This document provides guidance on writing position descriptions (PDs). It outlines the six key elements that should be included in a PD: job purpose, key accountabilities, dimensions, key performance indicators, competency requirements, and major challenges. For each element, descriptions and examples are provided. For key accountabilities, examples of action verbs for different role types are listed. For key performance indicators, many examples are given across categories like shareholders value, market focus, and operational excellence. Overall, the document aims to educate on properly constructing PDs according to best practices.
The document provides an overview and introduction to Sales & Operations Planning (S&OP) and the author's approach to implementing S&OP. It discusses the business benefits of S&OP, including improved forecast accuracy, reduced supply chain volatility, and improved decision making. It also outlines key aspects of implementing S&OP such as ensuring the appropriate process, people, performance metrics, and systems are in place to connect demand planning, supply planning, and finance. The author advocates for taking a holistic view of S&OP that integrates these elements to align strategic planning with operational execution.
The document provides information on key performance indicators (KPIs). It discusses why KPIs are important for tracking business performance, how to develop a balanced scorecard to measure KPIs across different perspectives like customers, internal processes, learning and growth, and financials. It also provides examples of generic KPI measures and how to implement KPIs through defining strategic goals and drivers, developing new measures, analyzing and reporting on trends, and driving continuous improvement.
Enabling Best-Practice Demand Management and S&OP with Advanced Technology
Featured Presenter:
Doug Dedman, Vice President, Global Services, Steelwedge Software
Are you taking full advantage of all your demand signals? The sheer velocity of change – in business complexity, global volatility and available data – makes the prospect of managing regional and global planning a more elusive mission. Powerful demand planning can take you from a reactive to a proactive mode and turbo-charge your S&OP process.
In this webinar, you will learn how next-generation technology has enabled companies to more accurately forecast what their businesses will require.
Join us to learn more about how the right demand management approach and platform can enable you to:
Understand and grasp each demand type
Ensure accountability to the demand plan
Benefit from statistical forecasting where it makes sense while maintaining flexibility to use other forecasting methods
Collaborate internally and with customers when it makes sense
Achieve real-time visibility and synergy across all channels
To learn more about Steelwedge's Advanced S&OP Technology please visit: http://www.steelwedge.com/solutions/
Do You have the Key Processes and Capabilities for Exceptional Innovation?Sopheon
Andy Michuda, CEO & President of Sopheon, speaks to the innovation and NPD challenge - closing the business strategy and execution gap - along with four innovation trends to watch. This was presented at the Chief Innovation Officer Summit (CINO) 2014 in London.
The document provides an overview of a Sales and Operations Planning (S&OP) user manual. It discusses key concepts in S&OP including demand planning, supply planning, financial implications, and the S&OP meeting process. The document outlines the objectives of S&OP, defines important terms, and describes the steps involved in each part of the S&OP process from demand forecasting to the final planning meeting.
S&OP Leadership Exchange: Tailoring S&OP to Fit your BusinessPlan4Demand
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
Andrew McCall, S&OP Solutions Lead at Plan4Demand Discusses how tailoring your S&OP process to fit your business is critical to achieving bottom line success.
The document provides an overview and introduction to Sales & Operations Planning (S&OP) and the author's approach to implementing S&OP. It discusses the business benefits of S&OP, including improved forecast accuracy, reduced supply chain volatility, and improved decision making. It also outlines key aspects of implementing S&OP such as ensuring the appropriate process, people, performance metrics, and systems are in place to connect demand planning, supply planning, and finance. The author advocates for taking a holistic view of S&OP that integrates these elements to align strategic planning with operational execution.
The document provides information on key performance indicators (KPIs). It discusses why KPIs are important for tracking business performance, how to develop a balanced scorecard to measure KPIs across different perspectives like customers, internal processes, learning and growth, and financials. It also provides examples of generic KPI measures and how to implement KPIs through defining strategic goals and drivers, developing new measures, analyzing and reporting on trends, and driving continuous improvement.
Enabling Best-Practice Demand Management and S&OP with Advanced Technology
Featured Presenter:
Doug Dedman, Vice President, Global Services, Steelwedge Software
Are you taking full advantage of all your demand signals? The sheer velocity of change – in business complexity, global volatility and available data – makes the prospect of managing regional and global planning a more elusive mission. Powerful demand planning can take you from a reactive to a proactive mode and turbo-charge your S&OP process.
In this webinar, you will learn how next-generation technology has enabled companies to more accurately forecast what their businesses will require.
Join us to learn more about how the right demand management approach and platform can enable you to:
Understand and grasp each demand type
Ensure accountability to the demand plan
Benefit from statistical forecasting where it makes sense while maintaining flexibility to use other forecasting methods
Collaborate internally and with customers when it makes sense
Achieve real-time visibility and synergy across all channels
To learn more about Steelwedge's Advanced S&OP Technology please visit: http://www.steelwedge.com/solutions/
Do You have the Key Processes and Capabilities for Exceptional Innovation?Sopheon
Andy Michuda, CEO & President of Sopheon, speaks to the innovation and NPD challenge - closing the business strategy and execution gap - along with four innovation trends to watch. This was presented at the Chief Innovation Officer Summit (CINO) 2014 in London.
The document provides an overview of a Sales and Operations Planning (S&OP) user manual. It discusses key concepts in S&OP including demand planning, supply planning, financial implications, and the S&OP meeting process. The document outlines the objectives of S&OP, defines important terms, and describes the steps involved in each part of the S&OP process from demand forecasting to the final planning meeting.
S&OP Leadership Exchange: Tailoring S&OP to Fit your BusinessPlan4Demand
866.P4D.INFO | Plan4Demand.com | Info@plan4demand.com
Andrew McCall, S&OP Solutions Lead at Plan4Demand Discusses how tailoring your S&OP process to fit your business is critical to achieving bottom line success.
Financial Metrics to Drive Strategic Portfolio Performance Sopheon
While all companies forecast the financial impact of their new product development investments, not all realize that the specific metrics that are used to rank and select projects heavily influence the performance of portfolios, possibly towards an unintended outcome.
This webinar explores typical project and portfolio valuation metrics with respect to what these metrics specifically indicate, and the decision-making behaviors they drive.
Given that the most successful portfolios are guided by a focused innovation strategy, which metrics should your organization be using to measure and maximize investment performance?
During this session you will learn:
How to choose the right financial metrics to drive your innovation strategy
Understand the unintended consequences of picking the wrong financial metrics
How financial metrics drive different decision-making behavior.
View the webinar in its entirety at: http://budurl.com/ld4g
The document discusses key performance indicators (KPIs) and provides examples of KPIs across different areas of a business. It defines KPIs and explains their purpose is to measure performance against objectives. KPIs can be input, process, output, or outcome measures and should be meaningful, measurable, quantitative or qualitative, routinely collected, comparable, and useful. The document provides examples of KPIs for areas like return/profit, productivity, employee development, quality assurance, research and development, organizational image, and legislative relations.
This document provides an overview of developing and implementing key performance indicators (KPIs) at both the organizational and operational levels. It discusses establishing KPIs through a top-down process to identify organizational KPIs aligned with critical success factors and strategic perspectives. It also describes a bottom-up process using process mapping to identify operational KPIs linked to organizational KPIs and critical success factors. The document outlines a 5-step approach for developing each type of KPI and provides examples of KPIs for different perspectives.
S&OP: The power of an organisation that beats with one heart Tristan Wiggill
S&OP: The power of an organisation that beats with one heart by Monika Wates.
Presented during the 37th annual SAPICS conference and exhibition for supply chain professionals at Sun City from 31 May to 2 June
Balanced Scorecard for Strategic Planning and MeasurementKenny Ong
ABF Advanced Balanced Scorecard Conference
April 2009
* How BSC can link and facilitate strategy planning
* Performance management measurement through Balanced Scorecard
* BSC as business intelligence to help organisation build strategic direction and measure the progress of strategic execution
Performance management involves tracking key performance indicators (KPIs) to align decisions with corporate goals. An effective performance dashboard provides real-time data visualization of KPIs, allows drill-down into data, and is customizable. True performance dashboards also use compatible data sources and are quick to deploy. Identifying value-adding processes, standards, and implementing dashboards or balanced scorecards are important parts of performance management.
The document discusses the sales and operational planning (S&OP) process. It provides an overview of S&OP, including definitions, objectives, critical success factors, challenges, benefits, leaders, policies, and implementation. S&OP is described as a monthly executive-level process that reconciles supply and demand plans, ties operations to financial plans, and sets strategy. The goals are to improve coordination, communication, inventory management, and meet customer demand profitably.
Made this for a final interview to head the PMO for a big retail transformation across the United States. I didn't get it, think I was #2 or final 3, but thought others might get some value out of it. Left my PMO slides in at the front. Just laying out some of the decisions and options for fodder for others.
Key performance indicators (KPIs) are critical for any organization to set, as they show how successful the organization has been at achieving its strategic objectives. KPIs should be clearly communicated and linked to an organization's strategy. They should also be relevant, under control, enable actions for improvement, simple to explain, and not easily manipulated. KPIs can measure things like employees, customers, finances, processes and costs. Setting the right KPIs mirrors an organization's vision, sets goals at all levels, is based on data, and drives the right actions.
Key performance indicators (KPIs) measure how well a business is achieving its objectives. KPIs should be simple, easy to interpret and show actual performance compared to targets. There are five categories of operational KPIs: safety, quality, delivery, cost, and motivation. A well-defined set of KPIs that are specific, measurable, attainable, relevant and time-bound can drive improvement and culture change within an organization to help it better target objectives and control performance.
The ROI of Sales and Operations Planning (S&OP) MaturitySteelwedge
How far is your company on its Sales and Operations Planning maturity journey? Have you hit a brick wall? According to Gartner, nearly 70% of manufacturers are getting "stuck" at Stage 2 maturity: balancing supply and demand.
The vast majority of companies use Excel to power their S&OP. While no one ever abandons Excel, those who try to power through maturity with only Excel or a collection of disparate, unconnected solutions, usually hit a brick wall when it comes time to driving collaboration and scale in their plans.
Download the ROI of S&OP Maturity presentation to see how well your company is performing and learn how you can break through to S&OP maturity value.
For even more information, or to contact us, please visit http://www.steelwedge.com/
This document outlines an integrated business planning process presented by Charles P. Sitkin. It discusses the evolution of management concerns and strategic planning. The key components of the planning process include developing a mission statement, strategic excellence positions, goals, objectives, action plans, operational plans, budgets, and results management. The process aims to integrate strategic planning with operational planning and performance management to ensure the organization achieves its strategic goals.
This document provides an overview of key performance indicators (KPIs) used to measure maintenance performance. It defines 17 primary maintenance KPIs including lost time injury frequency rate, maintenance cost per unit, maintenance effectiveness, mean time between failure, and percentage of failures investigated. For each KPI, the document provides the formula, how to interpret higher or lower values, and whether they indicate effective or ineffective maintenance practices. The goal is to improve understanding of KPIs and how personnel can influence maintenance performance.
Collaborative Demand Planning: A Requirement for Successful Integrated Busine...Steelwedge
KPMG will share real-world examples of the value of integrated business planning (IBP), as well as its philosophy, experience and framework for making IBP a sustainable reality.
During this webinar you will learn:
• The critical elements for successful IBP that many companies miss
• The common pitfalls companies face in IBP initiatives and how to avoid stalling at tactical S&OP
• An intuitive approach for more effective collaborative demand planning, one the of vital factors of IBP success
Is Your S and OP Process Solving Problems - Peter MurrayPeter Murray
The document discusses how to ensure an S&OP/IBP process is effective at solving business problems. It recommends frequently asking stakeholders if the process is solving problems and, if not, determining why. Common reasons for failure include inability to agree, reliance on other methods, and stakeholders changing roles. To position S&OP as the primary problem-solving method, companies should determine what problems need solving, if other processes are used instead of S&OP, and if S&OP meetings allow open discussion to get things done. The document also provides strategies to evaluate and improve the S&OP process, such as reinforcing its focus on problem solving.
Sales and operations planning (S&OP) is a process that achieves alignment between various functions of an organization including sales, production, inventory and finance. It develops a coordinated operating plan that balances supply and demand at a volume level in support of customer demand and business strategy. The S&OP process results in monthly planning activities based on an annual operations plan and provides benefits such as enhanced teamwork, better decision making and financial planning, and increased accountability.
Product portfolio management involves managing multiple products and prioritizing them. It is important to identify a single source of truth for product data, typically a tool like JIRA. This allows automating tasks like planning, tracking status, and identifying resource needs. It provides transparency by letting all stakeholders see changes and their impact. Managing a product portfolio well requires consolidating products, platforms, skills mapping, and automating as many processes as possible to handle the complexities involved.
Спільнота Global Shapers Kyiv Hub (GS Kyiv Hub) завернулись до TheRespo для проведення опитування активної молоді у великих містах України. Головною метою опитування було отримання інформації щодо того, (1) що саме цікавить активну молодь, (2) які нагальні проблеми перед ними постають та (3) яким чином вони їх вирішують. Серед іншого через опитування респондентів - потенційних активістів спільноти GS Kyiv Hub - ми намагалися дізнатися наскільки відомими є бренд Всесвітнього Економічного Форму (WEF), як площадка для вирішення глобальних питань лідерами світу, та Global Shapers, як осередки (хаби) молодих лідерів у містах. Зокрема нас цікавило чи мають українці належне розуміння діяльності таких організацій, наскільки українці вірять у можливість вирішення ними глобальних та локальних проблем та чи готові вони приєднатися до цих організацій.
Financial Metrics to Drive Strategic Portfolio Performance Sopheon
While all companies forecast the financial impact of their new product development investments, not all realize that the specific metrics that are used to rank and select projects heavily influence the performance of portfolios, possibly towards an unintended outcome.
This webinar explores typical project and portfolio valuation metrics with respect to what these metrics specifically indicate, and the decision-making behaviors they drive.
Given that the most successful portfolios are guided by a focused innovation strategy, which metrics should your organization be using to measure and maximize investment performance?
During this session you will learn:
How to choose the right financial metrics to drive your innovation strategy
Understand the unintended consequences of picking the wrong financial metrics
How financial metrics drive different decision-making behavior.
View the webinar in its entirety at: http://budurl.com/ld4g
The document discusses key performance indicators (KPIs) and provides examples of KPIs across different areas of a business. It defines KPIs and explains their purpose is to measure performance against objectives. KPIs can be input, process, output, or outcome measures and should be meaningful, measurable, quantitative or qualitative, routinely collected, comparable, and useful. The document provides examples of KPIs for areas like return/profit, productivity, employee development, quality assurance, research and development, organizational image, and legislative relations.
This document provides an overview of developing and implementing key performance indicators (KPIs) at both the organizational and operational levels. It discusses establishing KPIs through a top-down process to identify organizational KPIs aligned with critical success factors and strategic perspectives. It also describes a bottom-up process using process mapping to identify operational KPIs linked to organizational KPIs and critical success factors. The document outlines a 5-step approach for developing each type of KPI and provides examples of KPIs for different perspectives.
S&OP: The power of an organisation that beats with one heart Tristan Wiggill
S&OP: The power of an organisation that beats with one heart by Monika Wates.
Presented during the 37th annual SAPICS conference and exhibition for supply chain professionals at Sun City from 31 May to 2 June
Balanced Scorecard for Strategic Planning and MeasurementKenny Ong
ABF Advanced Balanced Scorecard Conference
April 2009
* How BSC can link and facilitate strategy planning
* Performance management measurement through Balanced Scorecard
* BSC as business intelligence to help organisation build strategic direction and measure the progress of strategic execution
Performance management involves tracking key performance indicators (KPIs) to align decisions with corporate goals. An effective performance dashboard provides real-time data visualization of KPIs, allows drill-down into data, and is customizable. True performance dashboards also use compatible data sources and are quick to deploy. Identifying value-adding processes, standards, and implementing dashboards or balanced scorecards are important parts of performance management.
The document discusses the sales and operational planning (S&OP) process. It provides an overview of S&OP, including definitions, objectives, critical success factors, challenges, benefits, leaders, policies, and implementation. S&OP is described as a monthly executive-level process that reconciles supply and demand plans, ties operations to financial plans, and sets strategy. The goals are to improve coordination, communication, inventory management, and meet customer demand profitably.
Made this for a final interview to head the PMO for a big retail transformation across the United States. I didn't get it, think I was #2 or final 3, but thought others might get some value out of it. Left my PMO slides in at the front. Just laying out some of the decisions and options for fodder for others.
Key performance indicators (KPIs) are critical for any organization to set, as they show how successful the organization has been at achieving its strategic objectives. KPIs should be clearly communicated and linked to an organization's strategy. They should also be relevant, under control, enable actions for improvement, simple to explain, and not easily manipulated. KPIs can measure things like employees, customers, finances, processes and costs. Setting the right KPIs mirrors an organization's vision, sets goals at all levels, is based on data, and drives the right actions.
Key performance indicators (KPIs) measure how well a business is achieving its objectives. KPIs should be simple, easy to interpret and show actual performance compared to targets. There are five categories of operational KPIs: safety, quality, delivery, cost, and motivation. A well-defined set of KPIs that are specific, measurable, attainable, relevant and time-bound can drive improvement and culture change within an organization to help it better target objectives and control performance.
The ROI of Sales and Operations Planning (S&OP) MaturitySteelwedge
How far is your company on its Sales and Operations Planning maturity journey? Have you hit a brick wall? According to Gartner, nearly 70% of manufacturers are getting "stuck" at Stage 2 maturity: balancing supply and demand.
The vast majority of companies use Excel to power their S&OP. While no one ever abandons Excel, those who try to power through maturity with only Excel or a collection of disparate, unconnected solutions, usually hit a brick wall when it comes time to driving collaboration and scale in their plans.
Download the ROI of S&OP Maturity presentation to see how well your company is performing and learn how you can break through to S&OP maturity value.
For even more information, or to contact us, please visit http://www.steelwedge.com/
This document outlines an integrated business planning process presented by Charles P. Sitkin. It discusses the evolution of management concerns and strategic planning. The key components of the planning process include developing a mission statement, strategic excellence positions, goals, objectives, action plans, operational plans, budgets, and results management. The process aims to integrate strategic planning with operational planning and performance management to ensure the organization achieves its strategic goals.
This document provides an overview of key performance indicators (KPIs) used to measure maintenance performance. It defines 17 primary maintenance KPIs including lost time injury frequency rate, maintenance cost per unit, maintenance effectiveness, mean time between failure, and percentage of failures investigated. For each KPI, the document provides the formula, how to interpret higher or lower values, and whether they indicate effective or ineffective maintenance practices. The goal is to improve understanding of KPIs and how personnel can influence maintenance performance.
Collaborative Demand Planning: A Requirement for Successful Integrated Busine...Steelwedge
KPMG will share real-world examples of the value of integrated business planning (IBP), as well as its philosophy, experience and framework for making IBP a sustainable reality.
During this webinar you will learn:
• The critical elements for successful IBP that many companies miss
• The common pitfalls companies face in IBP initiatives and how to avoid stalling at tactical S&OP
• An intuitive approach for more effective collaborative demand planning, one the of vital factors of IBP success
Is Your S and OP Process Solving Problems - Peter MurrayPeter Murray
The document discusses how to ensure an S&OP/IBP process is effective at solving business problems. It recommends frequently asking stakeholders if the process is solving problems and, if not, determining why. Common reasons for failure include inability to agree, reliance on other methods, and stakeholders changing roles. To position S&OP as the primary problem-solving method, companies should determine what problems need solving, if other processes are used instead of S&OP, and if S&OP meetings allow open discussion to get things done. The document also provides strategies to evaluate and improve the S&OP process, such as reinforcing its focus on problem solving.
Sales and operations planning (S&OP) is a process that achieves alignment between various functions of an organization including sales, production, inventory and finance. It develops a coordinated operating plan that balances supply and demand at a volume level in support of customer demand and business strategy. The S&OP process results in monthly planning activities based on an annual operations plan and provides benefits such as enhanced teamwork, better decision making and financial planning, and increased accountability.
Product portfolio management involves managing multiple products and prioritizing them. It is important to identify a single source of truth for product data, typically a tool like JIRA. This allows automating tasks like planning, tracking status, and identifying resource needs. It provides transparency by letting all stakeholders see changes and their impact. Managing a product portfolio well requires consolidating products, platforms, skills mapping, and automating as many processes as possible to handle the complexities involved.
Спільнота Global Shapers Kyiv Hub (GS Kyiv Hub) завернулись до TheRespo для проведення опитування активної молоді у великих містах України. Головною метою опитування було отримання інформації щодо того, (1) що саме цікавить активну молодь, (2) які нагальні проблеми перед ними постають та (3) яким чином вони їх вирішують. Серед іншого через опитування респондентів - потенційних активістів спільноти GS Kyiv Hub - ми намагалися дізнатися наскільки відомими є бренд Всесвітнього Економічного Форму (WEF), як площадка для вирішення глобальних питань лідерами світу, та Global Shapers, як осередки (хаби) молодих лідерів у містах. Зокрема нас цікавило чи мають українці належне розуміння діяльності таких організацій, наскільки українці вірять у можливість вирішення ними глобальних та локальних проблем та чи готові вони приєднатися до цих організацій.
This document introduces the SmartLesson plugin for Moodle, which expands the capabilities of Moodle's Lesson feature. SmartLesson allows content in different Lesson resources to be combined and reused across lessons. It enables adaptive content based on student knowledge and individualized learning paths. The key features of SmartLesson highlighted are its focus on reusable, granular content and adaptability. Menus and navigational maps are discussed as potential additions to improve SmartLesson's user interface. Development of SmartLesson is ongoing with an invitation for others to test the existing functions and provide feedback.
Reglamento code game cup i division phoenix counterPaw Us
Este documento presenta el reglamento para el torneo codeGAME CUP I de Counter-Strike 1.6. Detalla los requisitos de inscripción de equipos y jugadores, el formato del torneo incluyendo fase de grupos y eliminatorias, y las reglas para los encuentros como mapas, rondas, puntajes y reporte de resultados. También cubre aspectos como premios, sanciones y modificación de horarios de partidos. El objetivo es encontrar a los mejores exponentes del país a través de instancias online y una final LAN.
Cracking furnace management system (inspection and monitoring) presentation (...markexd25
The document discusses cracking furnace management at an ethylene plant. It outlines objectives to develop an effective inspection and monitoring strategy for 6 cracking furnaces. Current issues include a lack of integration between inspection, operation, and mechanical teams. A proposal is made to establish responsibilities and acquire temperature monitoring equipment. The main recommendation is to institutionalize a Cracking Furnace Management System to consolidate relevant data, procedures, and records to improve oversight of furnace conditions.
El documento describe los diferentes tipos de uniones celulares, incluyendo uniones oclusivas, uniones comunicantes y uniones adherentes. Las uniones oclusivas impiden el paso de sustancias y están compuestas de proteínas como claudinas y ocludinas. Las uniones comunicantes permiten el paso de iones e involucran canales llamados conexinas. Las uniones adherentes se extienden a lo largo del perímetro celular y involucran cadherinas y filamentos de actina.
Please let me know if you would like more information
Bill McIntosh
Authorized Consultant for eInstruction by Turning Technologies
843-442-8888
Email: WKMcIntosh@Comcast.net
Este documento describe la televisión como un medio publicitario en constante evolución. Explica que la televisión es el medio donde más se invierte en publicidad y representa el 41.6% de la inversión total en medios convencionales. También detalla las diferentes formas de publicidad disponibles en televisión, incluyendo los tradicionales spots publicitarios y nuevos formatos desarrollados para maximizar la rentabilidad de la presencia publicitaria en este medio.
This short document promotes the creation of Haiku Deck presentations on SlideShare and encourages the reader to get started making their own presentation. It features photos from four different photographers to illustrate the variety of visual content that can be included in a Haiku Deck presentation on SlideShare.
This document provides inspection details for a crane at Petronas Chemicals Ammonia Sdn. Bhd., including the crane's registration number, PMA number, lifting capacity, inspection date, expiration date, inspector, and any remarks.
Giacomo Squintani, PTC presenation at Spare Parts 2013Copperberg
"Spare Parts:from undervalued challengeto profit-boosting opportunity" Giacomo O. Squintani, Marketing Manager from PTC presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Benchmarking is the process of continually searching for the best methods, practices and processes, and either adopting or adapting their good features and implementing them to become the “best of the best.” To become the best-in-class, organizations need to implement the right process to get there.
Based on the world renowned Xerox Benchmarking Process model pioneered by Robert C. Camp, this presentation deck covers the benefits of benchmarking, various types of benchmarking, identifying what to benchmark, and provides a detailed step by step guidance on how to systematically carry out a benchmarking project. It also includes useful tips on benchmarking, benchmarking etiquettes and the critical success factors.
LEARNING OBJECTIVES
1. Gain a broad understanding of the key concepts of benchmarking.
2. Learn how to identify, assess and implement various types of benchmarking projects to meet the your organization’s goals based on the Xerox Benchmarking model.
3. Gain awareness of the code of conduct for benchmarking and make preparations to get the most out of a site visit.
4. Define the critical success factors in benchmarking implementation.
5. Kick-start benchmarking projects that are aligned to your company’s strategic goals.
CONTENTS
Introduction to Benchmarking
The Xerox Benchmarking Process
Step 1: What to benchmark?
Step 2: Whom to benchmark?
Step 3: Data collection
Step 4: Determine current performance “gap”
Step 5: Project future performance levels
Step 6: Communicate findings and gain acceptance
Step 7: Establish goals
Step 8: Develop action plans
Step 9: Implement actions and monitor progress
Step 10: Re-calibrate benchmarks
Benchmarking Roles and Responsibilities
Benchmarking Inspection Checklist (Toll-gate Review)
Benchmarking Etiquette
Benchmarking Site Visit
Benchmarking Pitfalls & Success
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Product Spotlight: Oracle Profitability and Cost ManagementInnovusPartners
- Oracle Hyperion Profitability and Cost Management (HPCM) is an Oracle EPM system module that allows users to compute profitability for business segments, customers, and products in an integrated and consistent manner.
- It provides a pre-built framework for profitability modeling, graphical traceability maps, and genealogy reporting to show the flow of costs and revenues between stages.
- HPCM helps address challenges in measuring profitability and costs like disparate models, time lags, insufficient data, and high maintenance costs through its packaged functionality, user-driven rules, and tight integration with other Hyperion modules.
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfeprentise
Mergers, acquisitions, and divestitures are full of opportunities to take advantage of complementary resources, discover new market opportunities, reinvent processes, and capitalize on excitement. Familiarize yourself with best practices to ensure your organization is getting the most value out of the deal.
Having supported over $400 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers our speaker and industry-expert, CEO and Founder of eprentise, Helene Abrams discusses key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
With over 20 years of experience, technology specialist and influencer Husein Fazal, the Head of Financials and Procurement at Claremont, has delivered many successful enterprise-level programmes, with a strategic vision and the ability to translate that vision to an operational solution, providing an engaging narrative for stakeholders throughout the merger, acquisition, and divestment process.
Top 10 most important manufacturing performance indicators in 2019MRPeasy
mrpeasy.com
In manufacturing, there are many outside influencing factors, tracking the performance of an operation with KPI metrics means the difference between success and failure. Here are the most important manufacturing performance indicators.
FCB Partners Webinar: Measure What Matters FCBPartners
This document summarizes Steve Stanton's webinar on measuring processes effectively. It discusses how organizations often measure the wrong things that do not improve performance. Effective measurement requires understanding how processes create value and support business goals. It also requires mixing leading and lagging indicators. The document outlines principles of process measurement and provides examples from companies like Hilti that developed process scorecards linked to strategic objectives and key performance indicators.
This document provides an overview of a Six Sigma Greenbelt program and project selection process. It discusses defining a problem statement and project charter that includes the problem, objectives, metrics, and scope. It emphasizes using data and customer needs to select the right project focus, and establishing a baseline and measurable goals in the project charter. A sample business case template is also provided to document the performance gap and cost impact driving the need for the project.
This document discusses organizational insights for a company. It includes an agenda covering GM/Opex analysis, organizational structure, business processes, strategy and business development team charter, and culture. The GM/Opex analysis evaluates different business units. The organizational structure section proposes a high-performance structure. The business processes section outlines key processes like project lifecycles and monthly operations reviews. The strategy and BD team charter defines the charter and due diligence process. Finally, the culture section lists elements of a winning culture like accountability, hiring, incentives, and professionalism.
Benchmarking involves measuring performance against internal or external standards to improve processes. There are 5 key stages in a construction project's lifecycle used for benchmarking: commit to construct, available for use, end of defects period, end of project lifetime. Benchmarking can be internal, competitive, or generic. It provides benefits like better customer satisfaction and identifying best practices. Successful benchmarking requires management commitment, willingness to change, and information sharing. The 5 steps are plan, analyze gaps, develop improvement plans, review performance, and repeat benchmarking.
This document provides an overview of a webinar on project portfolio management. It introduces the presenter and lists objectives of exploring how project portfolio management can help organizations align projects to strategic goals and achieve business benefits. It also discusses various aspects of project portfolio management such as defining the project portfolio scope, establishing selection criteria for projects, and managing a project portfolio through its lifecycle.
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
Complete Guide To Input Output Business Process Model PowerPoint Presentatio...SlideTeam
The document provides a complete guide to input-output business process modeling. It begins with an overview of the basic input-output business process model, which transforms inputs like materials, labor, and information into outputs like goods and services through a transformation system. It then discusses topics like striving for top-down process alignment, documenting input-output processes, outlining key business functions, adopting a business process maturity model, and outlining process maps. The document also covers process improvement methodologies like Six Sigma, Lean Six Sigma, Lean processes, and Agile methodology in project management.
Measuring Business Success: Lean MetricsWillie Carter
Measuring success in a business is crucial for identifying areas of improvement and making informed decisions. Lean metrics are particularly useful in this regard because they focus on efficiency, waste reduction, and continuous improvement. Lean metrics enable you to measure, evaluate, and respond to your organization’s current performance in a balanced approach – without sacrificing the quality of your products or services to meet quantity objectives. Properly designed lean metrics also enable you to consider the important “respect for people” factors necessary for your organization’s success.
The choice of Lean metrics should align with your business goals and accurately portray your organization’s performance and processes. You should also consider the total number of metrics to use. Using too many metrics can confuse your employees and slow your performance/process improvement initiative. On the other hand, using too few might not provide you with enough detail to properly focus your process improvement efforts. Once you decide on which metrics to use, regularly tracking and analyzing these metrics will help you identify areas for improvement and make data-driven decisions to optimize your business operations.
This document provides an overview of the Foundation simulation. It explains that the simulation allows students to manage a sensor company and make decisions across key business areas like R&D, marketing, production and finance. Students will compete over 8 rounds that represent years, with the goal of improving their balanced scorecard measures of success. The simulation provides an immersive experience of running a business in a growing sensor industry market.
Many organizations struggle with implementing process improvement. A key enabler is the skill of the change agent. This presentation examines the core skills and concepts needed to be an effective change agent.
The document discusses performance indicators and key performance indicators (KPIs) which are used to measure and monitor the performance of organizations. It provides examples of KPIs for different business functions such as manufacturing, purchasing, sales, finance, maintenance, and human resources. Some key aspects covered include selecting KPIs based on critical success factors and customer requirements, using a balanced scorecard and performance dashboards to monitor KPIs, and characteristics of effective performance indicators.
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Benefits Realization Management Framework
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