Quailitin\'s ICG KPI System
- 1. ICG – KPIs management methodology, partner presentation ICG KPIs management methodology ICGp en 1.2 ICGp_en 1.2
- 2. CONTENT Introduction Who is Qualitin Overview of the Methodology How the ICG KPI system works Practical session on the system Competition Field Business Model Our recent actions to develop in the UK New developments Plan next steps Content ICGp en 1.2
- 3. A LITTLE BIT ABOUT QUALITIN Our Mission: “To work side by side with committed leaders for the achievement of their goals through simple and focused on results management methods.” Our Policies: To be recognized by our clients as an useful, reliable and helpful partner. To provide the best return to everybody as a result of our clients’ success. To work as a team with dynamic people in a friendly environment and respecting individualities. To actively collaborate to the National Movement for Quality as the best way to promote a better future for society. Our greatest reward is our clients’ success! ICGp en 1.2
- 4. OUR HISTORY • Founded in 1996 by Claus Jorge Suffert and his son Jorge Eduardo Suffert • Claus’ experience in companies such as Petrobras and Gerdau • Implementation of Quality program at Gerdau • Brazilian Quality and Competitiveness Movement • Transition to become a methodology provider rather than a services provider 6,000 5,000 2012 split 4,000 3,000 Consultancy 2,000 Software 1,000 - 2012 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 ICGp en 1.2
- 5. SOME OF OUR CLIENTS http://qinn.com.br/index2.php ICGp en 1.2
- 6. SOME OF OUR PARTNERS ICGp en 1.2
- 7. CLIENT TESTIMONIALS “The KPI process has permitted a single tool to focus our team on set priorities with common definitions, clear measurement and a simple approach. You remove confusion and focus on the data. Once the measures are clear there is no hiding from the facts. Overtime, the goals truly represent the critical issues for the business as you shape your measures to align with where your time and effort is aligned. The strategic mapping process definitely brings together the long term focus and simple alignment to improve employee understanding and engagement. “ (Jim Fick - Experian’ Decision Analytics Global FD) ICGp en 1.2
- 8. CLIENT TESTIMONIALS “The KPI system we have implemented in EMEA is a great business management tool. Though there are improvements in the process we can still apply (e.g. standardise and simplify), the system is becoming part of our 'culture' with benefits for all stakeholders. I strongly support it.” (Marco Benvenuto – Experian’ EMEA Credit Services MD) ICGp en 1.2
- 9. CLIENT TESTIMONIALS “Now that the KPI system has been embedded and adopted across DA we are starting to see real benefit from the system....it enables us to focus on the main areas of that business that need attention and not waste time on those areas that are progressing well. I think it has taken a little time to get to this position but we are there now .... we are now starting to realise the real benefits of the system and use it as a management tool rather than an admin overhead.” (Gary Wood – Experian’ UK&I Decision Analytics MD) ICGp en 1.2
- 10. OVERVIEW Outside Future MANAGEMENT goals TOP Defining priorities STRATEGY MS BSC MANAGEMENT standards Reaching goals PLANS KPI OPERATION good products Assuring quality MONITORING STANDARDS 67 Basic Concepts ICGp en 1.2
- 11. WHY ANY KPI METHODOLOGY? Align all organization and focus on the results Clear direction The best way to bring Strategy to life Accountability Each manager knows what’s expected of them Centralized repository of information Simplicity Focused on results, not on means 5 Basic Concepts ICGp en 1.2
- 12. WHY THIS KPI METHODOLOGY? Faster and more productive KPI meetings Highlight “Key” KPIs Prioritize what is relevant and needs immediate attention Easy to understand Visual Everyone using the same language When discussions are about actions and Forward looking expectations rather than just reporting what happened, it becomes a Management tool Discipline of tracking as the plan and the “game Sustainable changers” is implemented. growth Drives Continuous Improvement. 7 Basic Concepts ICGp en 1.2
- 13. MEETINGS STRUCTURE This manager: •Presents: 5 KPI •Manages: 15 KPI •His team manages: 60 KPI •Total managed: 80 KPI Why this methodology ICGp en 1.2
- 14. HOW IT WORKS Sales Client satisfaction WHAT DO I NEED TO DO NOW? Production Complaints TEC1 How it works ICGp en 1.2
- 15. HOW IT WORKS Sales Client satisfaction WHAT DO I NEED TO DO NOW? Production Complaints TEC1 How it works ICGp en 1.2
- 16. HOW IT WORKS Sales Client satisfaction WHAT DO I NEED TO DO NOW? Production Complaints How it works ICGp en 1.2
- 17. HOW IT WORKS ACTION Sales ACTION PLAN Client satisfaction WHAT CAN DO I NEED TO DO WE NEED TO GUARANTEE? NOW? IMPROVE? Production ACTION Complaints How it works ICGp en 1.2
- 18. WHY PROCESS RANGE Management by KPIs ICGp en 1.2
- 19. HOW IT WORKS = Green Normal result, nothing to do (Service Level Agreement) Yellow (Blue) = Abnormal result, requires manager action (Fact-Cause- Action) = RED Abnormal result, beyond the delegation limit agreed upon by the person in charge of the Leader indicator with his/her immediate superior; represents the agreement of process delegation level) 61 Management by KPIs ICGp en 1.2
- 20. BUILDING INDICATORS Indicator: aftersales complaints – Measurement Unit: number of complaints/ month 40 35 30 25 20 15 10 5 0 Year Year jan feb mar apr may jun Ano Ano fev abr mai jul aug sep out nov dec jan feb mar apr may jun ago set oct dez fev abr mai jul aug sep out nov dec ago set oct dez (-2) (-1) ant. ant. 111 Management by KPIs ICGp en 1.2
- 21. FACT – CAUSE - ACTION Indicator: after sales complaints – Masurement Unit: number of complaints/ month 40 35 30 25 20 15 10 5 0 Year Year jan feb mar apr may jun Ano Ano fev abr mai jul aug sep out nov dec jan feb mar apr may jun ago set oct dez fev abr mai jul aug sep out nov dec ago set oct dez (-2) (-1) ant. ant. 113 Management by KPIs ICGp en 1.2
- 22. FACT – CAUSE - ACTION FACT CAUSE ACTION C/E WHO WHEN 3 complaints above Meeting with person the upper normality Server instability in charge of the E Louis Feb 12 limit sector 6 server instability Instability in the problems above Increase no-break C Peter Mar 20 electricity network capacity average normality ACTION ON EFFECT OR SYMPTOM: ACTION ON CAUSE OR Removes the effect, but offers no PROCESS: guarantee that the problem won’t Removes the cause, keeping happen again due to the same cause. the problem from happening e.g. Redo, retrain. again for the same reason. 113 Management by KPIs ICGp en 1.2
- 23. FACT – CAUSE – ACTION FACT CAUSE ACTION C/E WHO WHEN 3 complaints above Meeting with person the upper normality Server instability in charge of the E Louis Feb 12 limit sector 6 server instability Instability in the problems above Increase no-break C Peter Mar 20 electricity network capacity average normality Connector were not well Fix connector with fixed problem E Peter Mar 20 Poor quality of the Review and change all connector other connectors like C Peter Mar 20 this, where needed 113 Management by KPIs ICGp en 1.2
- 24. MANAGING GOALS The process’ voice meets the client’s voice 75 Management by KPIs ICGp en 1.2
- 25. MANAGING GOALS Process’ voice meets the client’s voice Process’ voice doesn’t meet the client’s voice 75 Management by KPIs ICGp en 1.2
- 26. MANAGING GOALS Process’ voice meets the client’s voice Process’ voice don’t meets the client’s voice The manager already have a plan that reachs the goal Action Plan or 5W2H 75 Management by KPIs ICGp en 1.2
- 27. ACTION PLANS - 5W2H Action plan: Delivery process review From: Mar To: Jun WHAT WHY HOW/WHERE HOW WHO WHEN MUCH Software XYZ On all delivery Improve SLA by 25% 60 Peter Mar-15th implementation sites Following XYZ Team training John Mar-31st model Pilot testing 1 month on Mark Apr-30th approval LATAM unit 77 Management by KPIs ICGp en 1.2
- 28. MANAGING PRIORITIES IMPROVE MAINTAIN 5W2H 79 Management by KPIs ICGp en 1.2
- 29. INDICATORS FOR THE YEAR 120 120 20 % - UPPER 15 MARGIN FORECAST FORECAST VALUE 10 =120 5 BUDGET % - LOWER MARGIN 83 Management by KPIs ICGp en 1.2
- 30. INDICADOR FOR THE YEAR 120 96 119 20 What can I expect for the next months? 15 10 5 83 Management by KPIs ICGp en 1.2
- 31. INDICATORS FOR THE YEAR 120 96 120 20 The manager already knows what to do? 15 10 5 83 Management by KPIs ICGp en 1.2
- 32. KPIs DASHBOARD OVERVIEW 97 ICG tool overview ICGp en 1.2
- 33. PRACTICAL SESSION • Login https://icg.qinn.com.br • Company: Trial • User: _____ • Password • Overview of the system, tabs, kpis. • KPI and KPI settings • Measurements • Integration with external systems • Charts • FCAs • Action Plans • Actions management ICGp en 1.2
- 34. COMPETITION FIELD (software) Attributes Competitors • • PowerPoint + Excel • • Work.com • • SAP • • BI systems • • • • • • • • ICGp en 1.2
- 35. BUSINESS MODEL – CLIENT POINT OF VIEW Objective: Productivity increase through a focused on results planning and management discipline. Client type for a 20 managers implementation: £ 8M annual revenue and/or 120 Employees organization Typical project size: 40K (2k per manager) - £ 3k - Training - £ 13k - KPIs definition (strategy and process mapping) - £ 19k - Cultural changing effort - £ 7K - Software Results: With 1% productivity increase, ROI can be 360% ICGp en 1.2
- 36. BUSINESS MODEL – PARTNER POINT OF VIEW Objective: Increase solutions’ portfolio and team’s occupation with value added solution. Scenario: 15 projects (20 managers) - £ 500k - Consultancy Revenue - £ 45K – Software commission - £ 250K - Consultants payroll - 2 senior - 3 junior - £ 80K - Sales effort - £ 50K - Utilities and Admin - £ 165K - Profit ICGp en 1.2
- 37. NEXT STEPS ICGp en 1.2
- 38. QINN - PRODUTOS PARA QUALIDADE TOTAL LTDA Rua Fabrício Pilar 740 / 206 Porto Alegre - RS BRASIL / CEP 90.450-040 Fone/fax : +55 51 - 3330.7771 E-mail qinn@qinn.com.br - Website: www.qinn.com.br ICGp en 1.2
- 39. About Gerdau Group The Gerdau Factor “Quality Inn, by its largely accumulated experience over the most lucid and "Gerdau is one of the years, has developed a quality management approach absolutely differentiated. The challenges: entrepreneurs tuned to the Brazilian understanding of the statistical concept for managing processes with all efficiency,“ competitiveness, streamlining and its http://www.istoedinheiro.com.br/noticias/96688_O+FATOR+GERDAU tools has made Quality Inn contribute significantly, creating increased efficiency and productivity for companies it supports. Quality Inn has been supporting not only the business sector but also organizations on the first and third sectors. I'm convinced that quality management, and the concept of managing processes with all instrumental, has been definitive in winners http://ojs.c3sl.ufpr.br/ojs2/index.php/ret/article/viewfi investment in training of teams enterprises or institutions. Thus, any le/27318/18197 leveraging this technology has been one factor that leads to differentiation, assuming a competitive and globalized scenario. Is enough to say that the best companies in the world use to this technology.” Jorge Gerdau Johannpeter http://www.gerdau.com.br/relatoriogerdau/2011/ra- br/download/RA2011-GERDAU-ParteI- GestaoCorporativa.pdf ICGp en 1.2
Editor's Notes
- #4: From top left…First RowLeopoldinaJuvenil – Posh social and tennis club from our townArtmededitora – Translates technical booksOi – Bigger telecom in BrazilAutotravi – Industry Renner Textil (blue) – Textile industryLojas Renner (red) – Big Store Chain, with stores all over BrazilSecond RowProjetos & Projetos – Small architects officeSindiatacadistas – Commercial associationFundacaoTenis – Association which helps poor children teaching them Tennis and keeping them away from streets and bad influence…Inbrape – Industry ABRH-RS – Association of HR professionals Gremio – The biggest and best Footbal club ever ;-) Sheraton Porto Alegre – Needs to be explained?? Centro Clinico Gaucho – Health Care Insurance plan, they also run some Hospitals and etc… Novus – Industry of high tech communications devicesThird RowMoinhos Shopping – Important Shopping center on our town, associated with Sheraton Porto AlegreBrasfumo – Brazilian association of _______ producers Seival – out of business….we should remove it!! But it was a small future investment market traderCaptter – Small recruitment company Blue Tree Towers – Another Hotel NET – Big cable TV, internet and telephone providerForth Row IGT – Tennis Institute, focused on preparing competitive athletes with excelent potential to play tennis.Eleva – Diary food company…don’t’ open, also going to the wrong address JGB – Personal protection clothes and gloves industryDigicon – Big electronics IndustryFundimisa – Metal industry Excelsior – Food industryPanamericana – Another branch from Artmed, focused on continued education for Doctors Portiere – Kitchen and closets assemblerFoernges – Chain of opticiansFifth RowFecomercio CPB – Houses and infrastructure buildersMaiojama – Asset managers and building buildersPolisportRedemaqIntelbras – Telephone, mobiles and notebook industrySixth RowViemar – Old car parts industry ExperianJornal do Comercio – Local especialized newspaper Selenium – Loudspeaker industryGlobalnovaTozziniFreire – Advocates office (solicitors?) Big…
- #5: Qualidade RS – Association focused to improve Quality and Productivity on Southern BrazilInovare Consult – ?Orchestra – Group of consultants with complimentary skillsSin Brasil – Group of consultantsMBC – ‘Competitive Brazil Movement’ organization focused to improve quality on Brazilian Public SectorExcelent Match - ?Resultare – Innovation Consultancy