Isabella Moore CBE Tolk- en Vertaalcongres Breda, 10th March, 2018

Transcription

1 Isabella Moore CBE Tolk- en Vertaalcongres Breda, 10th March, 2018

2 Comtec: A Brief Introduction Over 30 years experience ISO 9001:2015 and ISO 17100:2015 certified Full range of services Global network of assessed linguists Dedicated team of project managers Loyal client base

3 ISO9001:2015 Sub-clause Requires the organisation initially to determine: What it needs to monitor and measure. Once this has been done it must then decide how it is going to carry out these activities to ensure that the results obtained are valid. In addition, the organization must also determine when monitoring and measurement should be carried out And at what stage the results of monitoring and measurement should be analysed and evaluated

4 I feel successful... but am I really? Great Team

5 What does control look like for you? Profitable enterprise with an empowered team or micromanaged?

6 Which is more important? Strategy? To evaluate performance, an organisation needs to have a clear picture of what it wants to achieve Performance measurement?

7 Performance Measurement Objectives Manage by fact rather than gut feeling Establish if customers are satisfied Understand if and where improvements are necessary Compare goals with actual performance Establish baseline measures and reveal trends

8 Lag and Lead Indicators Financial results - LAG indicators Need predictive measures associated with processes LEAD indicators So multiple measures needed that include both financial and non-financial measures

9 Cost of Corrective Action Project Managers Proof-readers/Translators General Manager/Director Additional proof-readers Finance Knock-on effect for other work Customer relationship

10 Performance Measures should address: Financial performance Customer satisfaction Internal business processes Learning and growth Community responsibilities

11 The Goldilocks Principle Not too few Simple to operate, understand and action Not too many Measure what you need Not what you can Be selective

12 Measure What Matters Encourages employees to focus on what really matters Gives employees the information and freedom to align personal objectives with company success Measures what customers value

13 Financial Perspective Turnover Overheads/Salaries as % of Turnover Gross margin % Pre-tax Profit % Creditor/Debtor days Profit per employee Sales per employee Return on Capital Employed % Cost per new customer acquisition

14 Customer Perspective Quotation to order conversion % Turnover from new business % New customers/total customers Average spend per customer No. of customers spending >20,000 euros as % total customers % Customers providing feedback % Customers retained

15 Internal Business Process Perspective % Sustained complaints/invoiced orders % Value of sustained complaints to total income % On-time delivery % Orders delivered early % Orders with identified errors % Suppliers utilised % New suppliers added to database and used more than once

16 Learning and Growth Perspective % Employees who achieve personal goals Average number of staff development days per employee Employee turnover rates

17 Community Perspective Number of presentations/speeches made Number of work experience placements provided for local schools Number of graduate interns Number of charities supported

18 Error Code Report Description Error Code Oct. Nov. Dec. Jan. Feb. March April May June July Aug. Sept. TOTAL Translator Delay TRD Translator Language TRL Translator Completeness TRC 3 3 Translator Formatting TFO 0 Translator Technical TTF 0 Translator Style TRS 2 Total Translator Errors In-house Checking ICH 0 In-house Formatting IFO 0 In-house Technical ITF 0 In-house Late Delivery IDE 0 Total In-house Errors Subcontractor completeness SCC 0 Subcontractor Technical SCT 0 Subcontractor Formatting SCF 0 Subcontractor Delay SCD 0 Total Subcontractor errors Client Delay CLD 0 Internet Server Problems WEB 0 Postal Errors GPO 0 Total Client Delay TOTAL ALL ERRORS TOTAL JOBS DELIVERED AS % OF JOBS DELIVERED 7.9% 2.6% 1.9% 5.8% 1.9% 6.2% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 4.3%

19 KPI ACTUAL ACTUAL TARGET ACTUAL OBJECTIVE: Achieve profitable growth by increasing turnover by at least 10% per annum while securing at least 48% gross profit and 10% net profit FINANCIAL PERSPECTIVE Resp Half Year Annual turnover CF 2,000,000 euros 3,500,000 euros 4,500,000 euros 2,300,000 Overheads/Salaries as % of Turnover CF 21% 23% 22% 24% Gross margin % CF 49% 50% 48% 48% Pre-tax Profit % CF 10% 12% 15% 12% Creditor/Debtor days CF 56/44 46/44 48/45 48/55 Profit per employee (excl. Directors' salaries) CF 28,500 euros 35,000 euros 42,200 euros 13,800 euros Return on Capital Employed % CF 10.5% 11% 13% OBJECTIVE: Delight customers to develop profitable, high-value and long term relationships CUSTOMER PERSPECTIVE % customers retained CF 64% 55% 65% 66% % turnover from new business CF 15% 12% 30% 20% Cost per New Customer Acquisition CF 211 euros 190 euros 200 euros 250 euros Quotations/orders conversion for all business - by value/number SL 18%/48% 36%/65% 40%/65% 40%/65% Quotations/orders conversion for new business - by value/number SL 15%/39% 14%/41% 30%/50% 20%/55% % Positive feedback received/total feedback 85% 90% 95% 95% Average annual spend of all customers CF 6,500 euros 9,200 euros 10,500 euros 5,000 euros Number of new customers spending >20,000 euros JB Total value of jobs where MT used EH 200,000 euros 180,000 euros GP on total number of jobs where MT used EH 55% 55% OBJECTIVE: Improve service delivery by increasing operational effectiveness INTERNAL BUSINESS PERSPECTIVE % of sustained complaints/invoiced orders HD 1% 1% 1% 2% % of value of sustained complaints to total income HD 5% 1% 1% 2% % of on time delivery of orders / total jobs delivered HD 78% 95% 95% 95% % of orders delivered early HD 10% 27% 30% 28% % of orders with identified errors HD 7% 8% 6% 8% % of utilised suppliers on database HD 29% 26% 40% 35% % of new translators added to database and used more than once HD 38% 22% 45% 25% OBJECTIVE: Maintain an environment that attracts, retains and develops committed employees and increases knowledge and information sharing across the organi LEARNING AND GROWTH PERSPECTIVE % Employees who achieve personal goals CF 80% 75% 90% 90% Average number of staff development days per employee Employee turnover rates 20% 15% 10% 0% Sales per Employee euros euros euros euros Number of Dovetail releases OBJECTIVE: Develop a powerful voice for languages in the community COMMUNITY PERSPECTIVE Number of presentations/speeches made Number of work experience placements provided for local schools Number of graduate interns Number of charities supported

20 Measurement Problems indicate Problems in Performance? TRUE FALSE It depends! Beware of bad data or bad strategy.

21 Performance Measurement Benefits Monitor and Control Management Review Communicate Awards Applications Marketing Material PR Campaigns Sell/Acquire Educate New Employee Induction Cost of Corrective Action Measure/Correct ISO 9001 certification

22 Monitor and Control Date: Location: 31st January, pm 62 Brandon Parade ISO 9001:2015 Management Review Agenda Review Input 1. Follow-up actions from previous Management Reviews 2. Review of Financial Performance and Budget 3. Results of ISO Audits 4. Customer Perspective: Customer Feedback 5. Review of KPIs against Actuals 6. Internal Process Performance and Service Conformity 7. Quality Policy & Quality Objectives 8. Changes that could affect Quality Management System 9. Learning and Growth: Recommendations for Improvement 1 0. Sales and Marketing Activities 1 1. Health and Safety 1 2. IT Systems (including board approval for changes to IT systems) 1 3. Business Strategy Review Output The output from the management review shall include any decisions and actions related to: - 1. Improvement of the Effectiveness of the Quality Management System and its Processes. 2. Improvement of Product / Service related to Customer Requirements 3. Learning and Growth: Resource and Staff Development Needs 4. Any Other Business

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24 Measure/Correct Sub-clause Requires the organisation initially to determine: What it needs to monitor and measure. Once this has been done it must then decide how it is going to carry out these activities to ensure that the results obtained are valid. In addition, the organization must also determine when monitoring and measurement should be carried out And at what stage the results of monitoring and measurement should be analysed and evaluated

25 Celebrate

26 Exercise What are 3 KPI s that you can improve or introduce in your business RIGHT NOW?

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