Thread: Biedenfeld: KPI Milestone Deliverables - ROSTER-...
Message UnreadMark as Unread Message Not FlaggedSet Flag November 15, 2015 12:51:54 PM PST2 days ago Mark Biedenfeld Biedenfeld: KPI Milestone DeliverablesCollapse
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Section 2: Introduction
I will utilize this project to help identify and/or improve key performance indicators for our nitrogen supply chain specific to our off-take agreement with CF Industries which begins in February 2016.
Section 3: Vision, Values, Aspirations and Our Promise
Our Promise: Helping our owners grow
Vision: To be a globally integrated energy, grains and foods system innovatively linking producers with consumer
Values: Our tradition of partnership and shared success, building lasting and mutually rewarding customer relationships, managing our business safely and with the highest level of integrity, being responsible stewards in our community and our people and their innovative spirit.
Section 8: The process which I will utilize to complete this project.
I contacted our Vice President of Agronomy (i.e. Agricultural inputs such as fertilizer, chemicals and seed) to ask for participation by certain members of his supply chain in this project specifically related to a nitrogen fertilizer off-take agreement that we will engage in beginning February of 2016. To become better aware of this organizational process area, I intend to ask for an opportunity to review the agreement details as well as the proforma related to the project. In addition, interviews with key internal stakeholders such as product and supply chain management will be critical to get a better understanding of what defines success with this agreement and what are some of the challenges/opportunities that are associated with this agreement. Some of the questions to be asked of the internal subject matter experts include -
1. What are some of the most important measurables which drive success with this agreement?
2. How are you segmenting and/or determining customers to offer the off-take agreement tons to?
3. What challenges with our current customer demand planning will also be felt with this supply agreement? What challenges will be alleviated because of this agreement?
4. What will define success with regards to the off-take agreement and the associated investment in CF Nitrogen LLC by CHS Inc.?
5. Will we have a way to track revenue information such as margin net backs, etc?
6. Will we have ways to quickly track our monthly off-take vs. plan, etc.?
7. Will we have ways to quickly develop, track and make decisions related to customer demand planning, etc.?
After completion, I will collaboratively develop and/or validate existing KPI's as well as develop metrics which could be utilized in tools such as dashboards and/or balance scorecards.
# 2
Thread: KPI Deliverables # 1 - ROSTER-2015-...
Message UnreadMark as Unread Message Not FlaggedSet Flag November 14, 2015 7:32:14 AM PST4 days ago Michael Glinter KPI Deliverables # 1Collapse
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Any feedback would be greatly encouraged and appreciated.....
2. Introduction
For my MIS 572 KPI project, I will look at our Medical staffing group within our company. Medical Staffing was launched in 2004 and after the recession took off as one of our fastest growing divisions within our 45 year old company. Since our growth rate in this division has been 30-40% we have seen a noticeable problem in several key areas including consistency of growth, overall customer and client satisfaction, and internal retention rates.
3. Mission, Vision, Values, and Strategy
In order to develop a long term strategy for our company, we need to look at the company's mission, vision, and values.
Our Vision - To provide the best technology, talent and learning solutions in the world
Our Mission - Working at the crossroads of people and transformative technologies, The Judge Group delivers innovative business solutions -powered by top talent- to help organizations reach their strategic goals and realize opportunities now and in the future.
Our Values - Do the Right Thing, Family Matters Most, Be the Solution, Communication is Key, Get through Giving, and Work Hard to Play Harder
Judge focuses on deliverable to their customers. This means providing talented employees to their organizations to drive success. They also put a lot of focus on doing right to their customers and candidates, focusing on family and strong communication. They also put a lot of emphasis on supporting their internal people pushing them to work hard to have a successful and prosperous life.
Looking at the overall focus of the company we have identified three key categories to address which is revenues, customer / candidate satisfaction, and internal retention. The strategic objectives are:
- Revenues - sustaining revenue growth and fulfillment of client needs Customer Satisfaction - increase the level of client company and candidate perception
- Internal Retention - increase the retention rate/decrease internal turnover
8. The Process
To begin the process I will start by meeting with the President of our Medical Staffing division and the CIO of the company. Mick D'Angelicho, President of Medical Staffing started working with the Judge Group in 2004 and launch the Medical Staffing division which has been one of the fastest growing divisions at the Judge Group. With this growth has come major challenges with losing revenues, customer satisfaction, and internal retention. Ken Krieger, Chief Information Officer with the Judge Group has been with the company for over 25 years. Ken has been a pivotal part in implementing several major IT initiatives and would be a key role in driving initiatives regarding KPIs and Dashboard systems.
Here are a list of questions I intend to present to these two key individuals to develop a plan of attack:
Mick D'Angelicho
- Revenues - what are some of the most important measurable in your eyes that drive long term growth? Revenues - what challenges in our current customer demands and our abilities to service our customers do you see preventing us to be successful today? Customer Satisfaction - how many customer complaints do you get a week and what's the most common complaint? Customer Satisfaction - what's the value difference between clients (paying for our services) and candidates (who do not pay for our services)? Internal Retention - What are some of the key reasons we have high turnover amongst the recruiting staff within your group?
- Internal Retention - how do you think we can approach hiring and training differently to increase retention?
Ken Krieger
- Revenues - do we currently have a mechanism on tracking revenues that are lost because we aren't able to fill openings? Revenues - is there a way to compare industry "spend" in our business compared to our overall revenues? Customer Satisfaction - do we currently track our customer complaints and categorize the reason for the problems. Customer Satisfaction - when a person writes a bad review on Glassdoor, what do we do to identify and categorize the reasons for the complaints. Internal Retention - Can we pull data to show the cause of turnover (resignation vs termination) and whether the person was an over or under performer?
- Internal Retention - are we presently tracking how much training and development is being done on individuals during the onboarding and "probationary" periods?
I will develop the KPIs and Metrics around the biggest areas of concern, improvement, and where our business is most effected. From this we will gather the areas to measure and identify the needs of the IT infrastructure to gather the data and then present the data in a dashboard format. Ultimately I would like to develop a dashboard viewpoint for both manager's and individual employee's so we can constantly monitor progress and allow for a better visual overview of performance in key areas.