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Peter Drucker identified the need for new tools in managing business performance in the information age today.*According
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*Harvard Business Review on Measuring Corporate Performance, Harvard Business School Press, Boston, 1998.
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to his new paradigm, a business is a generator of resources, a link in an economic chain, an organ of society, and a creator of the material environment. He lists the following tools that generate information for executives in order to manage the business: Activity-Based Costing (ABC). To ensure the best return on investment, the need for each process is questioned, and the total cost must be managed. ABC shows the impact of each activity on the total cost. Costs of the Entire Process Chain. Because it emphasizes cost-based pricing in relation to pricing-based costing and other related processes, this tool requires a close relationship with suppliers, including sharing information and sometimes using the same accounting standards. Information for Wealth Creation. Most common accounting systems track costs instead of wealth creation. For executives to make informed decisions, they need four types of information: 1. Foundation information. These are measurements such as receivables outstanding more than 6 months, cash flow and liquidity projections, total receivables, and sales. 2. Productivity information. This includes the economic value of all costs, plus the cost of capital, production, and service workers, and processes in the value stream. 3. Core competence information. This is the information needed to identify a business s core competencies as well as its competency for innovation. 4. Resource allocation information. This includes conventional measurements, such as return on investment, payback period, cash flow, discounted present value, ratio of opportunity, and risks, to allocate capital or human resources. Outside Information. Because the environment outside a business affects its performance, information about markets, customers, technology, taxes, social legislation, distribution
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channels, and intellectual property rights needs to be organized. Accordingly, organization is a cost center, while the outside environment is the profit center. Drucker implies that as circumstances change, innovative measurements are needed to monitor business performance.
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SIPOC ANALYSIS FOR CONSTRAINTS
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Business circumstances have changed greatly since Drucker first described his system. With the commercialization of the Internet, implementation of quality management systems such as ISO 9000, and shrinking profit margins, a business can be seen as a system in itself. Remember, a business is really a collection of processes, such as production, service, quality, purchasing, sales, and management processes. Just as any process needs to be optimized for best performance, the business process itself needs to be optimized for profitability. One effective Six Sigma tool for analyzing the business process is SIPOC (Suppliers, Inputs, Process, Outputs, and Customers), as seen in Figure 4-1. There may be several suppliers (up to several thousand), inputs (up to several thousand), processes (up to several dozen), outputs (up to many products or services, and hundreds of related characteristics), and customers (several groups). The SIPOC analysis shows that a business can have hundreds of constraints. Each constraint can contribute either to improving profitability or to creating waste, adversely affecting profitability. The challenge for management is to ensure that all these many variables or activities perform at an acceptable level. To fine-tune the performance of the processes, businesses need to create and monitor measurements that will illustrate the impact on profitability. Historically, organizations have excellent systems for monitoring financial results; however, they often lack good monitoring of internal processes, including the leadership process. When the profit margins are acceptable and the business is profitable, the need for internal process measurement is easily
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Inputs 100% acceptable material Process Leadership and management processes (communication, auditing, management reviews) Data analysis and reporting Production/service delivery processes Recognition Benefits management Training Purchasing Marketing Sales Customer Service Documentation management Calibration process More Output Product Customers Business customers
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