World-Class Performance Scorecard - WMEP

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World-Class Performance ScorecardCustomer-Focused InnovationDelivers new and better customer solutions at a faster pace than the competition.1Rate the importance of customer-focusedinnovation to your organization’s successover the next five years:1.3%2.7%2Rate your organizations progress toward worldclass customer-focused innovation:9.5%Highly important10.3%World-Class erage Progress36.9%SomewhatNot important3What percentage of sales is invested into newproduct development/R&D?Some ProgressNo Progress4 Approximately what percentage of annual sales arederived from products introduced in the past threeyears?7.4%11.6%More than 10%25.5%15.1%Good Progress6-10%47.8%1.3%Greater than 50%19.3%26.3%26-50%1-5 %5-25%Less than 1%Less than 5%47.0%5 What best describes your measurement system for reviewing return from customer-focused innovation?9.7%18.0%Regular monitoring and review of company-specific metrics by CEO and senior staffwith transparency and clarity throughout the organization31.7%Regular monitoring and review of company-specific metrics by CEO and senior staffCompany-specific metrics monitored regularly by operations staff9.9%Ad hoc monitoring of basic measures and ad hoc reviews30.7%No measurement system per se or reviews

Advanced Talent ManagementGains competitive advantage through best practices in talent recruitment, development and retention.1Rate the importance of human capital acquisition,development and retention to your organization’ssuccess over the next five years:1.3%25.1%3.2%14.0%49.4%32.1%7.8%Highly importantImportant23.8%AverageSomewhatHow many formal training hours are devotedannually to each employee?23.2%429.0%What is your value-added per employee?Greater than 175,00021-4032.3%18.1%9-206What best describes your measurement system forreviewing return from human-capital acquisition,development and retention?5.2%16.0%17.9%28.1%Less than 75,00039.4%1.3%What is your organization’s annual labor turnoverrate (number of voluntary and involuntaryseparations/typical staffing level)?4.4%0%0.1 - 1%1.1 - 5%5.1 - 10%Greater than 10% 125,001- 175,00075,000- 125,0008 or fewer43.0%32.9%Average ProgressNo Progress40 or more5Good Progress10.2%9.7%18.4%World-Class ProgressSome Progress40.1%Not important3Rate your organization’s progress toward worldclass human capital acquisition, developmentand retention:18.2%28.3%13.5%35.7%Regular monitoring andreview of company-specificmetrics by CEO and seniorstaff with transparencyand clarity throughoutthe organizationRegular monitoring andreview of company-specificmetrics by CEO and seniorstaffCompany-specific metricsmonitored regularly byoperations staffAd hoc monitoring ofbasic measures andad hoc reviewsNo measurement systemper se or reviewsPage 2

Systemic Continuous ImprovementAchieves recurring enterprise-wide productivity gains that exceed the competition.1Rate the importance of process improvement toyour organization’s success over the next fiveyears:0.8% 1.9%2Rate your organization’s progress toward worldclass processes and process improvement:7.4%3.6%Highly Important9.8%World-Class e Progress37.7%SomewhatNot Important3What percentage of your workforce has beenfully engaged in your organization’s specificimprovement method/approach?Good ProgressSome ProgressNo Progress4What percentage of deliveries reach customers inperfect order?8.9%8.6%100%17.7%76 - 99%32.6%25.3%16.0%51 - 75%18.0%526 - 50%22.8%Greater than 98%96 - 98%91 - 95%26.5%23.6%Less than 26%80 - 90%Less than 80%Describe your customer’s satisfaction with your overall performance:1.7%5.2%Strong loyalty to our products due to ongoing trust in our organization's people and capabilitiesPreference for our products by virtue of price, quality and delivery performance46.0%Indifferent to buying our product or the competitors'47.1%Threatens to pull business because we don't match the competition1.3%Page 3

Systemic Continuous Improvement, continuedAchieves recurring enterprise-wide productivity gains that exceed the competition.6By what percentage has productivity (i.e. value add) improved over the past three years?5.0%1.0%Greater than 100%12.9%76 - 100%48.1%33.0%51 - 75%26 - 50%Less than 25%7What best describes your measurement system for reviewing return from process improvements?12.4%15.3%Regular monitoring and review of company-specific metrics by CEO and senior staffwith transparency and clarity throughout the organizationRegular monitoring and review of company-specific metrics by CEO and senior staff22.7%28.2%Company-specific metrics monitored regularly by operations staffAd hoc monitoring of basic measures and ad hoc reviews21.4%No measurement system per se or reviewsPage 4

Extended Enterprise ManagementLeverages a flexible network of suppliers and partners to provide competitive advantages of speed,cost and quality.1Rate the importance of supply chain managementand collaboration to your organization’s successover the next five years:2Rate your organization’s progress towardworld-class supply chain management .3%9.4%Highly Important21.8%AverageSomewhatGood Progress25.6%40.3%Not Important3World-Class ProgressAverage ProgressSome ProgressNo ProgressHow is your supply chain a competitive advantage in terms of flexibility and speed to the marketplace?4.7%17.5%35.8%Strategic suppliers and customers are active participants in our operations,continuous improvement and product development efforts and participatefully in strategic planning, identifying and responding to new marketsStrategic suppliers and customers are active participants in our operations,continuous improvement and product development effortsSuppliers regularly measured on cost, quality and delivery performanceas well as total acquisition cost and “soft” qualities (e.g. trust, flexibility)31.5%10.4%Suppliers regularly measured on cost, quality and delivery performanceas well as total acquisition costSuppliers regularly measured on cost, quality and delivery performance4What best describes your measurement system for reviewing return from supply chain management andcollaboration?5.7%Regular monitoring and review of company-specific metrics by CEO and senior staffwith transparency and clarity throughout the organization14.7%28.6%Regular monitoring and review of company-specific metrics by CEO and senior staffCompany-specific metrics monitored regularly by operations staff18.3%32.8%Ad hoc monitoring of basic measures and ad hoc reviewsNo measurement system per se or reviewsPage 5

Sustainable Product and Process DevelopmentIntegrates environmental best practices into company operations and product development tomaximize competitive advantage.1Rate the importance of green/sustainability toyour organization’s success over the next fiveyears:2Rate your organization’s progress toward worldclass green/sustainability:2.3%11.6%15.7%Highly %3Average433.7%More than 10%0.2%More than 50%13.8%6 - 10%26 - 50%1 - 5%10 - 25%84.7%Less than 1%What percentage of your products (by salesvolume) are completely recyclable/reusable?6What best describes your measurement systemfor green/sustainability efforts?2.1%8.8%100%90 - 99%16.6%8.2%10.7%55.7%76 - 89%51 - 75%Less than 50%Less than 10%1.3%1.3%5Some ProgressWhat is your annual reduction in energy per unitof product output?1.4%49.4%Good ProgressNo Progress7.9%7.5%World-ClassAverage ProgressNot ImportantWhat percentage of your workforce is dedicatedto reducing energy, material or emissions in youroperations?35.3%21.7%8.8%7.8%20.0%61.3%Regular monitoring andreview of company-specificmetrics by CEO and seniorstaff with transparencyand clarity throughoutthe organizationRegular monitoring andreview of company-specificmetrics by CEO andsenior staffCompany-specific metricsmonitored regularly byoperations staffAd hoc monitoring of basicmeasures and ad hoc reviewsNo measurement systemper se or reviewsPage 6

Global EngagementSecures business advantages through people, partnerships and systems capable of engagingglobal markets, talent and resources.1Rate the importance global engagement to yourorganization’s success over the next five years:2Rate your organization’s progress towardbecoming a world-class global player:4.4%21.1%Highly Important19.6%ImportantAverage20.9%18.3%34.1%Good ProgressAverage ProgressSome Progress31.3%Not ImportantBy what percentage has dollar volume of salesoutside the United States changed in the pastthree years?29.0%18.5%Somewhat20.2%World-Class16.8%4No ProgressIn how many countries outside the UnitedStates does your organization have sales and/ordistribution facilities?8.7%3.1%4.8%15.8%Greater than 100%More than 1051 - 100%6 - 1026 - 50 %77.0%23.7%1-562.9%NoneLess than 25%1.3%1.3%5What best describes your measurement system for reviewing return from global engagement?2.7%Regular monitoring and review of company-specific metrics by CEO and senior staffwith transparency and clarity throughout the organization13.1%Regular monitoring and review of company-specific metrics by CEO and senior staff7.9%16.5%59.8%Company-specific metrics monitored regularly by operations staffAd hoc monitoring of basic measures and ad hoc reviewsNo measurement system per se or reviewsPage 7

Going ForwardWith respect to the six attributes of Next Generation Manufacturing, Wisconsin businessesanswered the following question:To what extent does your geographic region in Wisconsin have the support services, peer groups, trainingopportunities and resources available to support the following?110.1% 10.3%20.9%26.1%Full SupportEngaged people/human capital acquisition,development and retention:6.5%9.0%Full SupportGood SupportNo SupportSuperior process/improvement focus:413.8%28.9%8.0%Good Support27.0%29.1%33.0%34.4%No Support6No SupportGlobal Engagement:5.4%Full Support11.6%20.7%Full SupportGood SupportGood SupportAverage SupportAverage SupportMinimal Support30.4%31.9%No SupportThe NGM Wisconsin Manufacturing Study was prepared under an award from the U.S. Department of Commerce Economic Development Administration,EDA Project # 06-79-05144.Disclaimer: This publication was prepared by the MPI Group for the Wisconsin Manufacturing Extension Partnership. The statements, conclusions, andrecommendations are those of the author(s) and do not necessarily reflect the view of the Economic Development Administration.2601 Crossroads Drive, Suite 145Average SupportMinimal Support6.7%14.8%Full SupportGood Support23.1%Minimal SupportGreen/sustainability:16.5%No Support7.5%Average Support33.3%Average SupportSupply chain management and collaboration:Full Support17.2%Good SupportMinimal Support31.7%6.7%523.5%29.4%Average SupportMinimal Support32.7%32Customer-focused innovation:Madison, WI 53718-7923 Phone: 877-856-8588 Email: results@wmep.orgMinimal SupportNo Support

World-Class Performance Scorecard Customer-Focused Innovation Delivers new and better customer solutions at a faster pace than the competition. Rate the importance of customer-focused innovation to your organization’s success over the next five years: What best describes your measurem

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