Transcript 50 ways - David Parmenter

Reporting KPIs to improve performance
Presented by David Parmenter
waymark solutions limited
March 2010
Website: www.davidparmenter.com
Email: [email protected]
A ‘top ten’ performance management
book on amazon.com for over two years
Amazon link on www.davidparmenter.com
Are your performance measures improving
performance?
1. our performance measures are not working – and we do
not have a balanced scorecard
2. our performance measures are not working – we have a
balanced scorecard approach
3. our performance measures are working - and we do not
have a balanced scorecard
4. our performance measures are working - we have a
balanced scorecard approach
5. cannot comment - do not know
How familiar are you with David
Parmenter’s work?
1. first event, and no familiarity with his work
2. first live event, but have read his book
3. familiar with some of his web casts but not
read his book
4. familiar with some of his web casts and his
KPI book
How familiar are with the data
visualization experts?
1. familiar with the work of Stephen Few and
Edward R. Tufte
2. aware of authors but have not read their work
3. not heard of these authors / presenters
Who are your report designers – your
data visualization experts?
1. a task left to the ‘young guns’ in the team
responsible for the new report
2. normally left to the qualified accountants / IT
specialists
3. all reports are reviewed by a design team who
are familiar with the latest thoughts on
visualization design
4. do not know
The ‘winning KPIs’ webcasts on
www.bettermanagement.com
1. Introduction to winning KPIs (Aug 09)
2. Implementing KPIs - A 12-Step Process
3. Implementing KPIs in Smaller Orgs (<200 Staff)
4. Finding your organization’s critical success factors
5. Balanced scorecard in 16 weeks not 16 months
6. Getting started or restarted with winning KPIs
7. Revitalizing a floundering balanced scorecard with winning
KPIs
8. ‘Winning KPIs’ – two question and answer sessions
9. “Sorting the wheat from the chaff – finding your wining KPIs
10. Reporting KPIs to improve performance
Common features of reporting
performance measures (PMs)
 low level or clarity of measures
 many quarterly or further out e.g. annual staff
satisfaction
 same PMs reported to management and Board
 little or no impact on the organisation e.g. does not
stimulate action
 many staff not aware of them / do not understand
them
 too many of them are financial
To report performance measures you need to:
 understand your organisation’s CSFs – CFSs help
you find your KPIs, determine what to report etc
 realize that not all measures are KPIs
 understand the concepts of Hoshin Kanri /
balanced scorecard
 the characteristics of ‘winning’ KPIs
 understand the latest thinking on information
visualization
 understand the flaws of performance measure
reporting applications
The hierarchy of success factors
Timely
Critical
arrival and
success
departure
factors
of planes
Success
factors
Next step see
webcast
‘finding your
organisation’s
CSFs’
How strategy and the CSFs work together
Performance:
Organizations'
Individuals
Strategy
/Teams / Divs
Strategic initiatives
Organisation
CSFs
New business
created
Business as usual: doing
what we do every day better
Four types of performance measures
KRIs
peel the skin to
find the PIs
PIs&RIs
peel to the core
to find the KPIs
KPIs
Hoshin Kanri / balanced scorecard
Hoshin Kanri
Balanced scorecard
Quality objectives and measures
Customer focus
Cost objectives and measures
Financial
Delivery objectives and measures
Internal process
Education objectives and
measures
Learning and growth
Both of these approaches should be augmented by :
Employee satisfaction
Employee satisfaction
Environment and community
Environment and community
Read: ‘Balanced scorecard and Hoshin Kanri: dynamic
capabilities for managing strategic fit’ by Witcher and Chau
http://www.uea.ac.uk/~mg597/downloads/papers/2007b.pdf
The characteristics of KPIs






non financial measures (not expressed in Pds,$s etc)
measured frequently e.g. daily or 24 by 7
acted upon by CEO and SMT
clearly indicate what action is required by staff
are measures that tie responsibility down to a team
have a significant impact e.g. affects more than one CSF
and BSC perspective
 they encourage appropriate action e.g. positive impact on
performance
Next step
see webcast ‘Introduction to winning KPIs’
Top 4 sellers on information visualization
Source: Amazon
1.
2.
3.
4.
Show Me the Numbers:
Designing Tables and Graphs
to Enlighten by Stephen Few
The Visual Display of
Quantitative Information by
Edward R. Tufte
Information Dashboard Design: The
Effective Visual Communication of
Data by Stephen Few
Now You See It: Simple Visualization
Techniques for Quantitative Analysis
by Stephen Few
Stephen Few’s resources
 Go to http://www.perceptualedge.com/library.php
 I recommend:
•
•
•
•
common pitfalls in dashboard design
With Dashboards- formatting and layout definitely matter
Dashboard design for real-time situations awareness
Dashboard design for rich and rapid monitoring
 www.perceptualedge.com/files/GraphDesignIQ.html
and do his design test
#1: Exceeding the boundaries of a single screen
Source: www.perceptualedge.com
#3: Displaying excessive detail or precision
Source: www.perceptualedge.com
#5: Choosing inappropriate graphs
Source:
www.perceptualedge.com
#11: Cluttering the screen with useless decoration
Source: www.perceptualedge.com
The common flaws in performance
measure reporting applications
 Applications designed by freshly minted MBAs
•
•
•
•
lack of grey hair (workface experience)
largely self taught
attracted by the latest ‘geek’ techno innovation
based on other applications that are also built by – FM
MBAs
 Lack understanding of the rules set out clearly by
the thought leader Stephen Few
 Matrix management – every thing is meant to
neatly fit together – cascade down etc
The foundation stones of performance
measure reporting
 follow best practice display techniques
 monthly reports never changed anything
 reporting needs to reflect materiality – if annual
sales are over $200m then YTD sales of
$119,534,000 should be reported as $220m
 measuring less is better (10/80/10 rule)
 measures tested for behavioural impact before they
are reported
The foundation stones of performance
measure reporting #2
 measures linked to the CSFs of the organisation
 do not let technology dominate over substance
 suitable for the audience – do not give detail
measures to the Board
 use of the ‘Toyota A3’ page with graphs and
commentary
 report that is relevant and what is actionable to the
reader
 set graph standards for the whole organisation
My thoughts of graphs
 be consistent - graph standards maintained for at
least six months
 show trend analysis - over at least the past 15 to
18 months
 only year-to-date graphs should start off at the
beginning of the year.
 show the acceptable range - changing over time
to indicate expected improvements.
 keep graphs simple - clear even to an untrained
eye (e.g., I question waterfall, radar, and threedimensional graphs
My thoughts of graphs #2
 make them quick to update - in a system that enables
swift updating (completed by day 3 post-month-end)
 make them accessible key graphs should be accessible
to all staff via the intranet
 do not show a budget line – it is an arbitrary
apportionment of the annual plan
 show key turning points - insert notes on the graphs
explaining major turning points.
 insert a title that is meaningful to the reader - “Return on
capital employed (ROCE) is recovering”
My thoughts of graphs #3
 use color wisely - I use a light-yellow background and
to use color to highlight what is important
 use gridlines - four or five light-gray gridlines will
enable the reader to estimate the numbers
 established for red, amber, green
• if over 10% of target and over $xxx then red or green
• if within 10% and over $xxxx then amber if negative
 every report should have a commentary – in bullet
points
24 by 7 reporting
Late planes over 2 hours
Time:
Statistics of last stop
Flight
number
BA1243
BA1244
BA1245
BA1246
BA1247
BA1248
BA1249
Total
How
late
02:15
02:15
02:15
02:15
02:15
02:15
02:15
Expected
arrival
time
21:45
21:45
21:45
21:45
21:45
21:45
21:45
arrived
late
01:45
01:45
01:45
01:45
01:45
01:45
01:45
left late
02:15
02:15
02:15
02:15
02:15
02:15
02:15
time
added
00:30
00:30
00:30
00:30
00:30
00:30
00:30
Contact details
region
manager
name
Pat
xxxxxxx
xxxxxxx
xxxxxxx
xxxxxxx
xxxxxxx
xxxxxxx
Current
time at
location
18:45
19:45
20:45
21:45
22:45
23:45
00:45
No. of late planes over 1 hour
30 day
30 day
last 30
ave. of
ave. of
work mobile Home
days
last 3
last 6
months
months
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
5
6
7
8
9
10
11
4
4
4
4
4
4
4
7 planes
 intranet based
 contact details of follow-up by CEO, SMT etc.
 enough details for staff and management to action
4
4
4
4
4
4
4
Top five KPIs
Weekly report xx xxxx 20xx
Top 5 indicators
Target
Result
Xxxxxxx xxxxx xxxxx (see graph below)
Xxxxxxx xxxxxxx xxxxxxx.
Xxxxxxx xxxxx xxxxx (see graph below)
Xxxxxxx xxxxxxx xxxxxxx..
Issues:
1000
900
800
700
No. of xxx
Weekly reporting of
top 5 KPIs to the
SMT
Xxxxxxx xxxxx xxxxx (see graph below)
600
500
Actions to be taken:
400
300
200
100
S ep-00
Jul-00
12 Month Rolling Total
A ug-00
Jun-00
A pr-00
May-00
Mar-00
Jan-00
Feb-00
Dec-99
Oct-99
Nov-99
0
Target
Issues:
120%
Rate (%)
80%
60%
Actions to be taken:
40%
20%
S ep-00
Jul-00
A ug-00
Target
Jun-00
May-00
A pr-00
12 Month Rolling Total
Mar-00
Feb-00
Jan-00
Dec-99
Nov-99
0%
Oct-99
Month Actual
Issues:
12%
10%
8%
Actions to be taken:
6%
4%
2%
98 Actual
97 Actual
98 Budget
Hurdle Rate
Sep-00
Aug-00
Jul- 00
Jun- 00
May- 00
Apr -00
Mar - 00
Feb-00
Jan- 00
Dec-99
Oct- 99
0%
Nov-99
 could be something very
simple in word
 often best to wait before you
buy an application
 enough details for CEO,
SMT to action
100%
Rating
Dashboard example
Sales
dashboard
by
Stephen
Few
Source: www.perceptualedge.com
30
Reporting team
performance
measures
Scorecard of an
IS function
Customer focus
Help desk
Extract 1
Projects S
Current
Target
4
6
Project 1
Programme visits to managers
Service requests outstanding (faults, works
requests) at month end
Service requests closed in month
24
15
650
550
Project 4
% Fixed by Help Desk from 1st call
70%
65%
Project 5
Initiatives underway based on satisfaction
survey
None
by 30/6/02
Project 6
Project 2
Project 3
Project 7
Services outages (>5 people &
>1hour)
Average Mainframe Response Time
Current
Target
Project 9
1 sec
<0.75 sec
None
<1hr/mth
30mins / 2
<1hr/mth
Servers (file and print)
None
<1hr/mth
Servers (website)
None
<1hr/mth
This cycle
Target
4
12
2
6
Student management system
ISSP
Programme visits to managers
Presentations of ISSP to managers
Project 10
Project 11
Outage time per month / # of times
Systems union accounting system
Project 8
Project 12
0%
Internal ca
Internal process
Current
Target
100%
100%
3
<4
Rolling checks on C drives
25
40
Our ability to deliver
Current
Target
44%
60%
55%
65%
45
150
Current
Target
Projects in progress
7
<8
Reports/documents still in draft mode
15
<5
Progress on major IS capex
projects
Project
value $k
Status
Disaster recovery
Backup every night
Months since last back-up tested at remote
site
% of jobs completed on time on budget
% of time of developers spent on high
priority / high value work
Staff trained to use xxxxxxx
Completions
xxx
495
xxx
145
xxx
970
Projects Status
xxxx
xxxx
xxxx
xxxx
0%
Done
25%
50%
75%
100%
Percentage complete
On-Track
Behind
Risk of Non-Completion
Extract 3
IS team satisfaction
current
target
1
>2
0
>2
No. of formal staff recognitions made in the month
Staff functions planned for in next three months
Financial
IS Function Expenditure
600
450
300
150
Annual Plan
Actual Cumulative
Forecast Cumulative
Last Year
Dec xx
Nov xx
Oct xx
Sep xx
Aug xx
Jul xx
Jun xx
May xx
Apr xx
Mar xx
Feb xx
Jan xx
0
Icon report
to staff
 could be
something very
simple in word
 icons used
instead of
numbers
 could use CSFs
instead of BSC
perspectives
Summary A3 Board Dashboard
Monthly summary of
operations
Staff satisfaction
80%
Expense to Revenue ratio
60%
40%
50%
30%
40%
20%
20%
20%
10%
Div 1
Actions to be taken:
Budget
Div1
Mar-07
Dec-06
40
30
20
10
Div2
Jan-07
Mar-07
Feb-07
Nov-06
Dec-06
Oct-06
Sep-06
0
Aug-06
Jul-06
Apr-06
Mar-07
Jan-07
Feb-07
Oct-06
Sep-06
Aug-06
Jul-06
Apr-06
Jun-06
Mar-06
Feb-06
Dec-06
YTD Forecast
650
550
% Fixed by Help Desk from 1st call
70%
Initiatives underway based on satisfaction
survey
Help desk
None
Student management system
Project 4
by 30/6/02
30mins / 2
<1hr/mth
None
<1hr/mth
Projects Status
Project 6
Current
Target
Project 7
4
Project 1
6
Project 8
Project 2
24
15
Project 9
Project 3
Project650
10
550
Project70%
11
65%
Project
12
None
by 30/6/02
0%
Rolling checks on C drives
25
Rolling 12 months
Teams
Current
Disaster recovery
Current
This cycle Target
Developing
Intellectual
Capital Learning
Financial
Programme visits to managers
4
12
Our ability to
deliver Presentations
Succession
plans 6(IT management)
Current
Target
Current
Target
of ISSP
to managers
2
Internal capability
100%
Target
5
8 / month
0
2 per year
1
40%
2
2 per year
60%
4
80%
0
4
Current
& Growth
Target
Current
Action to be taken:
Dec-01
Sep-01
Jun-01
Mar-01
Reports/documents still in draft mode
15
Progress on major IS capex
projects
Project
value $k
150
Target
% spent of this year's technology capital expenditure (YTD)
500
<8
Planned Cumulative
<5
400
Financial
Forecast
Cumulative
IS Function
2 per year
4
Target
0
4
Current
Target
2
5
25
34
5
10
8%
10%
Actual Cumulative
Expenditure
Profile
300
Peoplesoft system
80
PC replacement programme
65
Research management system
45
Disk storage upgrade
30
Status
200
100
0
Planned Cumulative
Sep-01
Findings:
12
2 per year
1
2
Jun-01
Action to be taken:
45
0
Current
8 / month
0
Dec-01
30
Completions
Projects in progress
Target
5
Current
Staff with development plans being implemented
Mar-01
Disk storage upgrade
50
Sep-01
PC replacement programmeNumber of staff who have
65 been trained in
EIS
Research management system
45
15
100
Jun-01
Number of staff using EIS
80
Dec-00
SMT
Peoplesoft system
Findings:
100%
Percentage complete
Current
Target
Behind
Risk of Non-Completion
value $k
Mar-01
projects
Dec-00
Sep-00
Jul- 00
Jun- 00
Aug-00
Apr -00
May- 00
Jan- 00
Mar - 00
Feb-00
0%
Dec-99
100%
This cycle
Target
Initiatives
underway
based on satisfaction survey
2 8
4
Project
outages4(>5 people12&
Current
Target
Learning &
Growth
Project 9
Current
Target
Post project
reviews
performed
2
6
Internal capability
Project 10
Average
Response
Time
<0.75 sec
1 sec
40 Mainframe
Reviews
completed
0
4
Total
training days this month
Project 11
Outage time per
month / # of times
Intellectual Capital
Current
Target
Delivery Developing
In-house training courses for IS
staff
Project 12
Systems union accounting
None
<1hr/mth
Successionsystem
management)
Target
2
5
Currentplans (IT
Target
Dec-00
2%
Oct- 99
80%
2
5
500
Total training
this
month
55%
65%
Staff
who have had 2 performance
reviewsdays
in the
last
year
IS Function
Expenditure
Profile
25
34
400
Delivery
training courses for IS staff 5
15
50
Staff with development plansIn-house
being implemented
10
Disaster
300
Current
Target
Number of staff who have been
trained inrecovery
Customer satisfaction survey
45
150
Progress on major IS capex
Project
% spent of this year's technology capital expenditure (YTD)
8%
10%
EIS
100%
100%
Status
Initiatives underway based on satisfaction survey
projects
value $k Backup every night200
Financial
Months since last back-up tested at remote
3
<4
Peoplesoft system
100
Completions 80
Current
Target
site
Post project reviews performed
500
PC replacement programme
65
Projects in progress
<8
Rolling checks on C drives
25
40
Reviews completed
0 12
IS
Function
Expenditure Profile
Research management system
45
Reports/documents still in draft mode
15
<5
400
Developing Intellectual Capital
Disk storage upgrade
30
Our ability to deliver
Succession plans (IT management)
Current
Target
300
of time of developers
spent on high
Progress on major IS%capex
Project
haveCumulative
had 2 performance reviews in the last year
Planned
Cumulative 55%
CumulativeStaff who
Actual
Status
200 Forecast65%
priority / high value work
Actions to be taken:
Nov-99
60%
% of time of developers
high
12 spent on<8
priority / high value work
Reports/documents still in draft mode
15
<5
Number of staff using EIS
4%
Hurdle Rate
40%
Project 8
Projects in progress
8%
98 Budget
Project 7
Current
Target
Customer
focus Percentage completeProjects Status
Project 9
Done
On-Track Current
Behind Target
Risk of Non-Completion
Project 10
Project 1
Average Mainframe Response
Time
<0.75 sec
1 sec
4
6
This cycle Programme
Target visits to managers
Project 11
Project 2
Services outages (>5 people &
None
<1hr/mth
>1hour)
Help desk
ISSP
10%
97 Actual
Project 5
20%
ISSP
100%
100%
Backup every night
Services
Months since last back-up testedProgramme
at remote visits to managers
3
<4
>1hour)
Presentations of ISSP to managers
site
Completions
98 Actual
Project 4
MIS
Team's Scorecard
Project 6
Customer
Student management system
30mins
/ 2 satisfaction
<1hr/mthsurvey
% of time of developers spent on high
0%
20%
55%
65%
Staff who
have had 2
performance
reviews underway
in the last based
year on satisfaction
100%
100%
Backup every night
Initiatives
survey34
Servers (file and print)
None
<1hr/mth
25
priority / high value work
Months since last back-up
tested
at remote
Servers
(website)
<1hr/mth
Number of staff using EIS
15
50
Staff with
implemented
5
10
3 development
<4plans beingNone
Post project reviews performed
Done
On-Track
Number of staff who have been site
trained in
45drives
150
% spent25of this year's 40
technologyReviews
capital expenditure
Rolling checks on C
completed (YTD)
8%
10%
EIS
Issues:
6%
Project 2
65%
Outage time per month / # Service
of timesrequests outstanding (faults, works
24
15
Programme visits to managers
4
12 at month end
Learning
& Growth
requests)
Project 12
Project 3
Systems union accounting system
None
<1hr/mth
Presentations of ISSP to managers
2
6 requests
Internal
Current
Target
Service
closed
incapability
650
550
Student management system
30mins
/month
2
<1hr/mth
Project 4
0%
20%
40% 8 / month 60%
80%
training
days
this month
5
% Fixed by HelpTotal
Desk
from 1st
call
70%
65%
Servers (file and print)
None
<1hr/mth
Project 5
Delivery
In-house
training
courses
for IS staff
0Percentage
2 per year
Initiatives underway
based
on satisfaction
complete
Servers (website)
None
<1hr/mth
Project 6
None
by 30/6/02
Disaster recovery
Current survey
Target
Done
On-Track Project
Risk of Non-Completion
Customer satisfaction survey
1 Behind
2 per year
7
Month Actual
12%
Project 1
MIS
Team's Scorecard
Project 3
Project 5
Customer focus
Programme visits to managers
Service&requests
outstanding Target
(faults, works
Services outages (>5 people
Current
requests) at month end
>1hour)
Service requests closed in month
Average Mainframe Response Time
<0.75 sec
1 sec
% Fixed by Help Desk from 1st call
Outage time per month / # of times
Initiatives underway based on satisfaction
Systems union accounting system
None
<1hr/mth
survey
Our ability to deliver
S ep-00
Jul-00
Jun-00
A ug-00
May-00
Jan-00
A pr-00
Mar-00
Feb-00
Oct-99
Dec-99
50
0
YTD Actual
Oct-06
0
New product 2
0%
Nov-99
70
60
5
20%
Target
80
5,000
40%
12 Month Rolling Total
Mar-06
Jan-07
Mar-07
Feb-07
Nov-06
Dec-06
Jul-06
Oct-06
Sep-06
Aug-06
Apr-06
Jun-06
Mar-06
May-06
Feb-06
Mar-07
10,000
2
1
New product 1
New product 3
Actions to be taken:
100
90
15
10
3
6
15
ISSP
20,000
Target
4
24
Servers (website)
Reported accidents
Projects Status
Current
Programme visits to managers
Service requests outstanding (faults, works
requests) at month end
Service requests closed in month
Servers (file and print)
15,000
May-06
Rate (%)
60%
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x
xxxxxxxx x xxxxxxxxxxxx xxxxxxxxx
xxxxxxxxxxx xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx x xxxxxx xx
xxxxxxxxx
20
25,000
4
0
80%
NPBT Year to date
35,000
Customers group A
Customers group B
Customers group C
30,000
6
5
Nov-06
100%
7
Sep-06
Issues:
120%
Value of new business $ms
8
Aug-06
Target
Jul-06
Jul-00
S ep-00
Jun-00
12 Month Rolling Total
A ug-00
May-00
Jan-00
A pr-00
Mar-00
Feb-00
Oct-99
Dec-99
Nov-99
0
Apr-06
100
Jun-06
200
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x xxxxxxxx
x xxxxxxxxxxxx xxxxxxxxx xxxxxxxxxxx
xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx
x xxxxxx xx
May-06
400
300
Jan-07
500
Mar-07
No. of xxx
700
600
Target
Minister/
Board
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x
xxxxxxxx x xxxxxxxxxxxx xxxxxxxxx
xxxxxxxxxxx xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx x xxxxxx xx
xxxxxxxxx
Feb-07
800
Actual
Div 3
Nov-06
900
Div 2
Dec-06
SMT/ Ops
weekly
Issues:
1000
Dec-06
Jun-06
Sep-06
Mar-06
Xxxxxxx xxxxxxx xxxxxxx.
Xxxxxxx xxxxxxx xxxxxxx..
0%
0%
Jun-06
0%
10%
Sep-06
10%
Xxxxxxx xxxxx xxxxx (see graph below)
Help desk
30%
30%
Xxxxxxx xxxxx xxxxx (see graph below)
Customer focus
Forecast Cumulative
Dec-01
60%
40%
Xxxxxxx xxxxx xxxxx (see graph below)
MIS Team's Scorecard
50%
50%
Jun-06
Rating
Mar-06
Result
Feb-06
Target
Top 10% of customers satisfaction
80%
70%
70%
60%
Top 5 indicators
Monthly Team
scorecards
Dashboard for Board - March 2007
Top five KPIs
Weekly report xx xxxx 20xx
May-06
Daily / weekly KPI
reports
Actual Cumulative
Findings:
Action to be taken:
Late planes over 2 hours
Time:
Statistics of last stop
Flight
number
BA1243
BA1244
BA1245
BA1246
BA1247
BA1248
BA1249
Total
No. of late planes over 1 hour
30 day
30 day
Expected
region
Current
How
arrived
time
last 30
ave. of
ave. of
arrival
left late
manager
time over
at
mobile Home
Late
planes
2work
hours
late
late
added
days
last 3
last 6
time
name
location
Time:
months
months
Statistics of last stop
Contact details
No. of late planes over 1 hour
304day
30 day
02:15
21:45 Expected
01:45
02:15
00:30 Pat
18:45 Current
xxxxx xxxxx
xxxx
5
4
region
Late
planes
over
2
hours
Flight
How
arrived
time
ave.
ave. of
02:15
21:45
01:45
02:15
00:30
19:45
xxxxxat xxxxxwork
xxxxmobile 6Home last
4 30
4 of
arrival
left
late xxxxxxx
manager
time
number Time:
late
late
added
days
last
last 6
02:15
21:45
01:45
02:15
00:30 xxxxxxx
20:45 location
xxxxx xxxxx
xxxx
7
4
4 3
time
name
months
months
Statistics
of last stop21:45
Contact
details
No.
over 1 hour
02:15
21:45
01:45
02:15
00:30
xxxxxxx
xxxxx xxxxx
xxxx
8
4
4of late planes
30 day
30 day
02:15
21:45
01:45
02:15
00:30 xxxxxxx
22:45
xxxxx xxxxx
xxxx
9
4
4
region
Current xxxxx
BA1243
02:15
21:45 Expected
01:45 arrived
02:15xxxxxxx
00:30 Pattime
18:45
xxxx
4 of
Flight
How
last
ave.
ave. of
02:15
21:45
01:45
02:15
00:30
23:45
xxxxx
xxxxxxxxxx
xxxx
10
45
44 30
left00:30
late xxxxxxx
manager
time at xxxxx
workxxxx
mobile Home
BA1244
02:15
21:45 arrival
01:45
02:15
19:45
4 3
number
late
late xxxxxxx
added
days
last
last 6
02:15
21:45
01:45
02:15
00:30
00:45
xxxxx
xxxxxxxxxx
xxxx
11
46
44
time
name
BA1245
02:15
21:45
01:45
02:15
00:30 xxxxxxx
20:45 location
xxxxx xxxxx
xxxx
7
4
4
months
months
BA1246
21:45
01:45
02:15
00:30 xxxxxxx
21:45
xxxxx xxxxx
xxxx
8
4
4
7 planes02:15
BA1247
02:15
21:45
01:45
02:15
00:30 xxxxxxx
22:45
xxxxx
9
4
4
BA1243
02:15
21:45
01:45
02:15
00:30 Pat
18:45xxxxx
xxxxxxxxx
xxxxx
xxxx
5
4
4
BA1248
02:15
21:45
01:45
02:15
00:30 xxxxxxx
23:45
xxxxx
10
4
4
BA1244
02:15
21:45
01:45
02:15
00:30 xxxxxxx
19:45xxxxx
xxxxxxxxx
xxxxx
xxxx
6
4
4
BA1249
02:15
21:45
01:45
02:15
00:30 xxxxxxx
00:45
xxxxx
11
4
4
BA1245
02:15
21:45
01:45
02:15
00:30 xxxxxxx
20:45xxxxx
xxxxxxxxx
xxxxx
xxxx
7
4
4
BA1246
02:15
21:45
01:45
02:15
00:30 xxxxxxx
21:45
xxxxx xxxxx
xxxx
8
4
4
Total
7 planes
BA1247
02:15
21:45
01:45
02:15
00:30 xxxxxxx
22:45
xxxxx xxxxx
xxxx
9
4
4
BA1248
02:15
21:45
01:45
02:15
00:30 xxxxxxx
23:45
xxxxx xxxxx
xxxx
10
4
4
BA1249
02:15
21:45
01:45
02:15
00:30 xxxxxxx
00:45
xxxxx xxxxx
xxxx
11
4
4
Total
7 planes
Contact details
SMT/ Ops
daily
Weekly Team rpt
Staff
Weekly progress update
1
2
3
4
5
Week-2
Week-1
Target (mth)
0
1
6
0
7
0
6
Teams
<8
12
15
<5
0
0
5 by 30/6/xx
Proactive visits to managers
No. of staff recognitions made
Projects in progress
Reports/documents still in draft mode
Initiatives underway based on satisfaction
survey
7
Suggested next steps
 listen to my earlier webcasts and read my articles on
www.bettermanagement.com
 acquire my whitepapers and templates from
www.davidparmenter.com
 buy the book “Key Performance Indicators – developing,
implementing and using winning KPIs”
 access Stephen Few’s work (articles, papers, books)
 link with an external expert to find your orgnaisation’s CSFs
workshop
John Wiley & Sons have published
Amazon link on www.davidparmenter.com
Thank you for participating
in this web seminar
John Wiley & Sons have published
Amazon link on www.davidparmenter.com