high performance culture & kpis

High Performance Culture & KPIs

Zishan Haider ‐ FCA

Outlines of Presentation

• What is Performance

• Develop High Performance Culture

H i f• How can we improve our performance

• Lets have a commitment & Do It!

• Leadership – Behavior

K P f I di t• Key Performance Indicators

• Celebrate our Success


What is performance

• Performance is an act of individual , group , team and organization.

• Performance could be measurable against the target / desired results.

• Performance can’t improve which are not measurablePerformance can t improve which are not measurable.

• Performance measurable keys / drivers should be review on regular basis.

• Performance measurable keys / drivers should based on facts & figures.

• Performance measurable keys / drivers should be agreed with performer.

• Performance should be awarded according to their performance.


Performance Parameters

• Understand Performance from an organization Perspective.

Ali l d f ti ith i ti id t t• Align people and functions with organization wide strategy.

• Predict potential outcomes with high degree of confidence.

• Monitor and correct course for continues improvement.

• Involve and know your key stakeholders.

• Start with the outcomes and mission of the organization.

• KPI Should be created around planning efforts.

• At core, the performance indicator is simple and informative.

• KEY is the important word and Stay consistent with measures


KEY is the important word and Stay consistent with measures.

Performance improvement cycle

Checkeffectiveness

Findprocess

toimprove Organize

for1and Act toimprove

forimprovement1

28Do the

implementationContinuous

ProcessImprovement

Clarifyknowledgeof process

37

UnderstandprocessneedsSelect

strategy

Plan how to

implementprocess strategy

forimprovement

p

45

6


Performance Improvement SummaryVISION, MISSION, VALUES,VISION, MISSION, VALUES,

GOALS, STRATEGIES

KPIs(Metrics, Benchmarks, Targets)

ACTION PLANS

INDIVIDUAL TASKS

PERFORMANCE REVIEW

EVALUATION AND CONTROL


PERFORMANCE REVIEW

Develop a High Performance Culture

Potential = PerformancePotential Performance

OR

P i l i fPotential – interference =

Performance

High Performance Leader VS High

Results Leader



High Result - Leader

• Give instruction as soon as solution comes in

their mind, based on his beliefs rather than

letting the employee work it throughe g e e p oyee o oug

• Fail to listen for meaning and become

judgmental rather than allowing the employee

to generate options for action and test these

out for himself

• Believe on Dictation, Tells people what to do,

Develop followers, Hate weaknesses and

Control each & every thing by himself.


y g y


High Performance - Leader

• Clarify understanding of the Activity

• Use open questions to draw out the

employee’s feeling

• Allow employee to assign priority to the

issues for discussion.

• Believe on creates cultures, Develops

coaching skills, offers suggestions and

build leaders



• Openness & Clear CommunicationOpenness & Clear Communication

• Committed to do a quality work

P l G h / D l• People Growth / Development

• Recognition & Praise for good work

• Healthy cross functional working

environment

• Develop our self for such culture


When you When you loseloselose, lose,

don’t lose don’t lose thethethe the

lesson……lesson………….…….


Follow the three R’s:Respect for Self,

Respect for Others andResponsibility for all your

Actions.


Remember that not getting what you want is

ti d f lsometimes a wonderful stroke of luck.


Don’t let a little dispute injure p ja great relationship.


When you realize you’ve made a mistake takemade a mistake, take

immediate steps to correct it.


Remember that silence is sometimes the best Remember that silence is sometimes the best answer.answer.


Share your knowledge It isknowledge. It is

a way to achieve ac e e

immortality.


Judge your success Judge your success by what you had to by what you had to

i i d ti i d tgive up in order to give up in order to get it.get it.


Expand Customer Consumption Base

C stomer centric thinking• Customer centric thinking

• Frequent meetings with

Stakeholder

Site visits• Site visits

• Knowledge transfer sessions


Increase Efficiency & Effectiveness

• Value-added reporting/tools

• Support in Fixed Cost Mgmtpp g

• Effective & Solid Product Costing

• Increase in plant efficiency


Accelerating our Efforts

R k lid ti• Rock solid reporting –a continuous journey

• Better Understanding of operations

• More focus on system based reporting


Compliance in Quality , Safety & Internal Control

• Waste Buster Processes

• Frequent reviews of internal controls

• Regular updates on SOP's

• Promote Safe EnvironmentPromote Safe Environment


Lets Do It!Dil Say..


Lets Pull Together

Rock Solid Reporting


Lets Develop

Team Developmentp


Lets Simplify

System Based Reportingy p g


Lets Promise

Customer Orientation


Leadership - Behaviors


Service Orientation


Initiative


Innovation & Renovation


Proactive Approach


Result Focus


Develop People


Lead People


Team Work


Practice What You Preach


Key Performance Indicators

• Marketing Operation

• Sales Operation

S l Ch i & P t• Supply Chain & Procurement

• Technical & Production

• Finance & Control

• Human Resource


KPIs – Marketing Operation

• % Marginal Contribution of NPS by Brand

• % Product Contribution of NPS by Brand

• % EBIT of NPS by Brand• % EBIT of NPS by Brand

• % Sale Promotion & Media Advertisement of NPS

• Trade discount vs. target sale

• % sales growth over Last year• % sales growth over Last year


KPIs – Sale Operation

• Primary vs. Secondary Sale at Region

• Actual Real Internal Growth

• Sale Invoicing Patterng

• Regional/Zone wise Sales vs. Target

Customer Credit Days• Customer Credit Days

• Market Returns over Last year

• Claim Analysis / Aging Report


KPIs – Supply Chain & Procurement

• Master Schedule Attainment

• Stock Cover Vs. Target

• Fixed Distribution cost % of NPS

• Transport Cost % of NPS / Per Case

Bad Goods / Transit Losses % of NPS• Bad Goods / Transit Losses % of NPS

• Purchase Order Serving / Active Vendor

• Material price history / Saving target


KPIs – Technical Operation

• Production Line Efficiency vs. Target

• First Time Quality Release vs. Target

• Fuel Cost per KWH of energy producep gy p

• Energy Consumption per ton Production

Conversion Cost per ton of Production• Conversion Cost per ton of Production

• Actual Production Losses Vs. Standard

• Technical Breakdown Hours Vs. NPH


KPIs – Finance & Control

• Capex Utilization tracks vs. Budget

• Average Net Working Capital % of NPS

• Marketing &General Expenses vs. Target

• Shorter Deadlines –PEC & DF vs. Last Yr

• Bank Charges &Borrowing cost vs. targetg g g

• Status of Advances & Vendor’s Recon

• Payments vs Target & Block Invoices• Payments vs. Target & Block Invoices


KPIs – Human Resource

• Employees Retention Rate

• Overtimes by sites vs. target

• Payroll payment vs. target datey p y g

• People & OD Trainings vs. target

Employees related cost vs budgeted• Employees related cost vs. budgeted

• Hiring of Good Resource vs. Plan

• Develop Employee Performance tools


Celebrating Our Successes• By Celebrating Successes, we acknowledge staff

achievement and Motivate to others also.

• Celebration breaks up the routine and can spark

creativity.

• Maybe it’s time to blast your own horn a bit.

• It’s easier to remember your accomplishments if

you mark them with celebrations.


high performance culture & kpis

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