Title slide for mark wilsonJames donaldson
KPI’S - HOW? WHEN? WHY??
Who Am I?
• Mark Wilson
• Former VP Operations at Vega (9 years)
• 20+ years experience in Supply Chain Operations
• Focus on Procurement, Manufacturing, Logistics, Quality Assurance, Regulatory, R&D, Information Technology
• Recently launched “Wilson Management Group” (Consulting Services)
A Couple of Jokes to Start
• How many consultants does it take to change a lightbulb?
• What do you call a thousand consultants at the bottom
of the ocean?
Goals For Today
• What Key Performance Indicators Are and Are Not
• Common Pitfalls in KPI tracking
• Detailed Examples at all staff levels
• How many KPI’s are enough
• How should KPI responsibility flow
• CEO Dashboard
Moneyball (2012)
True Story of the 2002 Oakland A’s
Set an American League record for most consecutive wins (20 games)
Payroll was $85M less (67% less) than NY Yankees but tied Yankees for most number
of wins in the season
Built a pro baseball team roster with a completely new approach utilizing smart
statistics and KPI’s
Movie nominated for 6 Oscars and 4 Golden Globes
Changed the way professional baseball players and teams were selected
Take Away’s: Team Scouts
Talking about nothing!
They don’t know how to measure performance
They don’t know what leads to good performance
They don’t even understand what the problem is
“I like a guy with a little hair on his ass”
“He’s got a good face, he’s got a good jaw”
“There’s a lot of pop coming off his bat”
“An ugly girlfriend means no confidence”
Take Away’s: Team Peter
Old ways often stop working and change is needed
Requires knowledge, goals, tools, and a plan
RELEVANT statistics & metrics are important!
Requires leadership and commitment
“We need to score at least 814 runs”
“By breaking it down to one number we find value in players that nobody
else can see”
“Goal should be to buy wins, in order to buy wins you need to buy
runs”
“We need to allow no more than 645 runs”
KPI’s – What to Track?
Total Shareholder Return
Salary Competitiveness Ratio Time to Hire Energy ConsumptionTraining ROI Water FootprintCarbon Footprint
Absenteeism Bradford Factor
Time to Market
On Time In Full
Relative Market Share
Human Capital Value Added
Customer Satisfaction Index
Online Share of Voice
Cash Conversion Cycle
Revenue Growth Rate
Average Employee Tenure
Return on Innovation
Order Fulfillment Cycle Time
Market Growth Rate
First Contact Resolution
Customer Retention Rate
Online Engagement Level
Debt/Equity Ratio
EBITDA
Employee Churn Rate
Innovation Pipeline Strength
Process Waste Level
Customer Complaints
Process/Machine Downtime
Net Promoter Score
Page Views and Bounce Rate
Return on Equity
Operating Profit Margin
Staff Advocacy Score
Earned Value Metric
Capacity Utilization Rate
Customer Engagement
Overall Equip Effectiveness
Price/Earnings Ratio
Search Engine Ranking
Return on Assets
Gross Profit Margin
Employee Engagement Level
Project Cost Variance
Six Sigma Level
Customer Turnover Rate
Quality Index
CAPEX to Sales Ratio
Conversion Rate
Return on Cap Employed
Net Profit Margin
Employee Satisfaction Index
Project Schedule Variance
Clout Score
Customer Lifetime Value
Rework Level
Operating Expense Ratio
Cost Per Lead
Return on Investment
Net Profit
Revenue Per Employee
Inventory Shrink Rate
Social Network Footprint
Customer Profitability Score
First Pass Yield
Working Capital Ratio
Brand Equity
Economic Value Added
360 Feedback Score
Supply Chain Miles Waste Reduction Rate Waste Recycling Rate Product Recycling RateSavings Due to Improvements
Words of Wisdom
• Not everything that can be counted counts,
and not everything that counts can be counted.
Albert Einstein
• Most people use statistics the way a drunkard
uses a lamp post, more for support than for
illumination. Mark Twain
All KPI’s are metrics BUT not all metrics are KPI’s
Metrics are business data or statistics that can be measured
KPI’s are the RIGHT SET of metrics that drive
• Multiple metrics are the building blocks of good KPI’s
7 Common Pitfalls of KPI Tracking
Lack of Clear Goals, Targets, or Expectations for KPI’s
Measuring Data With No Context
Measuring TOO MUCH Data
Measuring Data that is Not RELEVANT
Not Committing to a Long Term Program
Knowing Who is Accountable for Which KPI’s
Not Taking ACTION Against What the KPI’s Show
Business Journal Reports
“More tools for data discovery are not the answer. Many dashboards waste time, decrease productivity, and increase costs in an organization. Good business analytics should streamline the focus process and allow users to quickly determine what ACTION to take”
Mark Smith – CEO Ventana Research
“Within seconds an individual should be able to determine what, if any, ACTION should be taken to improve subpar performance by discovering what is contributing to the subpar performance or identifying opportunities for improvement”
Bernard Marr – Advanced Performance Institute
• Examples of Metrics
• Order Fill Rate – 92%
• Accounts Receivable - $800K
• Sales MTD - $1.2M
• Production Output – 25,400 lbs
• Examples of KPI’s
• Order Fill Rate – What’s the Target? 97%-99%?
• Relation to On Hand Inventory Value?
• Relation to Contract Manufacturer On Time Delivery?
• Relation to Forecast Accuracy?
• Relation to Ingredient Supplier On Time Performance?
• Examples of KPI’s
• Sales MTD – What’s the target? Budget MTD?
• Relation to Order Fill Rate?
• Relation to Forecast Accuracy?
• Relation to Budget Achievement by Customer?
• Examples of KPI’s
• Production Output – What’s the target? 80-90% Max Capacity?
• Relation to Schedule to Capacity Percentage?
• Relation to OEE (Overall Equipment Effectiveness)?
• Relation to Daily Product Changeover Time?
• Relation to Production Employee Absenteeism?
How Many KPI’s Should You Track?
• Too much of anything is bad, but too
much champagne is just right
F. Scott Fitzgerald
How Many KPI’s Should You Track?
• 6-8 Max per person responsible
• Too many wastes time
• Too many reduces results and achievement
• Everyone must know what metrics/KPI’s they own
• Change them as needed or if they are not driving action
KPI Structure, Responsibility, and Flow
KPI Responsibility and Flow
Standard Cost Variance
RM Waste Percentage
Mfg On Time Delivery
Pkg Waste Percentage
Cost Savings
Supplier On Time Performance
Audit Resolution
Corrective Actions
Minor Non-Conformance
Major Non-Conformance
Out of Spec Results
COA Compliance
Communication Responsiveness
Fleet Efficiency
On Time Shipping
Inventory Turns
Order Fill Rate
Inventory Accuracy
Inbound Freight Percentage
Outbound Freight Percentage
On Time Delivery Consumer ComplaintsSupplier RedundancyEquipment Operational
Efficiency
Manufacturing Metrics Logistics Metrics Quality Assurance Metrics
Manager Level Responsible
KPI Responsibility and Flow
Standard Cost Variance
RM Waste Percentage
Mfg On Time Delivery
Pkg Waste Percentage
Cost Savings
Supplier On Time Performance
Audit Resolution
Corrective Actions
Minor Non-Conformance
Major Non-Conformance
Out of Spec Results
COA Compliance
Communication Responsiveness
Fleet Efficiency
On Time Shipping
Inventory Turns
Order Fill Rate
Inventory Accuracy
Inbound Freight Percentage
Outbound Freight Percentage
On Time Delivery Consumer ComplaintsSupplier RedundancyEquipment Operational
Efficiency
Manufacturing Metrics Logistics Metrics Quality Assurance Metrics
Manager Level Responsible
KPI Responsibility and Flow
Mfg On Time Delivery
Cost Savings
Standard Cost Variance
Order Fill Rate
Inventory Turns
On Time Delivery
Major Non-Conformance
Consumer Complaints
Operations Metrics
Director / VP Level Responsible
KPI Responsibility and Flow
Mfg On Time Delivery
Cost Savings
Standard Cost Variance
Order Fill Rate
Inventory Turns
On Time Delivery
Major Non-Conformance
Consumer Complaints
Operations Metrics
Director / VP Level Responsible
KPI Responsibility and Flow
CEO Level Responsible
Example CEO Dashboard
SALES
- Sales MTD / Budget MTD- Sales QTD / Budget QTD
OPERATIONS
- Order Fill Rate- Inventory Turns- On Time In Full (OTIF)
MARKETING
- Social Media Traffic & Conversion- Marketing Promotion Sales Lift
FINANCE
- Total Inventory $$ (RM and FG)- Accounts Receivable: Avg Days to Collect- Cash On Hand
CEO’s Monitor Performance to Targets,Teams Drive ACTION!
Key Summary Points
• Know the difference between Metrics and KPI’s
• KPI’s are a set of metrics that should always drive
• Don’t track too many! Know which ones should flow up
• Have clear targets and goals
• Clearly define who owns each Metric / KPI Set
Key Summary Points
•Commit to it, make it part of your corporate culture
•Make sure your team looks like Peter, not the Scouts
Title slide for SamiraJames donaldson
Your Strategic Partner For
Increasing Funding & Decreasing Costs
A Y M I N G N O R T H A M E R I C A | E U R O P E | A S I A
T A X C R E D I T S , G O V E R N M E N T G R A N T S & I N D I R E C T C O S T S
36
CHAPTER 1
AYMING OVERVIEW
CHAPTER 2
COST OPTIMIZATION
CHAPTER 3
SR&ED CREDIT
CHAPTER 4
GRANT FUNDING
AGENDA
Ayming Overview
CHA PTER 1
A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G
AY M I N G C O N F I D E N T I AL - D O N O T C O P Y , F O R WAR D O R C I R C U L AT E
Increase Funding & Decrease Costs
20,000 ClientsIn all sectors of activity and sizes
$435 MillionIn HR savings obtained
per year
$1.5 BillionPer year of extra financing capacity
generated for our clients
15,000 +R&D and Innovation projects
supported per year
7 MillionEmployees (private & public)
covered by our HR software
$291 MillionPer year in purchasing savings
$72.5 MillionPer year in tax savings
30Years of
Success
About Ayming Business Performance Consulting
39
• Belgium
• Canada
• China
• Czech Republic
• France
• Germany
• Hungary
• Italy
• Japan
• Netherlands
• Poland
• Portugal
• Slovakia
• Spain
• United Kingdom
• USA
Our International Coverage
Our Offices
Operating globally, Ayming has offices in
16 countries around the world
Ayming Confidential - Do Not Copy, Forward or Circulate
40
BANKING, FINANCE & INSURANCEADVERTI S ING, PUBLI SHING & SERVICES
LUXURY & FASHION
TRANSPORT LOGISTICS & SERVICES
CHEMICAL–PHARMA & HEALTHCARE
RETAIL & CONSUMER GOODS
BUSINESS & CONSTRUCTION
ENERGY AND OIL & GAS
I T ELECTRONICS & APPLI ANCES
FOOD, BEVERAGE & HOSPI TALI TY
AUTOMOTI VE & AEROSPACE
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Cost Optimization
CHA PTER 2
A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G
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It is estimated that indirect spend represents up to
20% of a company’s total expenditures.
* B e n c h m a r k i n g R e p o r t ; 2 0 1 6 P r o c u r e C o n I n d i r e c t E a s t
Did You Know…
In a recent survey*, it was found that 70% of companies
are not addressing their tail-end spend.
Are you one of them?
43
Total savings of up to 40% can be achieved on indirect expenditures when mapped against industry benchmarks and
actual usage patterns.
Even companies that are convinced their costs are optimized
still have the potential to achieve an additional 15%-20% in
savings on overall tail-end spend.
*Benchmarking Report; 2016 ProcureCon Indirect East
Indirect expenses have a direct impact on
the bottom line, yet are often overlooked by
many companies.
44Ayming Confidential - Do Not Copy, Forward or Circulate
The High Cost of Not Focusing on Indirect Expenditures
0
10
20
30
40
50
60
70
80
90
100
Suppliers/Categories
Average Procurement Spend
20%
Strategically-managed spend
80%
Sp
en
d $
Tail-end spend
20%Opportunity for
significant savings
45
Key Indirect Spend Categories
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IT PURCHASES
SALES TAX RECOVERY
Business Travel
ENERGY
MRO (Maintenance, Repair,
Operation)
TELECOM COST OPTIMIZATION
CAR FLEET
COURIER, LOGISTICS, FREIGHT
MARKETING, PRINT & PACKAGING
FACILITY MANAGEMENT
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1. Lack of internal resources or time
2. Not a strategic focus
3. Full data, service details and requirements are not easily obtainable
4. Not an area of expertise for internal team
5. Terms & conditions of service contracts favor the service providers
6. Employee turnover or lack thereof
Common Industry Challenges
47
4 Step Approach to Cost Savings
1. Access & gather data
2. Perform a thorough audit of current services & contracts
3. Map usage and costs to identify
opportunities for savings
4. Negotiate with suppliers, manage
RFI/RFP processes and implement
cost optimization strategy
48
Car Fleet
Marketing
IT Purchases
Energy
Facility
Management
Telecom
Business Travel
Courier/Freight
MRO (Maintenance,
Repair, Operation)
Through a consolidated approach and the implementation of a strong strategy,
indirect cost optimization can have a direct impact on the bottom line
11%
30%
15%
10%
10%
20%
20%
15%
15%
Significant savings can be
attained throughout a
wide variety of indirect
categories
Savings Per Category
Canadian Tax Credits
CHA PTER 3
A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G
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Scientific Research & Experimental Development
Tax Credit
Federal and provincial
Applies to any company size and industry
What is SR&ED Project?
Repetitive (and unsuccessful) attempts to overcome one or several limitations within the
technology to develop or improve your products or processes
Eligibility Criteria
Scientific content: systematic investigation by qualified personnel
Technological uncertainty: resolving or attempting to resolve technological uncertainty
Technological advancement: Increase or attempt to increase the company's technological
knowledge base
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51
SR&ED Eligible Expenditures and Rates
Canadian Salaries (36-65%)
Canadian Subcontractors
(18-32%)
Overhead (calculated as 55% of eligible salary
base)
Materials consumed and transformed
(24-42%)
Third party payments
(18-32%)
$3 billion in funding to
20,000 companies yearly
Federal tax credit rate of 15% - 35%
Provincial tax credit rate of 3.5% - 30%
SR&ED allows companies to claim retroactively up
to 18 months
The program does not require companies to
innovate, to develop something new nor to
succeed
It is geared toward attempting to solve
technological limitations
Good signs of eligible projects are technical
failures, projects at loss, exceeding budget, or
delayed
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CRA Five Eligibility Questions
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SR&ED Projects vs. Company R&D Projects
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New Product New Process
Improvement of Existing
Product
Improvement of Existing
Process
Due Diligence
What exists and how it is limited:
Internet searchSupplier discussionTesting existing solution
SR&ED Project
Formulating test hypothesesPlanning and executing test programsDeveloping logical conclusion
Company / Industry knowledge base
Company R&D Project
Government Grants
CHA PTER 4
A Y M I N G B U S I N E S S P E R F O R M A N C E C O N S U L T I N G
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Indirect FundingSR&ED TAX CREDITS| TAX REFUNDS
How much have you already spent?
In the tax law
More of a “right”
Impact on cashflow: 6 to 24 months of expenditures
Minimum 3 to 6 months in care of verification
How much do you anticipate spending?
Fixed budgets
Not a right, funding is project based
Impact on cashflow: 3 to 6 months of expenditures
Direct & Indirect Funding
Direct FundingGRANTS| LOANS
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Grant Funding Categories
BUSINESS
GROWTH
Eligible grant funding
ranges from $45,000 &
up to 50% of project
expenditures – no cap.
RESEARCH &
DEVELOPMENT
Eligible grant funding up to
$5 million dollars, depending
on the program.
CAPITAL
PURCHASES
Eligible grant funding ranges
from $100,000 up to $1 million
dollars, depending on the
program.
HIRING &
TRAINING
Eligible grant funding of up
to $10,000 for each trainee,
and up to $20,000 per new
hire – no cap.
GREEN
TECHNOLOGY
Funding may include
predetermined or uncapped
incentives based on overall
energy savings for the
duration of the year & up to
$1M
Ayming boasts an
80% success rate on
government funding
applications
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Business Growth Grants
ELIGIBLE PROJECTS INCLUDE
Building local branding
Improving productivity, performance, and competitiveness
Market Research and/or Strategic Market Planning
Building innovation capacity
Improving your export growth
Exhibiting at international trade shows
ELIGIBLE FUNDING
Local marketing (50% up to max of $45,000)
Interprovincial and International Marketing (50% up to max of $50,000 provincial and $50,000
federal funding)
Third party certification to expand into a new international market (50% up to max of $50,000)
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Research & Development Grants
ELIGIBLE PROJECTS INCLUDE
Adoption, adaptation, development and commercialization of innovative or technology-
driven new or improved products, services or processes
PROGRAM REQUIREMENTS
Technical feasibility / productivity enhancement studies
Developing products/Technologies/processes with benefit to Agri-Food sector
The pre-commercialization stage (prototype, technology demonstration)
Working with universities or colleges on an R&D initiative
ELIGIBLE FUNDING
Federal / State/Provincial Funding depending on project expenditure
Funding is usually availalble at 50% of the eligible cost up to maximum of $5M from the federal
program
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Capital Expenditures Grants
ELIGIBLE PROJECTS INCLUDE
Purchasing of commercial and research equipment and / or software
Contributes to increasing exports
Improves productivity and efficiency for the sector
Introduces new technology
Retrofits existing technologies to become more competitive
Upgrade energy efficiency equipment / technology
That supports fundamental research that enables the development of new and / or
improved manufactoring machines and equipment.
ELIGIBLE FUNDING
Federal / State/Provincial funding depending on project expenditures
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Hiring & Training Grants
ELIGIBLE HIRING CRITERIA
Hiring a technical young (30 or younger) employee for a technical project
Hiring student from University for min of 4 months and max of 2 years to work in collaboration with the
university and have access to the university lab
Employee need to be Canadian citizen or permanant resident of Canada
Up to 50% of salary to max of $20,000 per employee
ELIGIBLE TRAINING ACTIVITIES
To enhance work-related skills and progress for current or new employees
Foundational Training- certification, apprenticeship, trades or accredited essential skills training (100% up to
$10,000/employee; $300,000/employer )
Technical Skills Training- training to operate a piece of machinery or equipment and training to use a particular
software aplication or program (80% up to $10,000/employee; $300,000/employer )
Workforce Training- Management skills, business skills, soft skills & leadership (60% up to max of $5000/employee and
$300,000/employer)
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Green Technology Grants
ELIGIBLE PROJECTS INCLUDES
Energy Efficiency Studies
Lighting retrofits and controls
HVAC redesign
Chiller replacement
Variable Speed Drives
Improvement on thermal performance
Implementation of new operating procedures
Low carbon emission projects
Developing technologies/processes to reduce carbon foot print
ELIGIBLE FUNDING
Ranges from thousands, and predetermined or uncapped incentives based on the incremental energy
savings
Custom Energy saving projects could provide up to $1M and 75% of the incremental cost to implement
qualifying cost-effective ECM
SDTC/ICE (Sustainable Development Technology Canada/Innovative Clean Energy) can provide up to 66%
of project cost
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Samira DadgarManager, Finance & Innovation
604 562 7376 [email protected]
Thank youFor considering Ayming as your choice for increasing funding and decreasing costs
For next steps please contact,
To f ind out more, vis i t our website ayming.ca
Title slide for Adrian & Clayton
James donaldson
BC Food Processors Association
Breakfast Series
What is the Investment Agriculture Foundation?
IAF is an industry-led, not-for-profit organization representing the agriculture, food processing, farm supply and post farm gate sectors across British Columbia.
• Board of Directors – always have farmers and food processing, farm supply examples include agricultural financing, veterinary services, crop management services.
• Federal and Provincial Government representatives for the ministries of agriculture and food provide technical reviews and are guests at the Board table.
What does the IAF do?
Since 1996, we have worked with our industry partners and funders to invest in projects that enhance the competitiveness, profitability and sustainability of BC agriculture and agri-food.
The Foundation delivers cost shared funding programs on behalf of the federal and provincial agriculture ministries to support:
• innovation - the development and adoption of new technologies, products and processes in BC,
• adaptation - knowledge transfer such as collaborative feasibility studies, sectoral strategic planning, workshops, developing strategies to deal with emerging issues,
• marketing activities - domestic and export and
• resource planning – planning for agriculture, land use and watershed planning.
Canada-BC Agri-Innovation Program
$2.5 million per year for projects that are:• industry-led
• for research, to develop, pilot, demonstrate, adopt or commercialize new to BC• Products
• Processes
• Technologies
• to enhance the competitiveness, sustainability, productivity and/or resilience of the sector
Projects end December 31, 2022
BC Agrifood and Seafood Market Development Program$3.6 Million to increase sales inter-provincially and internationally by co-funding:
• market skills development
• acquisition of market information
• market planning
• market development activities such as trade shows, missions, etc
Eligible applicants are established BC producers, processors and associations
Program ends February 1 2023
Buy BC Cost-Shared Partnership Program$1.8 Million
To build a greater awareness of and demand for local food and beverage products across the province by ensuring consumers can easily identify B.C. agrifoodand seafood products at the point of sale.
Cost shared funding available for:
• specific Buy BC marketing activities to increase local market share, product sales and consumer awareness;
• Building and maintain Buy BC brand recognition
Program ends March 31 2019 but is expected to be extended
Agri-Food Futures Fund$5 Million remaining funding
• To facilitate growth and development of emerging sectors of the agriculture and agri-food industry in British Columbia for projects with broad benefit in sectoral areas and
• To maintain viability and productivity of BC agriculture while integrating changing environmental values and adopting appropriate and responsible stewardship practices.
How to Apply for Funding
Contact a program manager• Donna Anaka – Buy BC Partnership
• Jaclyn Laic – Agri-food and Seafood Market Development Program
• Clayton Botkin – Canada-BC Agri-Innovation Program
• Coreen Rodger Berrisford – General inquiries, Adaptation and AFFF programs
Review website at www.iafbc.ca
facebook.com/InvestAgBC
twitter.com/IAFBC
www.iafbc.ca
Title slide for JuneJames donaldson
Streamline & Leverage Technology
JUNE NICOLAY
PRESIDENT INTERSECT BUSINESS SYSTEMS
HOME OF DISTRIB-U-TEC SOFTWARE & D-MOBILE SOLUTIONS
Streamline Operations
To improve the efficiency of a process, by simplifying or
eliminating unnecessary steps, using modernizing
techniques, or taking other approaches.
Create and optimize core competency
Identify bottlenecks and pain points
Just because a person can do it does not mean they should
Understand what is really going on
Software and technology tools adoption
Immediate Need or Strategy
There is nothing more powerful than an idea whose time
has come
Henry Ford
desire must precede the goal
Ways & Means
Internal
▪ Reduce paper
▪ Empower your Employees
▪ Consolidate Software
▪ Centralize tasks
▪ SOP review & clarity
▪ Appropriate Reporting and Visibility
Value Chain
▪ B2B communication
▪ EFT
▪ EDI
▪ GTIN Compliant Barcodes
▪ ASN notification
▪ SKID tracking
Leverage
The ability to influence a system, or an environment, in a way that multiplies the outcome of one's efforts without a corresponding increase in the consumption of resources.
Take advantage of a core competency or technology and use it to gain an advantage.
Preparedness for Leveraging
What is COMMON GROUND ?
UNIFIED and CONSISTENT procedures
Re usuable and portable
Secured and Protected
Cooperation and communication
Concentrate on the 80%
Responsibility of Project Management
Measure and Evaluate
Agility
New opportunity
What is not working
Follow-up and first line support
Refine
Title slide for RickJames donaldson
OPERATIONAL EFFICIENCYRick Gibbs,
President, Neutron Factory Works Inc.
Stick to the basics:
✓Culture
✓Leadership
✓Value Stream
✓Embracing technology
CULTURE
“Not finance. Not strategy. Not technology. It is teamwork
that remains the ultimate competitive advantage, both
because it is so powerful and so rare.”- Patrick Lencioni, author, 5 Dysfunctions of a Team
How healthy is the culture in your organization?
LEADERSHIP
Leadership is defined as the action of leading people in an
organization towards achieving goals
When you have the right people in the right place doing the tasks
they are best trained and ready for, your company is running at its
optimal efficiency.
When adopting new technology or systems in your organization, do
you have leaders and champions in place to see it succeed?
VALUE STREAM
Do you have a system in place to effectively identify and
measure waste in your operations?
Creating a value stream map will go a long way to
identifying often simple and low cost solutions that return a
large ROI.
Engage your staff
EMBRACING TECHNOLOGY
• Talk to your peers and partners in industry to see
what they are using
• Buy the right equipment
• Include your key team in the layout and
implementation of new equipment
• Beware of ‘low prices’ coming from overseas
• Ensure your safety team is included in discussions
• Have a plan that your team is on board with
SUMMARY
• All organizations in the lower mainland are
challenged with attracting and retaining staff
• Having a positive and innovative culture will go a
long way to building a great team
• Having strong leadership at all levels in your
operation results in projects being completed
successfully
• Identify and measure waste with your team
• Planning is critical to success