete the full budget pack is October 17, 2011.
Balanced scorecard
Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
Balances financial and non-financial measures
Balances short and long-term measures
Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
Leads to strategic focus and organizational alignment.
Balanced Scorecard
The document discusses using a balanced scorecard and strategy maps to drive corporate performance. It explains that a balanced scorecard measures performance across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps translate a company's strategy into objectives and measures across these four perspectives. The document provides examples of strategy maps for corporate functions like HR, IT, finance and marketing to cascade goals and measures down from the corporate level. It also discusses identifying key performance indicators to measure progress towards strategic objectives.
Balanced Scorecard
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
Financial Management Best Practices
Do you have the right tools to measure your financial performance? Do you know what elements are necessary to guide your business? Based on last year's rave reviews, Autotask's own Chief Financial Officer, Vince Zumbo, will return to lay out the fundamentals of planning and monitoring your financials for success. Vince will be aided by Autotask Product Manager Joe Rourke who will demonstrate how you can apply what you've learned by leveraging Autotask to support your business' optimal financial health. This session is full of tips, templates and insights that are used by financial professionals today and can be used by organizations of all sizes.
[Presenters: Vince Zumbo & Patrick Burns, Autotask]
Business Management System: Structures, Processes and DECISIONS by design
Decision processes mostly evolve as continuous reorganizations happen. Over time, decision structures and process happen by default, and often those are not well understood by the organization. This slows down decision, prevents processes to support good decisions and in general result in inefficient execution and operations.
Break Even
The document discusses the importance of contractors understanding their break-even point and how to calculate it. It provides examples of annual and monthly budgets, showing how to determine break-even revenue, sales, and hours. It also discusses how changing variables like overhead costs, gross profit margins, or adding new expenses can impact break-even levels. The document recommends contractors regularly monitor their break-even and take action if they are not hitting monthly targets.
Epicor-Most Commonly Used KPIs for Business Measurement-WP-ENS-1202
This document discusses key performance indicators (KPIs) that are most effective for transforming a business. It recommends focusing on a balanced set of KPIs across financial, transactional, and operational areas. Specific KPIs are identified for sales, purchasing, fulfillment, finance, and overall business performance. The document cautions that focusing on too many KPIs or an imbalanced set can undermine improvement efforts. It provides guidance on effective KPI programs and how consulting services from Epicor can help companies with KPI improvement initiatives.
Strategic Marketing Planning
The document discusses key concepts in marketing strategy and planning including vision, mission, objectives, goals, core competencies, strategic architecture, products/services, stakeholders, and critical resources. It also outlines steps for creating a marketing plan such as summarizing the strategic situation, describing target markets, setting objectives, formulating a marketing program, and forecasting sales.
Psp
The document introduces PSP's partner success program. It defines partner success as financial success plus partner reputation. It outlines a discount structure that provides partners a 58.07% discount off MRP, allowing average annual ROI of 43.34% for partners. The program aims to engage partners through activities that result in their financial success and reputation building while meeting company objectives. It describes a partner journey mapping process involving onboarding, management through annual goal setting, reviews and development support.
Overview of Key Performance Indicators
Using key performance indicators - what they are and how to use them.
Powerpoint for presentation to Fiji Institute of Accountants, September 2009.
kpi
The document discusses Key Performance Indicators (KPIs), which are quantifiable measures used to evaluate factors that are crucial to the success of an organization. KPIs help measure performance against goals. The document outlines what makes a good KPI, such as being business-aligned, actionable, realistic and measurable. It also discusses how to develop KPIs using the SMART framework and provides examples of KPIs for different business functions like IT, marketing, customer service, sales and finance.
Similar to Organizational Pyramid (20)
Valuation Process Exploring Industry KPIS and Their Impact
Valuation Process Exploring Industry KPIS and Their Impact
Business Management System: Structures, Processes and DECISIONS by design
Business Management System: Structures, Processes and DECISIONS by design
Epicor-Most Commonly Used KPIs for Business Measurement-WP-ENS-1202
Epicor-Most Commonly Used KPIs for Business Measurement-WP-ENS-1202
More from James Thomas
Creating a flexiable and fast acting Operation
This document outlines key performance indicators and monthly requirements to achieve an annual sales goal of $1.5 billion. It reports on quarterly and monthly sales, costs, inventory, production, and shipments compared to forecasts and budgets. Achieving the goal will require selling 2.5 million units per month and digesting 3.125 million boxes of finished goods. However, current intake and movement capacities may limit achieving the required levels. The document is intended to monitor performance and diagnose any issues in operations to allow executives to quickly adjust operations as needed to meet their decisions and goals.
Creating a flexiable and fast acting Operation
This document outlines key performance indicators and monthly requirements to achieve an annual sales goal of $1.5 billion. It reports on quarterly and monthly sales, costs, inventory, production, and shipments compared to forecasts and budgets. The document notes intake and movement capacities that may be limiting factors and identifies problems that need to be addressed, such as adding more order pickers or scheduling more pick-ups, to ensure the executive team's goals can be achieved on time.
LAYOUT-by-velocity-by-weight
The document contains a table with columns listing velocity, weight class, aisle, bay, level, and slot for various years from 2010 to 2090. Each line represents a unique combination of those attributes for what is likely cargo or storage locations. The table is organized with the earliest years at the top and latest at the bottom. Within each year section, the attributes increment sequentially from left to right, top to bottom.
Truck loading layout-containers
This document provides specifications for a container net used to transport goods. It details the container's dimensions as 41.5 feet long, 98 inches wide, and 51.5 inches tall. The container can hold up to 12,100 pounds or 5,500 kilograms of goods and has a tare weight of 71,390 pounds. The document also provides a loading plan for 20-foot and 40-foot containers, specifying the number of pallets and target and maximum weights for each section.
Truck loading layout-containers
This document provides specifications for a container net used to transport goods. It details the container's dimensions as 41.5 feet long, 98 inches wide, and 51.5 inches tall. The container can hold up to 12,100 pounds or 5,500 kilograms of goods and has a tare weight of 71,390 pounds. The loading plan outlines how to divide goods into the container's four sections based on the weight limits for 20-foot and 40-foot pallet loads.
shipping process- flow
The document outlines the 8-step shipping process to McLane's and Walgreen's:
1. The carrier takes the shipment to its terminal where it is broken out and crossed-docked into trailers heading to specific cities and states. Pallets are cubed and sometimes double-stacked to maximize space.
2. The trailer is taken to the delivery terminal where it is crossed-docked again into a trailer destined for the customer. Pallets are again double-stacked or broken down.
3. The trailer is dropped off and later unloaded, sorted, and segregated by temporary workers or the driver. The customer then receives the items.
Forecaste and usage chart example- 2016
Over the 12 month period shown, production levels varied between 550 and 700 units per month while sales fluctuated between 350-400 units as the minimum and 700 units as the maximum. The average monthly sales were 300 units with a cycle time of 8 weeks to produce items and a safety stock level of 150 units maintained which provided a buffer of 1.5 weeks.
Forecaste and usage chart example- 2016
Over the 12 month period shown, production levels varied between 550 and 700 units per month while average monthly sales were 300 units. The cycle time for production was 8 weeks on average with a minimum of 4 weeks and a maximum of 1.5 weeks for safety stock replenishment. Inventory levels fluctuated between meeting maximum monthly sales of 700 units and the minimum re-order point of 350-400 units plus the 150 unit safety stock level.
Production Schedule Report 2016-rv
This document contains a weekly production schedule for a manufacturing plant over five days from Monday to Friday. It includes planned versus actual production hours and output for different production lines and shifts. Several key performance metrics like overall equipment effectiveness (OEE) are reported. Production was highest on the Monday day shift, achieving an OEE of 105.56%, and lowest on Wednesday with no recorded output.
House OF Cheatham_Freight Matrix example
This document lists preferred freight carriers for shipping between 501-10,000 pounds to various states and areas in the United States and Canada. It provides the carrier names and estimated shipping times in days for each location. Contact information and shipping classification codes are also included for many of the carriers.
Truck loading layout
The document provides specifications for truck sizes including length, width, height, and volume. It lists the number of pallets and target/maximum weights for 48' and 53' dry vans. A loading plan shows how pallets can be arranged in sections of trucks with weight limits for each section to ensure safe weight distribution. The document was authored by a distribution center logistics manager to provide guidance on truck capacity and safe pallet loading.
Truck loading layout-containers
This document provides specifications for a container net used to transport goods. It details the container's dimensions as 41.5 feet long, 98 inches wide, and 51.5 inches tall. The container can hold up to 12,100 pounds or 5,500 kilograms of goods and has a tare weight of 71,390 pounds. The loading plan outlines how to divide goods into the container's four sections based on the weight limits for 20-foot and 40-foot pallet loads.
Truck loading layout
The document provides specifications for truck sizes including length, width, height, and volume. It lists the number of pallets and target/maximum weights for 48' and 53' dry vans. A loading plan shows how pallets can be arranged in sections of trucks with weight limits for each section to ensure safe weight distribution. The document was authored by a distribution center logistics manager to provide guidance on truck capacity and safe pallet loading.
Truck loading layout
The document provides specifications for truck sizes and loading plans, including interior dimensions and capacities for 48-foot and 53-foot dry vans. It lists the number of pallets that can be loaded in each truck, with target and maximum weights per pallet. The loading plan describes the maximum weight allowed per pallet in different sections of the truck interior and provides guidance for determining if pallets are too heavy to load in each section.
James-ref
James Thomas is a dedicated, hard-working employee who gives 100% effort to his work and expects the same from his team. Over 5 years at his current company, his skills and experience have contributed significantly to the company's growth. He is well respected by peers and employers alike, and his knowledge would make him a great asset to any new company.
James Reference Letter
James Thomas is recommended for a Senior Director position. The letter writer worked closely with James for eight years, during which James developed tools to improve processes and increase productivity using his strong analytical and problem-solving skills. In addition to excelling in his role, James was helpful, honest, reliable, and helped create a positive team environment. The letter writer is confident James will be an asset as Senior Director due to his integrity and proficiency.
James Thomas ref letter
James Thomas is recommended for employment by his manager of 10 years, Michael Winston. According to Winston, James has excellent communication and organizational skills, is reliable, customer-oriented, and able to work independently to ensure jobs are completed. He is also flexible, willing to work hard on any assigned project, and quick to volunteer assistance in other company operations as needed. Winston highly recommends James as a great asset for any company.
reference-cl
Clarissa Lundula, a customer service supervisor at Gravotech, writes a letter of recommendation for James Thomas. She has known James for 3 years as a co-worker where he has proven to be a motivated, hardworking, and productive supply chain manager who increased productivity and turned his department around. Clarissa also notes James' strong communication skills, knowledge, and ability to establish rapport with others from her personal interactions with him. She highly recommends James for employment.
Sonya recommendation letter--
The letter is a recommendation for James Thomas for a position. It describes that James has worked for over 9 years as the Distribution Center Logistic Warehouse/Transportation Manager and has proven himself to be a dedicated and committed leader, moving the company to the highest level in its history with his education, skills, and experience. The QA/QC Supervisor, Sonya Washington, believes James will be a great asset to any company.
Duplicate shipments and wrong item shipped
This document discusses issues with duplicate shipments and shipping wrong items. It identifies problems with duplicate orders, shipping the wrong item or quantity, and poor communication as contributing factors. Specifically, it notes partial or non-use of CRM and WMS systems, lack of account and database verification, undefined procedures for order verification and changes, incorrect item locations and labeling, and not following processes for pack and ship confirmation or work order lead times.
More from James Thomas (20)
Organizational Pyramid
- 1. Based on market, executive team determines the direction of the company for the fiscal year. % of growth desired Market Tend Analysis Anticipated Sales and operating profit margin Sales goals Track actual Sales vs. Operating Cost as a percentage Company targeted budget numbers Based on Sales and Profit goals, monthly budget numbers Action Plans- to achieve company budgets are determined for each department KPI's - Performance Metric needed to achieve budgeted numbers Track each department numbers vs. budgeted numbers Goals - needed to achieve budgeted numbers Based on budgeted numbers, quantify units Action Plans- to achieve company goals needed to achieve goals. KPI's - Performance Metric needed to achieve budgeted numbers Track each area's performance vs. expected results KPI's - Internal metric of how well each department service each other SOP's - job instructions Based on units needed, set daily goals Process mapping of job functions Track daily results vs. expectation Objective - daily goals KPI's - performance metrics needed to achieve daily goals CEO, COO, CFO Organizational Pyramid Senior Managers Executive Team Employees Supervisors/Managers Departments