Impact measures

In the Workplace Challenge Programme, the recommended universal performance measurements for the participating companies are as follows:

Ÿ      Speed

Ÿ      Quality

Ÿ      Costs

Ÿ      Morale

Ÿ      Progress with respect to implementation progress.

 
THE RATIONALE BEHIND THESE MEASURES IS THAT PERFORMANCE CAN BE IMPROVED BY:

Ÿ      Improved management decision making (effectiveness) getting better results from the workforce through involvement and consultation effectiveness and improved motivation/morale of the workers because WPC change management process encourages consultation of the floor workers
Ÿ      Improving process efficiency and flexibility – resulting in fewer accidents (safety) or less disruption/good delivery/speed, and lower costs
Ÿ      Improving the product efficiency – with a process that gives more output for the same inputs, resulting in higher quality benefits.

Over the last 10 years the Workplace Challenge (WPC) has helped more than 220 enterprises to improve their impact on their business environment and customers.

      These 228 companies have achieved their spectacular results by actively taking part in the WPC Programme:

WPC Features	WPC Benefits
§      The programme required a low-cost investment,	…which eased the pressure on their cost structure
§      Gave them access to World class training materials,	…and so empowered their people
§      Gave them access to World class experts,	…who provided effective coaching in the application of Best Operating Practices
§      Enabled them to share in lessons learned from, and with other participants in the same industrial area,	…and so eased the application of Best Operating Practices
§      Transfered Best Operating Practice knowledge and expertise to their own internal Champions/Trainers,	…which empowered them as effective change agents
§      These enterprises were helped through practical coaching in the restructuring of their enterprises,	…which enabled them to function like real World class organisations
§      They had access to a remote source of information in the form of the WPC website,	…which helped them keep abreast of new developments

·       This is a hard measure but must be measured at Level 2 (company level). Typical measures would be OEE, on time delivery, meeting production targets/schedules and would be indicated by plus or minus % change.

QUALITY (defects expressed as a percentage of total throughput- this variable includes rework and waste).
·       In 90% of the companies, this info is available at company level and normally is measured in PPM or PPH or as a reject/quality cost. All measures are applicable as we would again measure % change from the base.
·       In the few companies that are not sophisticated as to measure true quality, we will devise a subjective small questionnaire to ask: Did quality improve YES/NO? If YES, by a small amount, medium or large etc. 

COSTS (cost of unit production – the aim of this variable is to capture all costs that contribute towards the production cost of products, both variable and fixed company costs should be factored into the calculation).
·       It is not possible to collect quantifiable and consistent hard cost information/data for the majority of participating companies at company level. Therefore we must collect subjective information but be able to analyse in a quantifiable way.
  §     Question: Do you have a programme to reduce costs? YES/NO
  §     Question: During the period, as a result of WPC, have your costs reduced? YES/NO
   w     If so, what significance? Below expectation, as expected, greater than expected?

   w     Or little, much, greatly slightly?
  §     Do you record and measure impact of innovations? YES/NO
  §     Have you implemented a gain sharing scheme?

 
MORALE (employee satisfaction index and number of implemented innovations - this is beyond just employee attendance, but actually going the extra mile and contributing innovative incremental ideas while at work).
This is normally available as a % at total company level and if incorporated with the six-monthly EMPLOYEE SATISFACTION INDEX would give hard measures of change.

BENCHMARKING IMPLEMENTATION PROGRESS
·       We collect info on the number of modules implemented and the consolidated company audit results. If we could measure against a developed standard that (say) a company after:
 §     6 months – has implemented Module 1, they may achieve audit results of 50%
 §     12 months – has implemented two modules, they may achieve aggregate audit results of 45%
    §     18 months – implemented three modules , they may achieve aggregate audit results of 53%
    §     24 months – implemented three modules, they may achieve aggregate audit results of 70%.

 

SOME EXAMPLES OF MEASURES

Measures of Success - Examples - (97kb)

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