Performance excellence
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YR 2013. Performance Excellence. Strategic Planning & the Balanced Scorecard Strategy in Action!!. The Balanced Scorecard. Lean Model / Strategic Planning / BSC. Performance Excellence. Strategic Planning Process.

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Performance Excellence

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Performance excellence

YR 2013

Performance Excellence

Strategic Planning & the Balanced Scorecard

Strategy in Action!!


Performance excellence1

The Balanced Scorecard

Lean Model / Strategic Planning / BSC

Performance Excellence


Performance excellence2

Strategic Planning Process

The Strategic Planning Process has been formally documented and inputted into the Quality Management System.

This document is numbered 1033.

1033 is an auditable procedure.

Performance Excellence


Performance excellence3

Core

Ideology

Purpose

Why we exist –

Beyond making money

To reduce the potential danger to human life by ensuring the integrity of our customers' products

To be the leading NDT and Surface finishing company in the world

Core Values

The few essential tenets that is non-negotiable within the organization, timeless and unchanging.

Strategic Planning Process

September Timeframe

Honesty, Integrity and Responsibility,

Service FocusedTreating People with Respect, Dignity, and Fairness

Commitment to Excellence,Individual and Team Initiative,Personal and Team Safety

Vision

The Strategic Planning starts with;

the purpose of the Organization

the Vision

Mission

Core Values

Quality System.

These documents and values define the heart of the organization and who they are. They are critical to the foundation of the Strategic Business Planning Sessions.

Mission

A competitive World Class Organization utilizing Continuous Improvement methodologies and Employee Involvement in support of our Core Values and meeting Customer’s Expectations and our Financial Commitment to the Stakeholders

Performance Excellence


Performance excellence4

Strategic Planning Process

September Timeframe

X-Ray Industries, Inc.

Annual Strategic Business Planning Session

(Annual)

Sept Timeframe

X-Ray Industries

Strategic Rocks

X-Ray Industries

Action Plans To Support Initiatives

As illustrated through the process flow Strategic Rocks are developed at the Corporate level and are assigned deadlines and targets. (these rocks are measured / monitored using the Balanced Scorecard (BSC)).

This process takes place in September and is presented to the Business Unit Leaders during a SBP meeting lasting 3 – 5 hours.

Business Unit Leaders have the opportunity to ask questions for clarification of the rocks and get direction for the upcoming year.

X-Ray Industries

Balanced Scorecard

Performance Excellence


Performance excellence5

Strategic Planning Process

September Timeframe

X-Ray Industries, Inc.

Annual Strategic Business Planning Session

(Annual)

Sept Timeframe

X-Ray Industries

Strategic Rocks

X-Ray Industries

Action Plans To Support Initiatives

  • At the conclusion of the Annual September meeting held by Corporate, the Business Unit Leaders are assigned a date in which they must present their Strategic Planning Initiatives to support Corporates direction.

  • These initiatives include:

  • Safety

  • Quality

  • People / Human Resources

  • Performance Excellence

  • Cost Management

  • Financial

  • Strategic Growth

  • Systems Requirements

X-Ray Industries

Balanced Scorecard

Business Units

Strategic Business

Planning Session

Business Unit

Identifies Performance Indicators to support BSC

Performance Excellence


Performance excellence6

Strategic Planning Process

September Timeframe

Business Unit Action Plans to support Initiatives

Business Units

Initiatives

  • Every initiative has an action plan identifying

  • Action

  • Champion

  • Date Open

  • Date Closed

  • PE Category

  • Status

  • Comments / Results

Performance Excellence


Performance excellence7

Strategic Planning Process

Quarterly Report Outs

Every Business Unit conducts a formal Midyear review, members of the Corporate Team Participate in order to see progress and offer assistance to ensure BU success.

Performance Excellence


Performance excellence8

Strategic Planning Process

Report Card

The above graphic illustrates a report card that will grade each Business Unit on their performance as it relates to the Strategic planning and the Initiatives.

Performance Excellence


Performance excellence

Core

Ideology

Purpose

Why we exist –

Beyond making money

To reduce the potential danger to human life by ensuring the integrity of our customers' products

To be the leading NDT and Surface finishing company in the world

Core Values

The few essential tenets that is non-negotiable within the organization, timeless and unchanging.

Strategic Planning Roadmap

Strategic Planning Process

Honesty, Integrity and Responsibility,

Service FocusedTreating People with Respect, Dignity, and Fairness

Commitment to Excellence,Individual and Team Initiative,Personal and Team Safety

Mission

A competitive World Class Organization utilizing Continuous Improvement methodologies and Employee Involvement in support of our Core Values and meeting Customer’s Expectations and our Financial Commitment to the Stakeholders

Vision


Performance excellence

Weaknesses

Strengths

Communication top down

Employee Knowledge, understanding the commitment of the core values

Performance Excellence

6S Management By Site

Lack of understanding of the financials

Customer engagement

Performance Reviews (IPP vs Performance measures)

Succession & Development

Resistance to change

Landing new business / opportunities

Personnel documentation (performance, attendance & etc)

Contract Review Process & the understanding of the risks

Reputation

More 1:1 with Business Unit Managers

Forecasting Model

Lack of Training (Cross)

Lack of qualified personnel in the market place (to hire)

Certified Personnel

Employee Loyalty

Nadcap Certifications

Prime Certifications

Quality System

Safety System

Ability to Train Internally

Company Commitment to grow the business

Financial Position

Overall Leadership

Customer Focused

Employee / People Focused

Core Values

Capacity (Multiple Processes)

Synergies Between Business Units

Business Launches (equipment , processes, certifications)

Corporate Support

SWOT

Strategic Planning Process


Performance excellence

Threats

Opportunities

Customer Contracts (Lack of LTA’s)

Economy

Competition

Customer Downsizing/Closings

Customers losing market share

New Competition “players”

Key Individuals leaving the company

Not meeting financial expectations

Escapes (reputation, human life, suspect product)

Lack of Revenue prohibiting raises

Environmental (compliance, spill, waste water)

Silver process that are in our LTA’s

Year – over – Year pricing concessions / demands

Growth in UT (Composites)

Growth in non-core NDT Methods

Performance Excellence

6S Management By Site

Improved Communications

Continuous Improvement

Mid-Level Leadership “from a growth and Learning” perspective

DR / CR in Hampton & Zeeland

Automation in Zeeland

PCC in Cleveland

Additional Business / Acquisitions

Sales focus / Cleveland / Troy / South Carolina

N-Ray Replacement

Leadership Training

Customer Engagement

Capital Investment

Conversion to new processes (RT, CT vs DR &etc)

Growth through additional locations

Better utilization with IT systems(software) training

Better utilizations of Best Practices

Standardization of asset tagging

Better means of forecasting manpower dynamics / trainees

Improve Forecasting Models

Thermography Opportunities (Chromalloy, Alcoa, PCC)

SWOT

Strategic Planning Process


Performance excellence

“Rocks”

Strategic Planning Process

The Strategic Rocks are measured in the Balanced Scorecard as “P2 Strategic Initiatives”.


Performance excellence

3 Year

Metrics

1 Year

Metrics

Date: YR2013

Date: YR2015

“Rocks”

Strategic Planning Process

F1 Revenue:

F2 Operating Income:

F3 Conversion on Sales:

Growth in Revenue

F1 Revenue: $$

F2 Operating Income: $$

F3 Conversion on Sales: %

Key Thrusts (Top 3 – 5)

Key Initiatives (Top 5 – 10)

Pursue growth strategy:

Continue to expand XRI’s footprint

Co-location Model

Stand-alone facilities

Safety Management System

Quality Management System

Human Resources

Performance Excellence / SEA

Cost Containment

Continuous Improvement

Growth

System Requirements

Financial Performance

Technology Enhancements

Grow our markets in Thermography & Training/Consulting

Convert from film to digital when supported by Customers & Primes

Living Performance Excellence and Supplier Excellence Alliance in all divisions throughout X-Ray Industries


Performance excellence

“Rocks”

Strategic Planning Process

X-Ray Industries, Inc. Top 5 Goals

Customer Focus & Quality Management System

Workforce Engagement & Development

Safety & Environment

Growth Opportunities

Achieve Financial Results

  • Vivid Description of the Future

  • Global provider across Industries

  • The go to company in our key services (NDT / Nadcap Special Processes along with Consulting & Training) – the market comes to us based on market and size.

  • Profitable growth through acquisition and expansion into world markets with NDT and Special Processes without compromising our core values.

  • Employer of choice – respects employees and provides for an environment of advancement and development, sense of security, and competitive wages and benefits.


Strategic planning process

The BSC is Designed in-line with the initiatives from the Sept SBP Meeting

Strategic Planning Process


Balanced scorecard

Strategic Planning Process

The Balanced Scorecard

  • The Balanced Scorecard Methodology used at X-Ray Industries, Inc. was developed by Robert Kaplan & David Norton, professors at the Harvard Business School.

  • The concept behind the Scoreboard is to translate Strategic Planning into an actionable model to monitor and measure an organizations performance as it relates to their strategic business planning.

  • There are four perspectives:

  • Financial

  • Customer

  • Process

  • Learning & Growth

However they are measured from the bottom up!

These perspectives are built from the top down!

Measured

Built

Balanced Scorecard


Performance excellence9

Lean Model

The Balanced Scorecard

This model has been designed as our Lean Model as you can see the criteria for Performance Excellence, Supplier Excellence Alliance and the Balanced Scorecard have been aligned.

The lean assessment tools have been identified under the Performance Indicators category, aligning with the Business Plan, BSC, PE.

Performance Excellence


Performance excellence10

Balanced Scorecard (BSC)

The Balanced Scorecard

The 2013 BSC has been designed using the “rocks” that were initiated from the Strategic Business Planning meeting in Sept 2012, and will measure the years Strategic Planning Initiatives as set by the Corporate Team and all Business Units.

Performance Excellence


Performance excellence11

Balanced Scorecard (BSC)

The Balanced Scorecard

Take notice that all BSC perspectives (Financial, Customer, Process and Learning & Growth) have now been clearly aligned with the Performance Excellence criteria.

Performance Excellence


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