The document outlines the goals, strategies, and key performance indicators for an organization called Thessdrive IKE. The objective goal is to provide high quality educational services with a focus on instructor efficiency and productivity as well as high-level customer management. The strategies include establishing integrated planning processes, ensuring data integrity, ongoing education/improvement, and line accountability. Key performance targets are defined for areas like education rates, class sizes, revenue, and efficiency across 2011.
The document outlines the goals, strategies, and key performance indicators for an organization called Thessdrive IKE. The objective goal is to provide high quality educational services with a focus on instructor efficiency and productivity as well as high-level customer management. The strategies include establishing integrated planning processes, ensuring data integrity, ongoing education/improvement, and line accountability. Key performance targets are defined for areas like education rates, class sizes, revenue, and efficiency across 2011.
The document outlines the goals, strategies, and key performance indicators for an organization called Thessdrive IKE. The objective goal is to provide high quality educational services with a focus on instructor efficiency and productivity as well as high-level customer management. The strategies include establishing integrated planning processes, ensuring data integrity, ongoing education/improvement, and line accountability. Key performance targets are defined for areas like education rates, class sizes, revenue, and efficiency across 2011.
The document outlines the goals, strategies, and key performance indicators for an organization called Thessdrive IKE. The objective goal is to provide high quality educational services with a focus on instructor efficiency and productivity as well as high-level customer management. The strategies include establishing integrated planning processes, ensuring data integrity, ongoing education/improvement, and line accountability. Key performance targets are defined for areas like education rates, class sizes, revenue, and efficiency across 2011.
1. Establish a formal and integrated forecasting, planning
and execution process backed up by policies and procedures at all levels of management.
1.1 Establish and define new core competencies.
1.2 Improve integration of software. 1.3 Replace planning cycle (eg. Monthly to weekly buckets)
2. Achieve and maintain data integrity and timeliness for all are affecting planninng and control functions.
2.1 Establish single source of data for planning, execution and accounting. 2.2 Improve data accuracy. 2.3 Establish Data Management function and responsibilities. 2.4 Establish Demand Management function and responsibilities.
3. Implement an on-going education and continuous improvements to accelerate project deliverables.
3.1 Establish performance measurement process and utilise for improvement.
3.2 Implement "Best Practise" practises through benchmarking other organisations. 3.3 Implement company wide MRP11 education. 3.4 Implement system training for key users. 3.5 Optimise expert facilitators and audit results. 3.6 Institutionalise continuous improvement tools (eg. "Quadstat")
4. Establish line accountability and top management involvement in delivering project results.
4.1 S&OP Project Organisation established and implemented.
4.2 Appoint owners of each ABCD checklist item. 4.3 Establish line ownership and accountability for each performance measure. 4.4 Conduct Monthly S&OP review with Senior Management, Project Team and External Consultant.
S&OP PRINCIPLES 1. COMPANY-WIDE PROGRAM/TOP MANAGEMENT COMMITMENT AND INVOLVEMENT 2. FORMAL SYSTEM: POLICIES, PROCESSES, PROCEDURES DEFINED AND FOLLOWED 3. PERFORMANCE TARGETS SET, MEASURED, REVIEWED AND IMPROVING 4. CONTINUOUS IMPROVEMENT PROGRAM IN PLACE 5. ONE SET OF NUMBERS FOR FORECASTING, BUDGETS, PLANNING, OPERATIONS AND ACCOUNTING 6. ACCOUNTABILITIES WELL DEFINED/FUNCTIONAL OWNERSHIP 7. S&OP ACCEPTED AS A PEOPLE SYSTEM SUPPORTED BY THE COMPUTER AS OPPOSED TO BEING A COMPUTER SYSTEM. A CULTURE CHANGE WILL BE REQUIRED (POLICIES, PROCEDURES, ETC) AS WELL AS SYSTEMS CHANGE.
MEASURES AREA TARGET 1/12/2010 1/1/2011 Business Plan (ROI,Profit) 95 - 105% Sales Plan (Total) 95 - 105% Production Plan (Total) 98 - 102% Customer Service 95%+ Master Schedule 95%+ Suppliers Delivery 95%+ BOM Accuracy 98%+ Routing Accuracy 98%+ Inventory Accuracy 95%+ Manufacturing Performance 95%+
