Presentation is loading. Please wait.

Presentation is loading. Please wait.

Belmont University’s Center for Professional Development www.WestbrookStevens.com © 2003, Westbrook Stevens LLC All Rights Reserved 1 Performance Measures.

Similar presentations


Presentation on theme: "Belmont University’s Center for Professional Development www.WestbrookStevens.com © 2003, Westbrook Stevens LLC All Rights Reserved 1 Performance Measures."— Presentation transcript:

1 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 1 Performance Measures

2 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 2 darn Tip: Understand and Appreciate Performance Measures

3 PIC and Belmont University’s Center for Professional Development Presents © 2003, Westbrook Stevens LLC All Rights Reserved 3 Why Measure

4 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 4 "You cannot manage what you cannot measure." Tuttle, T.C.; "Strategic Performance Measurement", Conference Proceedings: Sixth Annual National Conference on Federal Quality, Federal Quality Institute, President's Council on Management Improvement, American Society for Quality Control, Association for Quality and Participation, and Quality & Productivity Management Association, 1993, pp WHY MEASURE?

5 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 5 To understand and improve P&Q, it must be measured. Measurements of both efficiency and effectiveness must be done to make decisions concerning problems with the service organization. Stanleigh, M.; "Accounting for Quality", CA Magazine, Volume 125, October 1992, pp WHY MEASURE?

6 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 6 Why Measure? The Benefits! 1.Enhance Ability to Recognize and Reward Extraordinary Individual Performance 2.Enhanced Capacity for Individual Cooperation 3.Satisfied Customers 4.Effective and Satisfied Employees 5.Continuous Process Improvement 6.Increased Profits 7.Enhanced Reputation 8. Innovation 9.Effective Management

7 PIC and Belmont University’s Center for Professional Development Presents © 2003, Westbrook Stevens LLC All Rights Reserved 7 Seven Steps of Performance Measures Story Related to The DOE and Performance Measures

8 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 8 A Systematic Approach to Measuring. Step 1: Know Principles and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information

9 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 9 What make sports/work fun?  Everyone Knows The Rules  Everyone Knows the Score Step 1: Know the Measuring Principles and Objectives Victor Dingus of Tennessee Eastman in 1990

10 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 10 Measure what is important.  Concentrate on the main strategic priorities. Several things may be important  so a "family of measures" will allow different, even conflicting objectives to be considered. Step 1: Know the Measuring Principles and Objectives Thor, C.G., "Performance Measurement in a Research Organization," Productivity and Quality Management Frontiers -III, edited by Sumanth, Edosomwan, Sink, and Werther Institute of Industrial Engineers.

11 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 11 Measuring Principles Continued  A system of measures must be used to avoid suboptimization of elements. Salemme, T.; "Establishing Metrics for Service Based Work", Conference Proceedings: Sixth Annual National Conference on Federal Quality, Federal Quality Institute, President's Council on Management Improvement, American Society for Quality Control, Association for Quality and Participation, and Quality & Productivity Management Association, 1993, pp

12 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 12 Measures are useless if the results are not used as feedback to someone. Step 1: Know the Measuring Principles and Objectives Thor, C.G., "Performance Measurement in a Research Organization," Productivity and Quality Management Frontiers -III, edited by Sumanth, Edosomwan, Sink, and Werther Institute of Industrial Engineers.

13 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 13 Measuring Principles Continued Simple, usable metrics, must be developed "You have to measure things that are basic. If it's not simple, not easily understood, nor easily tracked, then don't bother measuring it because nobody will ever use it." Shycoff, D.B.; Key Criteria for Performance Measurement, Comptroller of the Department of Defense, Directorate for Business Management, Gould, L.; "Measuring Business Reengineering is Part of Its Success", Managing Automation, May 1993, pp

14 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 14 Should Not Be Used To Punish

15 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 15 Problems To Avoid Superfluous data to continue improvement; Parameters not selected viewed as unimportant; Misconception that everything must be measured; Easily measurable, not what is important; Focus on the measurements and not processes; Discredited if not sophisticated; Redundant or elaborate systems can erode respect; and Not involving everyone can cause resistance.

16 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 16 A Systematic Approach to Measuring. Step 1: Know Principles and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information

17 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 17 Step 2:Know the Organizational Goals The starting point of measurement is a set of clear organizational goals. "The principle purpose of performance measures is to gauge progress against stated program goals and objectives, presupposing that the strategic program objectives are known." Shycoff, D.B.; Key Criteria for Performance Measurement, Comptroller of the Department of Defense, Directorate for Business Management, 1992.

18 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 18  Find the system and ask if it is doing what it is suppose to do.  Improving Customer Relations  Measuring the amount of desk time will likely work against the amount of time spent with the customer. Peter M. Senge, The Fifth Discipline, The Art & Practice of The Learning Organization, Currency Doubleday, 1994 Laws of the Fifth Discipline Systems Thinking Make sure the system ensures what you want done. Connect Everything to Goals

19 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 19 Review of Goals Tree Highest Goals Division Goals Product Goals Personal Goals

20 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 20 A Systematic Approach to Measuring. Step 1: Know Principles and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information

21 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 21 Step 3:Select and Weigh The Criteria  Keep the END in Mind  What are the important Criteria related to the Goals?  1st Effectiveness  2nd Efficiency

22 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 22 Specific Internal Criteria for Measuring Q&P  Getting a Report out quicker -- is only efficiency  Examples Criteria:  Goal: Improve or Maintain Customer Satisfaction (both internal and external),  Quality  Cost  Speed Story Related to Government Performance Measure Facilitation

23 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 23 A Systematic Approach to Measuring. Step 1: Know Principles and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information

24 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 24 Step 4: Select the Performance Indicators Step 4.1Look at one Criteria at a time, Step 4.2List Potential Indicators, Step 4.3Screen the Indicators, Step 4.4Rate the Indicators, and Step 4.5Start with the Highest.

25 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 25 GOOD Performance Indicators Benchmark Target Actual Time

26 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 26 A Systematic Approach to Measuring. Step 1: Know Principles and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information

27 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 27 Step 5: Collecting Data Methods Qualitative Quantitative OR

28 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 28 A Systematic Approach to Measuring. Step 1: Know Principles and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information

29 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 29 A Systematic Approach to Measuring. Step 1: Know Principles and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information

30 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 30 Start and Improve "Begin with a reasonable set of metrics and refine them as data is collected and experience is gained; do not insist on the "perfect" set of metrics at first." Salemme, T.; "Establishing Metrics for Service Based Work", Conference Proceedings: Sixth Annual National Conference on Federal Quality, Federal Quality Institute, President's Council on Management Improvement, American Society for Quality Control, Association for Quality and Participation, and Quality & Productivity Management Association, 1993, pp

31 Belmont University’s Center for Professional Development © 2003, Westbrook Stevens LLC All Rights Reserved 31


Download ppt "Belmont University’s Center for Professional Development www.WestbrookStevens.com © 2003, Westbrook Stevens LLC All Rights Reserved 1 Performance Measures."

Similar presentations


Ads by Google