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Measuring Dispatch Performance & Pricing for Success CC-006

Measuring Dispatch Performance & Pricing for Success CC-006

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Measuring Dispatch Performance & Pricing for Success CC-006

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  1. Measuring Dispatch Performance & Pricing for SuccessCC-006 James Wagner jwagner@commandalkon.com Cell 612-991-5912

  2. Measuring Dispatch Performance & Pricing for Success This session outline how dispatch managers should set and measure their Key Performance Indicators (KPIs) and review how your office can "price for success".  Measuring Dispatch Performance & Pricing for Success

  3. Dutch saying? Adding one cup of garbage to a cauldron of soup produces a cauldron of garbage. The person quoting this saying was referring to adding bad data to a warehouse of good data. Measuring Dispatch Performance & Pricing for Success

  4. Dispatch Key Performance Indicators • Three types of Key Performance Indicators (KPIs) to measure for dispatch • Service • Percent on Time • First load each order • Subsequent loads • Efficiency • Quantity/Driver Hour • Driver Utilization • Production • Quantities • Produced • Sold • Dumped • Resold • Average order size • Average load size • All other measures are supporting details of these Measuring Dispatch Performance & Pricing for Success

  5. Posting Your KPIs KPIs are effective only if people know them. Sports have scoreboards Dispatch offices need them Measuring Dispatch Performance & Pricing for Success

  6. Posting Your KPIs • Post your KPIs in the drivers room Lafarge Drivers Room, British Columbia Measuring Dispatch Performance & Pricing for Success

  7. Posting Your KPIs • Post your KPIs in the dispatch office Dufferin Concrete Central Dispatch, Toronto Measuring Dispatch Performance & Pricing for Success

  8. Posting Your KPIs • Post your KPIs in the dispatch office Lafarge Central Dispatch, Albuquerque, NM Measuring Dispatch Performance & Pricing for Success

  9. Posting Your KPIs Post your KPIs on the plant Sierra Ready Mix, Las Vegas, NV Measuring Dispatch Performance & Pricing for Success

  10. Service KPIs • Percent on Time • Measured by first load each order • Measured by target on-job time of each subsequent load • Goal should be >90% of first loads on time • Capture from the On-Time Delivery Report Measuring Dispatch Performance & Pricing for Success

  11. Service KPIs • Percent on Time Select report type and detail Select the tolerance for first ticket and all following tickets Measuring Dispatch Performance & Pricing for Success

  12. Service KPIs • Percent on Time • Due on-job time for each ticket comes from the order schedule. • Accept the time shown by producing a ticket, • Enter another target time, • Press “Calculate” to compute the time, • Exclude from the report. Measuring Dispatch Performance & Pricing for Success

  13. 56 orders on the report 133 tickets on the report 56 first load tickets on the report 77 subsequent tickets on the report On-Time Delivery Report Date dd-mm-yyyy Command Data Inc. Page 1 Time 05:57 On Time Delivery Report (dd-mm-yyyy Tuesday) Summary : Total Orders on Report : 56 Total Tickets on Report : 133 First Tickets on Report : 56 Subsequent Tickets on Report : 77 average average Outside Tolerance : Early (%) minutes Late (%) minutes On Time (%) Unknown (%) All Tickets 9 6.75 14.0 21 15.78 23.1 103 77.44 0 0.00 First Ticket 3 5.36 10.2 12 21.43 25.2 41 73.21 0 0.00 Subsequent Ticket 6 7.79 16.3 9 11.69 20.8 62 80.52 0 0.00 Measuring Dispatch Performance & Pricing for Success

  14. 41 orders were started on time Equals 73.21% of all orders There were no unknown start times 3 orders were started early Equals 5.36% of all orders Average early was 10.2 minutes 12 orders were started late Equals 21.43% of all orders Average late was 25.2 minutes On-Time Delivery Report average average Outside Tolerance Early (%) min Late (%) min On Time (%) Unknown (%) All Tickets 9 6.75 14.0 21 15.78 23.1 103 77.44 0 0.00 First Ticket 3 5.36 10.2 12 21.43 25.2 41 73.21 0 0.00 Subseq Ticket 6 7.79 16.3 9 11.69 20.8 62 80.52 0 0.00 Measuring Dispatch Performance & Pricing for Success

  15. COMMANDperformance • COMMANDperformance is replacing COMMANDexecutive • COMMANDperformance • Uses Cognos to obtain KPI data. • The data can be display on a “dashboard” or in a report. • Cognos permits the customization of the data YOU want. • The KPI data is displayed in “real time” constantly. Did you attend Bob Berryhill’s COMMANDperformance lab (LAB-005) Wed 10:00-12:00 and Fri 13:00-15:00? Measuring Dispatch Performance & Pricing for Success

  16. COMMANDperformance Measuring Dispatch Performance & Pricing for Success

  17. Other Service KPIs • Average minutes or rings until phone call answered • Good target is 80% of phone calls answered in 20 seconds or less than 3 rings • Call volume per hour and per season of year • Number of phone calls dropped These are measurable using an automated phone system Other Service KPIs that COMMANDseries does not measure Measuring Dispatch Performance & Pricing for Success

  18. Calls missed Percentage of calls answered in time Calls answered Active phone lines Number of calls in the queue Time of longest call in queue Automated phone systems display Measuring Dispatch Performance & Pricing for Success

  19. Where to locate Service KPIs • Use the On time report in Time Analysis reports • Use other service reports from outside sources Measuring Dispatch Performance & Pricing for Success

  20. Efficiency KPIs • Quantity/Driver Hour • Measured in cy/hr or m3/hour • National Average Load Size = 7.75 cy 5.90 m3 • Natl. Average Qty/Driver Hour = 2.5 cy/hr 1.9 m3 /hr • Current Qty/Driver Hr = 32% of load size • Your goal should be 40% of average load size • E.g. - 7.70 cy * 40% = 3.08 cy/hr • E.g. – 5.90 m3 * 40% = 2.34 m3 /hr Note, 40% = 1 load/ 2.5 paid driver hours Measuring Dispatch Performance & Pricing for Success

  21. Efficiency KPIs • Average load size • Could be 90% of haul capacity • Current USA average is 7.75 cy loads of fleet size averaging 9.50 cy capacity or 82% Measuring Dispatch Performance & Pricing for Success

  22. Efficiency KPIs • Driver Percent Utilized • Measures how well the driver is utilized by dispatcher • Productive Time is calculated in as: Load + Slump + To Job + Unload + Wash + To Plant Load,Slump and Wash are allowed times from the plant file To Job, Unload and To Plant times are actual times from time analysis Allowed times are used to prevent drivers from becoming more efficient by taking longer to load, slump or wash chutes. Measuring Dispatch Performance & Pricing for Success

  23. Productive Time in minutes Driver Clock Minutes Efficiency KPIs • Driver Percent Utilized • Measures how well the driver is utilized by dispatcher • Productive Time is calculated in as: Load + Slump + To Job + Unload + Wash + To Plant • Percent Utilized is calculated in as: Your goal should be >75% Measuring Dispatch Performance & Pricing for Success

  24. Efficiency KPIs • Capture both Quantity/Hour and Driver Percent Utilized from the Driver Utilization Report • Dispatch>Time Analysis>Time Analysis Reports>Driver Utilization Measuring Dispatch Performance & Pricing for Success

  25. Efficiency KPIs • Capture both Quantity/Hour and Driver Percent Utilized from the Driver Utilization Report • Dispatch>Time Analysis>Time Analysis Reports>Driver Utilization • Use this report to gather these 2 KPIs • Use this report to review individual driver performance compared to overall driver averages Measuring Dispatch Performance & Pricing for Success

  26. Driver Utilization Report This is one of COMMANDconcrete’s most powerful and important analysis tools Measuring Dispatch Performance & Pricing for Success

  27. Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  28. Walter punched in at 0920 and out at 1230 Walter clocked back in at 1300 and out at 1758 Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  29. Walter was on the clock for 8:05 and productive for 5:22 hours 322 minutes ÷ 485 minutes = .66 or 66% Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  30. DRIVER PERCENT UTILIZED Walter was productive (utilized) for 66.0% of the day Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  31. Walter took 0:24 to get ready in the morning Walter took 0:23 to put his truck away at night Walter took a 0:30 break Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  32. Elapsed time is from clock in until loaded. This discourages dispatchers from reducing start up time by ticking early. Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  33. Walter averaged 7.75 cy loads QUANTITY/DRIVER HOUR Walter got 3.59 cy/driver hour Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  34. Time waiting for each ticket and average Total quantity delivered Average load, slump, travel, wait, unload, wash and pour times Driver Utilization Report Measuring Dispatch Performance & Pricing for Success

  35. Driver Utilization Report Bottom summary data of drivers on the report Measuring Dispatch Performance & Pricing for Success

  36. Driver percent utilized = 55% The two drivers were paid 15:51 hours Driver Utilization Report They spent 9:24 hours delivering Measuring Dispatch Performance & Pricing for Success

  37. Driver Utilization Report 1:19 from clock in until ticketed 1:27 hrs from clock in until loading 0:30 minutes on break Measuring Dispatch Performance & Pricing for Success

  38. Driver Utilization Report No time spend deadheading 3.53 yards/driver hour 0:46 minutes on shutdown Measuring Dispatch Performance & Pricing for Success

  39. Driver Utilization Report 0.44 loads per hour 4:43 hours in the yard waiting for a load 8.00 average load Measuring Dispatch Performance & Pricing for Success

  40. Driver Utilization Report 0.44 “Qty/hr /Avg Ld” IS loads per hour. 0:36 waiting to pour Measuring Dispatch Performance & Pricing for Success

  41. #1 waiting in the yard for a load #2 driver clock-in times Driver Utilization Report Where should we concentrate our efforts to reduce dead time? Measuring Dispatch Performance & Pricing for Success

  42. COMMANDperformance – Status time analysis Measuring Dispatch Performance & Pricing for Success

  43. COMMANDperformance – Truck Utilization Measuring Dispatch Performance & Pricing for Success

  44. COMMANDperformance – Truck Utilization Measuring Dispatch Performance & Pricing for Success

  45. COMMANDperformance – Idle time in plant Measuring Dispatch Performance & Pricing for Success

  46. COMMANDperformance – Driver Startup/Shutdown Measuring Dispatch Performance & Pricing for Success

  47. Snapshot Report • Purpose • Provide means to show what happened on an order • Suggested Use • Present to sales or customer when there is a complaint Measuring Dispatch Performance & Pricing for Success

  48. Order information Graphic delivery display Delivery times Snapshot Report Snapshot Report Date dd-mm-yyyy Command Data Inc. Page 1 Time 05:57 Order Snapshot Report (dd-mm-yyyy Tuesday) Sales Purchase Order Analysis Zone Pricing Order Date Order Code Customer Project Code Delivery Address Job Number Code Code Plant ====================================================================================================================================================================== dd-mm-yyyy 1 10000 ABC Construction Inc. 1 410 North Baker Street 10178-95A 3 21-A8 1 9800-11 Order Apply Minimum Schedule Travel Start Schedule Instructions Status Load Charges Product Code Description Plant Rate Type Time Time Quantity Enter thru alley behind heating plant Go [X] [X] 3000 3000#, 3/4 6% AE 1 20 Mins Apart 14 08:00 59.00 Associated Product Item Code Description Order Qty Delv Qty Slump Usage Product Code Description Order Qty Delv Qt 3000 3000#, 3/4 6% AE 59.00 cy 40.00 4 Slab 121 Fiber Mesh 59.00 40.00   Ticket Truck Code Delv Qty 6.....!.....7.....!.....*.....!.....9.....!.....10....!.....11....!.....12....!.....13...!..... 8282 383 10.00 cy ( L-------OOOOOOOOOOOPPPPPPPPWW-----) 8285 386 10.00 cy ( LLLL---OOPPPPPPPWW----) 8290 388 10.00 cy (LL------OOOOOPPPPPPWW----) 8293 376 10.00 cy (LL-----PPPPWW----) -------------------------------------------------------------------------------------------------------------------------------------------------------------------- Printed Load To Job On Job Pour Wash To Plant At Plant Time PerHour 8282 383 1 10.00 cy 06:55 ( 4)06:59 ( 14)07:13 ( 25)07:38 ( 60)08:38 ( 37)09:15 ( 10)09:25 ( 25)09:50 175 3.42 8285 386 1 10.00 cy ( 90)08:25 ( 4)08:29 ( 24)08:53 ( 13)09:06 ( 9)09:15 ( 29)09:44 ( 10)09:54 ( 23)10:17 112 5.35 8290 388 1 10.00 cy ( 15)08:40 ( 3)08:43 ( 12)08:55 ( 24)09:19 ( 25)09:44 ( 31)10:15 ( 8)10:23 ( 20)10:43 123 4.88 8293 376 1 10.00 cy ( 65)09:55 ( 1)09:56 ( 13)10:09 ( 24)10:33 ( 0)10:33 ( 23)10:56 ( 10)11:06 ( 24)11:30 95 6.33 Order Averages: ( 57) ( 3) ( 10) ( 22) ( 24) ( 30) ( 10) ( 23) 126 4.76 -------------------------------------------------------------------------------------------------------------------------------------------------------------------- Measuring Dispatch Performance & Pricing for Success

  49. Snapshot Report Date dd-mm-yyyy Command Data Inc. Page 1 Time 05:57 Order Snapshot Report (dd-mm-yyyy Tuesday) Sales Purchase Order Analysis Zone Pricing Order Date Order Code Customer Project Code Delivery Address Job Number Code Code Plant ====================================================================================================================================================================== dd-mm-yyyy 1 10000 ABC Construction Inc. 1 410 North Baker Street 10178-95A 3 21-A8 1 9800-11 Order Apply Minimum Schedule Travel Start Schedule Instructions Status Load Charges Product Code Description Plant Rate Type Time Time Quantity Enter thru alley behind heating plant Go [X] [X] 3000 3000#, 3/4 6% AE 1 20 Mins Apart 14 08:00 59.00 Associated Product Item Code Description Order Qty Delv Qty Slump Usage Product Code Description Order Qty Delv Qt 3000 3000#, 3/4 6% AE 59.00 cy 40.00 4 Slab 121 Fiber Mesh 59.00 40.00   Ticket Truck Code Delv Qty 6.....!.....7.....!.....*.....!.....9.....!.....10....!.....11....!.....12....!.....13...!..... 8282 383 10.00 cy ( L-------OOOOOOOOOOOPPPPPPPPWW-----) 8285 386 10.00 cy ( LLLL---OOPPPPPPPWW----) 8290 388 10.00 cy (LL------OOOOOPPPPPPWW----) 8293 376 10.00 cy (LL-----PPPPWW----) -------------------------------------------------------------------------------------------------------------------------------------------------------------------- Printed Load To Job On Job Pour Wash To Plant At Plant Time PerHour 8282 383 1 10.00 cy 06:55 ( 4)06:59 ( 14)07:13 ( 25)07:38 ( 60)08:38 ( 37)09:15 ( 10)09:25 ( 25)09:50 175 3.42 8285 386 1 10.00 cy ( 90)08:25 ( 4)08:29 ( 24)08:53 ( 13)09:06 ( 9)09:15 ( 29)09:44 ( 10)09:54 ( 23)10:17 112 5.35 8290 388 1 10.00 cy ( 15)08:40 ( 3)08:43 ( 12)08:55 ( 24)09:19 ( 25)09:44 ( 31)10:15 ( 8)10:23 ( 20)10:43 123 4.88 8293 376 1 10.00 cy ( 65)09:55 ( 1)09:56 ( 13)10:09 ( 24)10:33 ( 0)10:33 ( 23)10:56 ( 10)11:06 ( 24)11:30 95 6.33 Order Averages: ( 57) ( 3) ( 10) ( 22) ( 24) ( 30) ( 10) ( 23) 126 4.76 -------------------------------------------------------------------------------------------------------------------------------------------------------------------- Measuring Dispatch Performance & Pricing for Success

  50. Order Performance Ticketed Traveling Pouring Washing At Plant Loading On job waiting Returning ( ----- LLL OOO PPPPPPP WW ----- ) 6.....!.....7.....!.....*.....!.....9.....!.....10....!.....11....!..... 12....!.....13....!..... ( L------OOOOOOOOOOOPPPPPPPPWW-----) ( LLLL---OOPPPPPPPWW---) (LL-----OOOOOPPPPPPWW----) (LL-----PPPPWW----) Measuring Dispatch Performance & Pricing for Success