Quailitin\'s ICG KPI System

$: Quailitin\'s ICG KPI System$
ICGp en 1.2

ICG – KPIs management methodology, partner presentation

Practical solutions for VISIBLE RESULTS

ICG KPIs management methodology

ICGp_en 1.2

ICGp en 1.2

Introduction

How the ICG KPI system works

Content

Who is QualitinOverview of the Methodology

CONTENT

Practical session on the system

Our recent actions to develop in the UK

Competition FieldBusiness Model

Plan next stepsNew developments

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A LITTLE BIT ABOUT QUALITIN

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!

Our Mission:

“To work side by side with committed leaders for the achievement of their goals through simple and focused on results management methods.”

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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

19971999

20012003

20052007

20092011

-

1,000

2,000

3,000

4,000

5,000

6,000

2012 split

ConsultancySoftware

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SOME OF OUR CLIENTS

http://qinn.com.br/index2.php

http://qinn.com.br/index2.php

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SOME OF OUR PARTNERS

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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)

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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)

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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)

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MAN

AGEM

ENT

standardsTO

P M

ANAG

EMEN

T

goals Defining priorities

Reaching goals

OPE

RATI

ON

good productsAssuring quality

OVERVIEW Outside Future

MSSTRATEGY BSC

PLANS KPI

MONITORING STANDARDS

67 Basic Concepts

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WHY ANY KPI METHODOLOGY?

Clear directionClear direction Align all organization and focus on the resultsThe best way to bring Strategy to life

AccountabilityAccountability Each manager knows what’s expected of them

SimplicitySimplicity Centralized repository of information Focused on results, not on means

5 Basic Concepts

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WHY THIS KPI METHODOLOGY?

VisualVisualEasy to understandEveryone using the same language

Forward lookingForward looking When discussions are about actions and

expectations rather than just reporting what happened, it becomes a Management tool

Highlight “Key” KPIs

Highlight “Key” KPIs

Faster and more productive KPI meetings Prioritize what is relevant and needs immediate

attention

7

Sustainable growth

Sustainable growth

Discipline of tracking as the plan and the “game changers” is implemented.

Drives Continuous Improvement.

Basic Concepts

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MEETINGS STRUCTURE

This manager:•Presents: 5 KPI•Manages: 15 KPI•His team manages: 60 KPI•Total managed: 80 KPI

Why this methodology

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TEC1

Complaints

Sales

Client satisfaction

Production

WHAT DO I NEED TO DO

NOW?

How it works

HOW IT WORKS

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TEC1


NOW?

Complaints

Sales

Client satisfaction

Production

HOW IT WORKS

How it works

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NOW?

Complaints

Sales

Client satisfaction

Production

HOW IT WORKS

How it works

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WHAT CAN WE

GUARANTEE?


NOW?

ACTION

ACTION

ACTION PLAN

WHAT DO I NEED TO

IMPROVE?

Complaints

Sales

Client satisfaction

Production

HOW IT WORKS

How it works

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WHY PROCESS RANGE

Management by KPIs

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= GreenNormal result, nothing to do(Service Level Agreement)

=

=Leader

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 indicator with his/her immediate superior; represents the agreement of process delegation level)

Management by KPIs61

HOW IT WORKS

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Ano ant.

Ano ant.

jan fev mar abr mai jun jul ago set out nov dez jan fev mar abr mai jun jul ago set out nov dez0

5

10

15

20

25

30

35

40

Year(-2)

Year(-1)

jan feb mar apr may jun jul aug sep oct nov dec jan feb mar apr may jun jul aug sep oct nov dec

Indicator: aftersales complaints – Measurement Unit: number of complaints/ month


BUILDING INDICATORS

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Ano ant.

Ano ant.

jan fev mar abr mai jun jul ago set out nov dez jan fev mar abr mai jun jul ago set out nov dez0

5

10

15

20

25

30

35

40

Year(-2)

Year(-1)

jan feb mar apr may jun jul aug sep oct nov dec jan feb mar apr may jun jul aug sep oct nov dec

Indicator: after sales complaints – Masurement Unit: number of complaints/ month


FACT – CAUSE - ACTION

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FACT CAUSE ACTION C/E WHO WHEN

3 complaints abovethe upper normality

limit

ACTION ON EFFECT OR SYMPTOM: Removes the effect, but offers no guarantee that the problem won’t happen again due to the same cause.e.g. Redo, retrain.

ACTION ON CAUSE OR PROCESS: Removes the cause, keeping the problem from happening again for the same reason.

Increase no-breakcapacity

C Peter Mar 20


Server instabilityMeeting with person

in charge of the sector

Louis Feb 12E

6 server instability problems above

average normality

Instability in the electricity network

FACT – CAUSE - ACTION

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FACT CAUSE ACTION C/E WHO WHEN

3 complaints abovethe upper normality

limit

Increase no-breakcapacity

C Peter Mar 20


Server instabilityMeeting with person

in charge of the sector

Louis Feb 12E

6 server instability problems above

average normality

Instability in the electricity network

Fix connector with problem E Peter Mar 20Connector were not well

fixed

Review and change all other connectors like this,

where neededC Peter Mar 20Poor quality of the

connector

FACT – CAUSE – ACTION

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The process’ voice meets the client’s voice


MANAGING GOALS

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Process’ voice meets the client’s voice

Process’ voice doesn’t meet the client’s voice


MANAGING GOALS

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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 Planor 5W2H


MANAGING GOALS

ICGp en 1.2Management by KPIs77

WHAT WHY HOW/WHERE HOW MUCH

WHO WHEN

Action plan: To:From:Delivery process review Mar Jun

PeterSoftware XYZ implementation

Improve SLA by 25%On all delivery sites 60 Mar-15th

Team training Following XYZ model John Mar-31st

Pilot testing approval

1 month on LATAM unit Mark Apr-30th

ACTION PLANS - 5W2H

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IMPROVE MAINTAIN


5W2H

MANAGING PRIORITIES

ICGp en 1.2Management by KPIs

10 =120

FORECAST

BUDGET5

15

20

FORECASTVALUE

% - LOWERMARGIN

% - UPPERMARGIN

120120120120

83

INDICATORS FOR THE YEAR

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What can I expect for the next months?

Management by KPIs

10

5

15

20

83

12011912096

INDICADOR FOR THE YEAR

ICGp en 1.2Management by KPIs

10

5

15

20 The manager already knows what to do?

83

12096

120120

INDICATORS FOR THE YEAR

ICGp en 1.2ICG tool overview97

KPIs DASHBOARD OVERVIEW

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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

https://icg.qinn.com.br/

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COMPETITION FIELD (software)

Attributes• • • • • • • •

Competitors• PowerPoint + Excel• Work.com• SAP• BI systems• • • •

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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%

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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

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NEXT STEPS

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QINN - PRODUTOS PARA QUALIDADE TOTAL LTDARua Fabrício Pilar 740 / 206Porto Alegre - RS BRASIL / CEP 90.450-040 Fone/fax : +55 51 - 3330.7771E-mail [email protected] - Website: www.qinn.com.br

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About Gerdau Group

http://www.gerdau.com.br/relatoriogerdau/2011/ra-br/download/RA2011-GERDAU-ParteI-GestaoCorporativa.pdf

http://ojs.c3sl.ufpr.br/ojs2/index.php/ret/article/viewfile/27318/18197

The Gerdau Factor"Gerdau is one of the most lucid and entrepreneurs tuned to the Brazilian challenges: competitiveness, streamlining and efficiency,“http://www.istoedinheiro.com.br/noticias/96688_O+FATOR+GERDAU

“Quality Inn, by its largely accumulated experience over the years, has developed a quality management approach absolutely differentiated. The understanding of the statistical concept for managing processes with all its 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 enterprises or institutions. Thus, any investment in training of teams 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

Quailitin\'s ICG KPI System

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