Bijlage 1
Performance monitor Management report M&L-M WFPS November 2002
Financial perspective
R O G pag.
- Production volume and MP: Total assembly 1 + Production volume and MP: Total configuration 1
+ Production results 2
- Indirect costs 3
Customer perspective Innovation perspective
R O G pag. R O G pag.
- Output quality (internal audits) 5 Project status -
+ Output quality (external audits) 5 Development contribution -
O Delivery performance: CLIP 10
O Actual delivery time (committed) 10
Process perspective
R O G pag.
Parts: logistics 4
+ Parts: quality 4
Assembly process: control 4
+ Efficiency and productivity 6
- Workforce 7
O Sickness absenteeism 7
- Stock level parts 8
- Stock level finished products 8
+ Supplier performance: logistics 9
- Supplier performance: quality 9
Target setting Performance Indicators WFPS
Performance Indicator Target setting Green Orange Red
Sheet 1a/b
Production volume and MP
Realisation in the month LV ass. Month MP realisation >= 100% MP 95% <= realisation MP < 100% realisation < 95% MP Realisation in the month MV ass. Month MP realisation >= 100% MP 95% <= realisation MP < 100% realisation < 95% MP Realisation in the month HV ass. Month MP realisation >= 100% MP 95% <= realisation MP < 100% realisation < 95% MP Realisation in the month LV conf. Month MP realisation >= 100% MP 95% <= realisation MP < 100% realisation < 95% MP Realisation in the month MV conf. Month MP realisation >= 100% MP 95% <= realisation MP < 100% realisation < 95% MP Realisation in the month HV conf. Month MP realisation >= 100% MP 95% <= realisation MP < 100% realisation < 95% MP Realisation in the month Others Month MP realisation >= 100% MP 95% <= realisation MP < 100% realisation < 95% MP Sheet 2a/b
Production results Result dev. of budget/
Production results actual prod. value Target positive >= 0% -3% <= Target < 0% Target < -3%
Sheet 3a/b
Dep. costs indirect departments
Results indirect costs Budget –/–3% Target positive >= 0% -3% <= Target < 0% Target < -3%
Sheet 4a/b Assembly control
% delivery not by ALB’s <= 5% % delivery not by ALB’s <= 5% 5% <% delivery not by ALB’s <= 8% % delivery not by ALB’s > 8%
% ALB’s not in time <= 2% % ALB’s not in time <= 2% 2% < % ALB’s not in time <= 5% % ALB’s not in time > 5%
Total % rejection <= 1,5% total % rejection <= 1,5 1,5 < total % rejection <= 2 total % rejection > 2
Assembly process: linestops Assembly process: faults Sheet 5a/b
Machine quality target = demerit 50
1. % audits above target 7050/ 9400 0% % audits above target = 0% % audits above target > 0%
1. % audits above target 9600 0% % audits above target = 0% % audits above target > 0%
1. % audits above target 9700/ 9800 0% % audits above target = 0% % audits above target > 0%
2. % Installations with deviations <= 5% % Installations with deviations <= 5% % Installations with deviations > 5%
(also 3 assembly lines!) Sheet 6a/b
Efficiency and productivity
Efficiency 100% efficiency = (of >) 100% 95% <= efficiency < 100% efficiency < 95%
Sheet 7a/b Workforce
Workforce Indirect dev from budget Indirect 95%- 100% of budget Indirect < 95% of budget Indirect > 100% of budget
Sickness absenteeism: direct Direct: <= 5% sickness absenteeism <= 5% 5% < sickness absenteeism <= 6% > 6% sickness absenteeism Sickness absenteeism: indirect Indirect: <= 5% sickness absenteeism <=5% 5% < sickness absenteeism <= 5% > 5% sickness absenteeism Sheet 8a/b (total)
Stock (total)
DOS LV <= 20 DOS <= 20 20 < DOS <= 24 DOS > 24
DOS MV <= 30 DOS <= 30 30 < DOS < 36 DOS > 36
DOS HV <= 40 DOS <= 40 40 < DOS < 48 DOS > 48
Stock finished products <= 8 mln stock dev. +/- 10% stock dev. +/- 25% stock dev. > 25%
Sheet 9a/b Supplier performance
Supplier performance: logistics LPI: >= 97.5% LPI >= 97.5% 95% <= LPI < 97.5% LPI < 95%
supplier performance: quality PPM: <= 2.500 PPM <=2.500 2.500 < PPM <= 5.000 PPM > 5.000
Sheet 10a/b Delivery performance
CLIP CLIP >= 95,0% CLIP >= 95,0% 90,0 <= CLIP < 95,0% CLIP < 90.0%
Delivery times: LV (7050 / 9400) Delivery time (committed) <= 10 dagenDelivery time <= 10 Delivery time <= ?? Delivery time >10 Delivery times: MV Delivery time (committed) <= 15 dagenDelivery time <= 15 Delivery time <= ?? Delivery time >15 Delivery times: HV Delivery time (committed) <= 20 dagenDelivery time <= 20 Delivery time <= ?? Delivery time > 20 Delivery times: Acquisition Delivery time (committed) <= 5 dagen Delivery time <= 5 Delivery time <= ?? Delivery time > 5
Bijlage 2
√ √ √ – √ √ √ √ √ √ – – √ – √ √ √ √ – – √ √
Ra pporta ge
Wekelijks W Maandelijks W/ M W/ M W/ M W/ M W/ M M M W/ M W/ M W W M M M M W/ M M M M MN o rme ring
R< 92,5? ≤ O ≤ 97,5% < G R < 6≤ O ≤ 25 G G < 43≤ O ≤ 47 < R ……… Afwijking t.o.v. budget G < 15≤ O ≤ 50 < R R < 10≤ O ≤ 20 < G G < 43≤ O ≤ 47 < R G < 3≤ O ≤ 5 < R G < x≤ O ≤ x < R G < 4%≤ O ≤ 5% < R R < 90%≤ O ≤ 95% < G G < 5≤ O ≤ 10 < R R < x≤ O ≤ x G R < 4≤ O ≤ 8 G G < x≤ O ≤ x < RIn for m a ti e b ron
(huidig stoplicht) Logistiek MQ SAP/ R3 PMA PMA (Logistiek) PMA (MQ) Controlling Controlling LPR maand rapportage JAMS/ EKNE TKK-database Logistiek MQ EKNE/ WMS HRM PMA Logistiek Ideeënbus/ eigen EKNE (actielijst) PMADe fi ni ti e ( e e n h e id )
Dagrealisatie # orders # LPR’s (door M&L-M) SLIP (CC + logistiek (orderintake – band) Bruto efficiency % €uro/ uren €uro/ uren €uro €uro €uro €uro Gemiddelde totale demerit # meldingen (en/ of uren) # LPR’s (per 6 maand # leveranciers bij CC top 10 # Incidenten (handli/ proces % verzuimde kal. dagen Netto efficiency # rode flappen/ maand # suggesties/ ideeën # actiepunten per maand # uren inleren per maandP res ta ti ei n d ica to re n
• Interne leverbetrouwbaarheid CC • Orderpositie (netto) Totaal, LV, MV, HV en los • Klachten van klanten • Levertijd • Efficiency (uren) 1. Kosten onderdeelbeschikbaar 2.Kosten technische problemen • Efficiency (materiaal) 1. Uitval/ afvalkosten 2. Voorraadverschillen • Kwaliteitskosten 1. Herstelkosten LPR’s 2. Verzendkosten (onderdelen) • Auditresultaten • TKK’s • LPR’s • Pain-index • Veiligheid • Verzuimpercentage • Arbeidsproductiviteit • Rode flappen (# wijzigingen) • Toegep. suggesties medewerkers • Afgehandelde actiepunten lijst-LT • Uren Inleren/ MentorKP i
Klantgericht- heid Kosten Kwaliteit Proces Product Medewerkers tevredenheid (motivatie) InnovatieBijlage 3
(voorbeeld)
