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CATEGORIES
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Leadership Sales and Distribution Purchasing Operational Execution Rate of Improvement Employee Innovation Service and Growth
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PROFIT/GROWTH
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Growth Profit Profit Profit Profit/Growth Growth Growth
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CHAPTER TEN
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To improve profitability, key measurements are highlighted to maintain visibility of the profitability. These measurements are Purchasing, Operational Execution, and Sales and Distribution. Other measurements highlighted to drive growth include Leadership, Employee Innovation, and Service and Growth. Leadership establishes a process for recognizing employee excellence and extraordinary effort; employees innovate new solutions, products, or services; and customer service understands customers and their present and future needs. Accordingly, the leadership drives the growth, and the executive team manages the profitability. One must establish drivers for both profitability and growth. Without profitability no growth can be sustained, and without growth no business can survive. Therefore, both growth and profitability must be managed with equal vigor. Considering the pressures from the stock market for quarterly performance and high expectations, many companies have achieved significant results by maintaining profitability as well as growth. Fortune magazine s 2002 Global Most Admired Companies for Financial Soundness include ExxonMobil, Wal-Mart, Intel, Microsoft, Home Depot, General Electric, United Parcel Service, Walgreen s, and Citigroup. The leaders at these companies, including the boards of directors, are responsible for setting the right expectations in terms of the profitability and growth over a period of time, rather than maximizing the profits and stock value in the short term, which can bankrupt the company in the long term. Their communication with internal and external stakeholders establishes the desired expectations and builds confidence in the company for the long term.
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BUSINESS PERFORMANCE INDEX (BPIn)
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For the BPIn, measurements can be broken down into profit and growth categories, as shown:
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PERFORMANCE, PROFITABILITY, AND STANDARDS
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MEASUREMENTS
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Employee Recognition Profitability Rate of Improvement Recommendations per Employee Total Spending/Sales Suppliers Defect Rate Operational Cycle Time Operational Sigma New Business Customer Satisfaction
PROFIT/GROWTH
Growth Profit Profit/Growth Growth Profit Profit Profit Profit Growth Growth
Additional measurements are monitored at the departmental and process levels. These include a larger number of measurements for leadership in order to promote innovation and profitability. The BPIn measurements were identified based on analysis of several companies that have experienced losses, profits, and growth. These companies have implemented various measurements without considering them as elements of a scorecard. No one set of measurements or scorecard can fit all situations. Before a business establishes a performance measurement system, the leadership must determine what it expects to accomplish with a scorecard and what measurements will help achieve those goals. Even then, the performance measurement system must be dynamic and amended as needed to tune the performance in terms of its rate of growth and profitability. Once the business determines what set of measurements it will use, the next question is, What are the established standards or acceptable performance levels Each company must have its own acceptable standards based on its strategy and resources. Figure 10-6 shows a range of performance measurements that can be examined to establish a set of standards for a company. Any statistical analysis of variation in performance
CHAPTER TEN
Measurements Category Abbreviation LNP Category Performance Significance Guidelines 15 0.2% - 25 0.5% - 50 2% - 75 >5% - 100 15 2% - 50 4% - 60 8% - 80 >12% - 100 20 <20% - 50 30% - 60 40% - 80 >50% - 100 10 0.5/Emp - 50 1/Emp - 60 2/Emp - 70 >5/Emp - 100 5 >60% - 30 45% - 50 35% - 75 <25% - 100 5 3 - 25 4 - 50 5 - 75 6 - 100 5 >50% - 25 40% - 50 25% - 75 <10% - 100 5 <3 - 25 4 - 50 5 - 75 >6 - 100 10 20% - 25 30% - 50 40% - 75 50% - 100 10 80% - 60 85% - 70 90% - 80 100% - 90
1. Employee Recognition (% of employees)
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