Performance Monitoring 2008 X Afsmi
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After SalesPerformance monitoring
Service & Support General ManagerCanon Business Solution B.U.
Giorgio Di Giovanni
Canon Italia S.p.A.Via Milano, 8San Donato Milanese (MI) - ItaliaTel. +39.0282482235E-mail: [email protected]
Presidente in caricaAFSM Italian chapter
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Fondata a Tokyo nel 1937
− Produzione di macchine fotografiche
Oggi presente in piu’ di 140 paesi con 32 impianti di produzione e unita’ commerciali
− 131.352 dipendenti nel mondo (+10.8% Vs ’06)
Fatturato ‘07: Net sales = 39.310 Milioni di Dollari +7,8% vs ‘06
Investimenti R&D annui pari al 8,2 % delle vendite nette (‘07)
Canon nel mondo
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Presente in Europa dal 1957
Sedi Europee ad Amsterdam e Londra
Unita’ produttive, tecniche e commerciali per un totale di:− Circa 11.000 dipendenti
Fatturato ‘07: Net sales 13.152 Milioni di Dollari, +14,1% Vs‘06
Canon in Europa
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Canon in Italia
Presente sul mercato Italiano dal 1957
− Distribuzione, vendita, supporto e assistenza di prodotti commodity e professional
− 453 dipendenti (fine Dicembre 2007)
− 368 Milioni Euro di Vendite nette
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I Prodotti Canon e il ruolo del service
Digital
Home
Digital
Office
ConsumerProfessional
Prosumer
..as “product”- as value added –as product differentiator - as product support
Busi
ness
rele
vant
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La Visione di Canon
Fornire ai nostri Clienti soluzioni (prodotti &
Servizi) innovative per la stampa e la gestione
documentale che consentano loro di migliorare
l’efficienza d’impresa attraverso il rapporto di
collaborazione con noi
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Strategy definition & Gap analysis
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Come verificare l’allineamentodelle operation
alla vision ?Quale strumento utilizzare ?
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Il circolo virtuoso
Plan(Budget, processes and
Objectives setting)
Re-Act(Define improvement
areas)
Do(Make it happen)
Check(Performance analysis)
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Il circolo virtuoso del performance management
Plan(Budget, processes and
Objectives setting)
Re-Act(Define improvement
areas)
Do(Make it happen)
Check(Performance analysis)
Performances & Change
Impr
ovem
ent
&
Man
agem
ent
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Plan(Budget, processes and
Objectives setting)
Re-Act
(Define improvement
areas)
Do(Make it happen)
Check
(Performance analysis)
Il circolo virtuoso del performance management
Performances & Change
Impr
ovem
ent
&
Man
agem
ent
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Plan
(Budget, p
roce
sses and
Objectives setti
ng)
Re-Act
(Defin
e impro
vement
areas)
Do
(Make it
happen)
Check
(Perfo
rmance
analysis)
Il circolo virtuoso del performance management
Performances & Change
Impr
ovem
ent
&
Man
agem
ent
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Plan(Budget, processes and
Objectives setting)
Re-Act(Define improvement
areas)
Do(Make it happen)
Check(Performance analysis)
Il circolo virtuoso del performance management
Performances & Change
Impr
ovem
ent
&
Man
agem
ent
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Plan(Budget, processes and
Objectives setting)
Re-Act(Define improvement
areas)
Do(Make it happen)
Check(Performance analysis)
Continuous improvement & Vision alignment
Il circolo virtuoso del performance management
Performances & Change
Impr
ovem
ent
&
Man
agem
ent
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Performance analysis
Obiettivi− Performance/business monitoring, progressing & improvement, dimensionamento organizzativo,
gestione del cambiamento
− Process efficiency, Skills adequacy
− Verifica rispetto del contratto (SLA)
Indicatori− Economici, Operativi, produttivita’, qualita’, soddisfazione esterna/interna
Misure− Tempo, Area di business / geografica, prodotto/servizio, Risorsa / team, ecc.
Modalita’ di reporting− Percentuale eventi, durata eventi, quantita’,distribuzione eventi, lead & response time, ecc.
Tipo di analisi− Trend, benchmarking (Vs Prodotti/ Servizi, gruppi, countries, ecc.)
− Qualitative (based on perception) & Quantitive
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Process map & monitoring
? ?
?
Si
NoSi
No
No
Si ?
?No
Si
No
Si
%
%
%
%
%
Durata evento
Q.ta’eventi per periodo
Lead time & L.T. Vs SLA
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Process map & monitoring
Call receiving
Call Serving
Call logging
Call dispatching
Engineer visit
Customerrequest
Are operators available ?
Is the customer on line Call abandoned
Is the contractOK ?
Si
NoSi
No
No
Si Parts need ?
Part available ?
No
Si
Request completed
No
Si
Call Refused
Part request
*Semplificazione di un processo di Post Sales
%
%
%
%
%
Durata evento
Q.ta’eventi per periodo
Lead time & L.T. Vs SLA
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Misure quantitive Vs qualitative
In un contesto di Post Sales, dove il cliente ha un ruolofondamentale, e’ sufficiente un analisi quantitativa ?
Il processo non e’ completamente efficace se non vienepercepito dal cliente come tale.
Un analisi di soddisfazione e’ un analisi qualitativa
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SurveysAnalisi qualitativa:
Survey transazionale (event based) o periodica per conoscere la percezionedel cliente e comprendere la relazione
tra questa ed il risultato operativo
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Surveys
Analisi transazionali (legate ad un evento specifico) o periodiche via WEB
− Raccolta indirizzi email
− Riduzione dei costi, tempi di realizzazione e di analisi, incremento della redemption,
− Benchmarking Europeo
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Performance Iindicators structure example
ServiceSatisfaction
Index
Call centerinteractionsatisfaction
ServicesDelivery
Satisfaction… … … ..
Telephone answer time
Courtesy ofservice visit
registration staff… … … …
Time it tookTo repair the
equipment
Interaction with the engineer … … … .
Layer
Macro(CompanyDashboard)
Management
Operational
Addressee
Board of management
Head of dep.Team leaderEtc.
Employees
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Performance Dashboard & details
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Performance management in blocks
Cal
l man
agem
ent
Ser
vice
del
iver
y
Par
ts s
uppl
y
Oth
er p
roce
sses
…
Economics
Organization
Pro
duct
ivity
Effi
cien
cy
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Indicatori utilizzati
Organization
− Head count
− Total, by function & Field Vs Staff. Ratio of field Vs back office
− Skills & trainings
− Employee satisfaction
Cal
l man
agem
ent
Ser
vice
del
iver
y
Par
ts s
uppl
y
Oth
er p
roce
sses
…Economics
Organization
Pro
duct
ivity
Effi
cien
cy
Economics
− Service Profit & loss
− Total, per area, by service / products
− Budget exercise
Economics
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Indicatori utilizzati
Call management
− Calls per day/hours/month
− Calls distribution per day/hours/months
− Av. calls duration by type
− Av. call parking time by campaign
− Abandoned calls
− Satisfaction indicators
Cal
l man
agem
ent
Ser
vice
del
iver
y
Par
ts s
uppl
y
Oth
er p
roce
sses
…Economics
Organization
Pro
duct
ivity
Effi
cien
cy
Economics
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Indicatori utilizzati
Service delivery
− Tasks per period, product, area, engineer
− Tasks distribution per period, product, area, engineer
− Av. Travel time
− Av. Working time
− Response / resolution time
− Over SLA %
− Return to fit calls
− Av. call frequency per period by model/group
− Material usage, per call per model per period
− Satisfaction indicators
Cal
l man
agem
ent
Ser
vice
del
iver
y
Par
ts s
uppl
y
Oth
er p
roce
sses
…Economics
Organization
Pro
duct
ivity
Effi
cien
cy
Economics
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Indicatori utilizzati
Parts Supply
− Parts availability (Car Kit efficiency)
− Parts value per call, model, period
− Stock Value
− Stock rotation
− Obsolescence
− Lead Time
Cal
l man
agem
ent
Ser
vice
del
iver
y
Par
ts s
uppl
y
Oth
er p
roce
sses
…Economics
Organization
Pro
duct
ivity
Effi
cien
cy
Economics
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Indicatori utilizzati
Products
− Units per modello / gruppo modello e area
− Total copy volume, per model /group per period
− Average Copy volume
− Satisfaction indicator
Cal
l man
agem
ent
Ser
vice
del
iver
y
Par
ts s
uppl
y
Oth
er p
roce
sses
…Economics
Organization
Pro
duct
ivity
Effi
cien
cy
Economics
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Indicatori utilizzati
Productivity & Efficiency (Indicatori composti)
− P/L figures per head / Field heads
− Revenue/cost/profit per copy / unit
− Copies per minute work
− Parts cost per copy
− Copies volume between service
− Copies per engineer
− Calls per engineer
− Av. Engineer calls per day
− Av. Weighted Engineer calls per day
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Processo di definizione degli obiettivi: dall’Europa, all’Italia, alle persone
Dual ReportSpecific KPI
Pan European ObjectivesMTP
Canon Italia ObjectivesCorporate KPI
Group ObjectivesBU & Function
Individual ObjectivesPerformance Management
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Performance Map: (Esempio di declinazione degli obiettivi)
European level
National levelDivision level
Department level
Team and
indi
vidu
alle
vel
Economics Operational
C&IA:Net S. 1H = XX.YY, 2H = XX.YYGP% 1H = XX,Y %, 2H = XX,Y%PBT 1H = XX.YY, 2H = XX.YYPBT % = XX,Y%, 2H = XX,Y%
Tot. Prod.ty 1H=12792, 2H=11726W/I Resp. time >XX,Y%(Table1)Res. "< 26H" > XX,Y% (Table2)Semester Bonus/malus w/i 60 d.
Customers ** Employees
1H SSI = XX,Y%2H SSI =XX,Y%Tot. Year SSI = XX,Y%Time it took to repair the equipment = X,YY
* Cust. Focus = XX% Vs XX% '06Leadership = XX% Vs XX% '06Org.St.& Eff. = XX% Vs XX% '06** Perf. Manag. Processby dep.
Service operation Support
Prospettivafinanziaria
Processiinterni
Cliente(Soddisfazione, valore percepito)
Risorse(competenze, conoscenze,
sviluppo)
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Il processo di PerformanceManagement in Canon
Che cos’è : - un sistema di gestione per obiettivi- un sistema di valutazione delle competenze
Obiettivi :- allineare gli obiettivi individuali a quelli aziendali- condividere gli obiettivi- far sì che tutti siano partecipi ai risultati aziendali
Impatti :- sulla politica retributiva (fisso e variabile)- sullo sviluppo professionale (formazione,carriere…)
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Definizione di Performance Management
Performance managementè tutto ciò che
un’organizzazione faper misurare e migliorare
la prestazionedelle persone
E’ un processo continuo che fornisce
alle persone gli stimoli e i rinforzi
di cui hanno bisogno per lavorare
al megliodelle proprie capacità
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Rappresentazione del processodi Performance Management
Balance Score Card
SCHEDA INDIVIDUALE PERFORMANCE MANAGEMENT 2008
ECONOMICS OPERATIONAL
Azioni Azioni
CUSTOMER SATISFACTION EMPLOYEE
Azioni Azioni
Azioni
SCHEDA INDIVIDUALE PERFORMANCE MANAGEMENT 2008 : COMPETENZE
COMPETENZE MANAGERIALI
Competenza: Sviluppare se stessi e gli altri Comportamenti :
Competenza: Costruire un gruppo capace di grandi prestazioni Comportamenti :
Competenza& comportamenti
PIANO DI MIGLIORAMENTO INDIVIDUALE
COMPETENZE MANAGERIALI
Competenza: Attività / supporti necessari :
Competenza: Attività / supporti necessari :
Competenza: Attività / supporti necessari :
Piano diMiglioramento
Eformazione
Ope
rati
onal
Obiettivi 2008
• Professional Printing
• 100% dei tecnici diretti formati su prodotti P.P. per assorbireil carico di lavoro
• Miglioramento dei processi a supporto del business
• Outsourcing MIF office su CBC
• Page Volume
• Mantenimento volume B/W, Incremento volume Colore (SiaProfessional che office)
• Service Delivery
• Riduzione % delle chiamate RTF, dei tempi di risposta e dirisoluzione.
• Solution
• Definizione modello di delivery ed identificazione di partners
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Grazie per l’attenzione !!!!