kpis.ppt
- 1. Key Performance Indicators - KPI’s Training Pack
- 2. Target Audience : Site Management to Team Leaders Purpose of Module :To ensure employees have the skills to quantify impact, and provide timely direction for an individuals contribution ( at all levels) towards achieving overall business goals Aims & Objectives : • How to define & measure our given business goals • Why have KPI’s • How clarity of objectives improves motivation and delivers performance • Standardised approaches to KPI’s • How to translate and cascade KPI’s at all levels • Explain links to Performance Management Aims & Objectives
- 3. Course Outline •INTRODUCTION •WHAT ARE KEY PERFORMANCE INDICATORS? •CHARACTERSITICS OF A GOOD KPI •EXAMPLES OF KPI’S •THE KPI CASCADE PROCESS •HOW TO CREATE AND MANAGE KPI’S •SUMMARY 3 Key Performance Indicators
- 4. • Name • Department • Length of service • Knowledge of Key Performance Indicators Introductions
- 5. Flip Chart What are KPI’s
- 6. •TO COMMUNICATE STATUS - ACTUAL v TARGET • PLANT LEVEL • BUSINESS LEVEL • WORK STATION LEVEL •TO DRIVE IMPROVEMENT BY FACT NOT GUESSWORK •TO HELP PRIORITISE IMPROVEMENT ACTIVITY • A CONTINUAL HEALTH CHECK FOR THE BUSINESS •TO CONNECT THE CUSTOMER TO THE PROCESS WHAT ARE KPI’s FOR? Key Performance Indicators
- 7. ESSENTIAL • IMPORTANT TO THE VIEWER • VITAL - AFFECTS THE BUSINESS • CUSTOMER FOCUSED • DRIVES IMPROVEMENT Key Performance Indicators
- 8. USEFUL • CURRENT - UP TO DATE • EASY TO UNDERSTAND • IMPORTANT AND RELEVANT • VIEWER CAN CONTRIBUTE • HAS A STAKE • CAN HAVE AN EFFECT (good and bad) Key Performance Indicators
- 9. • URGENCY / OWNERSHIP • RESPONSIBILITIES DEFINED • DYNAMIC IMPROVEMENT PLAN • AUDIT PROCESS - ACTUAL V’s PLAN • CLEAR OBJECTIVES IMMEDIATE Key Performance Indicators
- 10. • GROUP OF METRICS • NOT EVERYTHING WE MEASURE IS A KPI ! • STATISTICS •THESE CAN HELP DEFINE KPI’s • WORK MEASUREMENT • A TOOL FOR BLAME • WALL PAPER WHAT ARE KPI’s NOT? Key Performance Indicators
- 11. • DYNAMIC • WELL MANAGED - ROTATE VITAL FEW • OWNED AND OPERATED BY LOCAL TEAM • SIMPLE • EASY TO UPDATE - MANUAL • VISUAL • LOCATED WHERE EASY TO SEE • CHANGES JUMP OUT AT VIEWER • ENGAGING • RELEVANT - CREATES TALKING POINT • STANDARD FORMAT • EASY FOR OUTSIDER TO UNDERSTAND • FEEDBACK RECORDED AND ACTED UPON CHARACTERISTICS OF GOOD KPI Key Performance Indicators
- 12. Business KPI’s • Safety Performance • Quality Performance • Cost Performance • Delivery Performance • People Performance Key Performance Indicators
- 13. Defects Per Assembly 0 100 200 300 400 500 600 Jul Sept Nov Jan Mar May Jul Sep Nov Machining Sub Assy Assembly Test 2001 Target Target Improvement Actual Performance Plotted Against Target Legend Easy To understand Visual Indicator of Performance Trend Examples Unambiguous Title
- 14. RED • Outside of target with no improvement or deteriorating trend. AMBER • Inside of target but with deteriorating trend. • Outside of target but with improving trend. GREEN • Inside of target with improving or level trend. RAG Colour Coding Examples
- 15. Scrap Cost 2004 0 2000 4000 6000 8000 10000 12000 14000 16000 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC £ 0 10 20 30 40 50 60 70 80 No. Of Items Scrap Cost Scrapped Items Budget YTD Scrap Cost: £34.0k Examples
- 16. Schedule 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Stage 1 Stage 2 Stage 3 How are we doing against the plan? Are we on target? Examples
- 17. External Supply Schedule Adherence 0% 20% 40% 60% 80% 100% 23 24 25 26 27 28 29 30 31 32 33 Supplier 1 Supplier 3 Supplier 5 Supplier 2 Supplier 4 What are we aiming for? Examples
- 18. WIP 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 Nov 99 Jun 00 Sep 00 Oct 00 Nov 00 36951 37043 £ '000 0 0.5 1 1.5 2 2.5 3 3.5 Stock Turns WIP Value Product A WIP Value Product B WIP Budget Stock Turns Examples
- 19. 130 125 120 115 110 105 100 95 90 85 80 75 70 65 60 55 50 45 40 35 30 25 20 15 10 5 DAY DATE SHIFT Hrs Achieved / Hrs Planned x 100 % TAKT ADHERENCE Examples
- 20. Examples
- 21. & Step 1 - Team Leaders manage the Key Drivers of performance • Are we fully manned to complete the workpackages? • Is overtime under control? • Are we hitting targets (Minutes to complete Operations)? Step 2 - Manager holds daily Team Leader review by work package • Actions timely and focused • Support given when needed Stage 1 Jig Board Minutes to complete Op 1 Minutes to complete Op 2 Step 3 - Assembly Managers review Weekly Performance withManagers. • Cost accountability introduced. Focus on shift by shift performance. Performance Management Cascade
- 22. & Step 4 - Head of Business reviews Weekly Performance • Good informed debate resulting from upward cascade of Team Leaders’ performance • Countermeasure plans if targets not being met Step 5 – Senior Management Team reviews Monthly performance • Senior level escalation plans. Performance Management Cascade
- 23. & Step 6 - Site Cost Performance consolidated. Manufacturing Director reviews Factory Manager Performance. • Forecasts of cost performance compiled to ensure corrective actions taken to achieve “Budget”. • Risks & Opportunities monitoring and control. Performance Management Cascade
- 24. Flip Chart What KPI’s do you think would be applicable to your area
- 25. Identify Customers and Suppliers Form Improvement Teams Create Improvement Plan Train Users Monitor Progress To Plan And Take Corrective Action Form Team Determine Performance Drivers1 Identify owners and users Score & Prioritise KEY Performance Indicators Define Local Performance Indicators Develop Format And Review Process Collect Data PLAN Continuous Improvement Cycle DO CHECK ACT How to Create and Manage KPI’s
- 26. Score & Prioritise KEY Performance Indicators Identify Customers and Suppliers Determine Performance Drivers Form Team Define Local Performance Indicators How to Create and Manage KPI’s
- 27. & Score & Prioritise KEY Performance Indicators Define Local Performance Indicators Ease of recording data Impact on business Frequency of occurrence How to Create and Manage KPI’s
- 28. Identify Customers and Suppliers Form Team Determine Performance Drivers Score & Prioritise KEY Performance Indicators Define Local Performance Indicators Develop Format And Review Process Identify Owners and Users How to Create and Manage KPI’s
- 29. & 30 29 28 27 L 26 25 24 23 22 21 H 20 19 18 G 17 16 15 14 B 13 12 11 10 9 8 7 A 6 5 4 3 2 1 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 A G B H C I D J E K F L M Blue Shift = TW Owner: Red Shift = DJ Location: X:BroughtonA340-600Lean ManufacturingStage 00Std DocumentsLost Hours KPI LOST HOURS (UNPLANNED WORK) PRE & POST KPI : Key Performance Indicator Unplanned Absence 28 29 30 31 Tooling Internal Days Lean Handling OSS Week Supplier Logistics Engineering MCC Shop Support Maintenance Trefn TAC Quality MSE 1 2 3 4 5 Example
- 30. Identify Customers and Suppliers Form Team Determine Performance Drivers Identify Owners and Users Score & Prioritise KEY Performance Indicators Define Local Performance Indicators Develop Format And Review Process Train Users How to Create and Manage KPI’s
- 31. Identify Customers and Suppliers Create Improvement Plan Train Users Form Team Determine Performance Drivers Identify Owners and Users Score & Prioritise KEY Performance Indicators Define Local Performance Indicators Develop Format And Review Process Collect Data How to Create and Manage KPI’s
- 32. Create Improvement Plan Train Users Form Team Determine Performance Drivers Identify Owners and users Score & Prioritise KEY Performance Indicators Define Local Performance Indicators Develop Format And Review Process Collect Data Form Improvement Teams Identify Customers and Suppliers Monitor Progress To Plan And Take Corrective Action How to Create and Manage KPI’s
- 33. KPI - examples Target Quality Defects (Defects per unit) Errors (errors per unit) Delivery Schedule adherence (Hours delta to plan) Cycle Time (Hours per Unit) Cost Manning (man hours per set) (Cost per unit) People Skill Level Training Hours 0 delta (nil Hours behind or ahead of plan) To be agreed 1 Defects per unit 2 errors per unit 270 hours per unit £5,000 per unit Key performance indicators need to be simple and focused 75% people trained to Practitioner Level 40 hrs per man per year Typical KPI’s
- 34. •Direct relationship to business plan •Communicates progress against plan •Drives continuous improvement •Visual - provokes a response •Effective - simple and easy to understand •Ownership - relates to everyone •Up to date - dynamic management SUMMARY KPI’s