We are engaged in a Lean Manufacturing programme for production directed by Vision in Print engineers. From this programme, the main performance indicators are based on Action Logs arising from our lean processes concerned with Responsibility, Accountability, Consult and Inform (RACI).
This gives us KPI data in respect of:
- Print quality - meeting the agreed customer specification
- Non-conformances - where we need to investigate the cause
- Turnaround time - meeting the agreed delivery date (or better)
- Estimating success - converted to a works order
- Deliveries on time - tracked against all our workload
- Producing the job at the price agreed - and comparing actual cost with estimated cost
- Environmentally compliant - ensuring that we have used the best processes to minimise our environmental impact
- Meeting the needs of all our stakeholders - customers, investors, staff, suppliers, and our neighbours in the local community
Our success criteria are measured by the above parameters, to ensure that we meet or exceed the expectations of our customers.
In addition to these, we are concerned about wider measures for the business that include definitions of Key Performance Outcomes and other KPIs. These include the following:
a. Key performance outcomes
- Financial outcomes including:
- dividends
- gross margins
- net profit
- sales
- meeting of budgets
- Non-financial outcomes including:
- time to market
- volumes
- success rates
b. Key performance indicators
- Processes
- performance - utilisation/efficiency
- non-chargeable time
- estimate to order ratios
- comparison of job cost with estimate
- delivery on time
- process improvements
- departmental cycle times
- defect rate/non-conformances
- reduction in waste to landfill
- productivity, overtime & outwork,
- turnaround time
- External resources including partnerships
- supplier performance
- supplier price
- number and value added of partnerships
- number and value added of innovative products and service solutions generated by partners
- number and value added of joint improvements with partners
- partners' compliance with quality and environmental standards
- recognition of partners' contribution
- Financial
- cash flow items
- balance sheet items
- depreciation
- maintenance costs
- return on equity
- return on net assets
- credit ratings
- Buildings, equipment and materials:
- defect rates
- inventory turnover
- utility consumption
- energy saving measures
- utilisation
- Technology:
- reduction in process steps (automation)
- workflow (litho v digital)
- innovation rate
- quality control measures
- value of intellectual property
- training days this year
- Information and knowledge:
- accessibility
- integrity and risk assessment
- relevance
- timeliness
- process mapping to deliver customer value
- sharing and using knowledge
- value of intellectual capital
The use of the MIS to report on these issues is critical to gaining a dynamic view of the business. Our open table approach is to involve all managers to share in our improvement programmes and is highly dependent on the above measurements being recorded in the MIS. The MIS is therefore increasingly important as the data centre for the business and in our continuous improvement approach to delivering customer satisfaction.
