Balanced Scorecard
Getting Started
Stan Frink
Vice President – Human Resources
Balanced Scorecard
• Learning Objectives
– Focus on creating value for your key stakeholders
• Identify your key stakeholders
• Determine their key requirements
– Why is it important to balance
• Price vs profit
• Sustainability
– Roll up and drill down capability
• 30,000 ft view down to ground level
• Homework vs grade card
Balanced Scorecard
A Balanced Scorecard is simply:
•
•
•
•
•
Your key stakeholders
Their key requirements
Indicators of your performance
Displays your goals
All of your important results on one
page
Company Goal Performance
* Not actual numbers. Numbers are for illustration purposes only.
Company Scorecard
MidwayUSA CEO/President Scorecard
Company Key Measures*
Customer Satisfaction - Overall1
Employee Satisfaction and Engagement
Vendor Satisfaction
Gross Sales - Overall
Net Income % of Net Sales
Timely Payment of Earnings
Inventory Turns (Paid)
% of Customer Orders with NRA Round-Up
Receive Malcolm Baldrige National Quality Award
Legal, Ethical and Regulatory Compliance
Strategic Plan Execution
Continuous Improvement in Productivity
$
2011 YTD
Actual
2011 YTD
Goal
April/Q2
Actual
93.0%
92.0%
93.0%
92.6%
78%
84%
78%
84%
94%
92%
94%
92%
100,000
$92,000
$
50,000
April/Q2 Goal 1
2
3
4 Benchmark source
N/A
N/A
N/A
Hewitt & NBRI
N/A
N/A
N/A
Cabela's, Bass Pro, Brownells
Crutchfield, Orvis
$50,000
10.0%
9.9%
10.0%
9.9%
100%
100%
100%
100%
10.6
10.0
10.5
10.0
Cabela's (rate of growth)
Cabela's
N/A
Cabela's
2
64%
62%
64%
62%
100%
100%
100%
100%
92%
100%
N/A
100%
17%
17%
17%
17%
N/A
100%
100%
99%
100%
N/A
N/A
N/A
N/A
N/A
* Not actual numbers. Numbers are for illustration purposes only.
N/A
N/A
Customer Satisfaction
* Not actual numbers. Numbers are for illustration purposes only.
Customer Satisfaction
Detail
2011
7.1 Customer Satisfaction Detail
Measure
7.1.3 Fast shipping and delivery
April/Q2
2009
94.0%
2010
94.0%
Actual
94%
Goal
93%
Actual
94.0%
Goal
95%
7.1.4.1 Customer Satisfaction Survey Question #13
94.0%
94.0%
94.0%
93%
94.0%
95%
7.1.4.2 Same Day Shipping (all orders)
98.9%
95.0%
88.4%
99.0%
92.0%
99.0%
7.1.4.3 Same Day Shipping (Pick-up orders)
Coming
Coming
Coming
Coming
Coming
Coming
7.1.8 Friendly, courteous, respectful, ethical service
93.0%
94.0%
93.0%
92.6%
93.0%
92.5%
7.1.8.1 Customer Satisfaction Survey Question #1
94.0%
94.0%
94.0%
93%
94.0%
93%
7.1.8.2 Customer Satisfaction Survey Question #15
92.0%
93.0%
92.0%
92%
92.0%
92%
N/A
92.0%
93.8%
92.0%
94.4%
92.0%
7.1.8.4 Time Service Factor
69.3%
75.2%
83.2%
75-85%
84.1%
75-85%
7.1.8.5 Abandoned Calls
2.6%
2.5%
2.0%
3.0%
1.4%
3.0%
7.1.8.3 After Call CSR survey
* Not actual numbers.
Numbers are for illustration
purposes only.
Logistics Department
Scorecard
LO Process Scorecard
History
Section Process Measures
2009
EOY
2010
EOY
Goal
April
Actual
April
Goal
Actual
Stocking
Cost per Invoice - Stocking
Cost per Line - Stocking
Dock to Stock: Total Cycle Time Average
$0.25
$1.31
n/a
$0.22
$0.90
12.8
$0.18
$0.92
16.1
$0.25
$1.00
17.0
$0.27
$1.45
29.5
$0.30
$1.50
61.0
Repack
Cost per Invoice - Repack
Repack Labor Variance
($0.05)
22.4%
$0.02
-12.2%
$0.01
-1.0%
+/- $0.02
+/- 10%
$0.01
-1.0%
+/- $0.02
+/- 10%
Receiving
Cost per Invoice - Receiving
Cost per Line - Receiving
Receiving Same Day
$0.37
$1.77
99.4%
$0.33
$1.55
97.6%
$0.30
$1.44
90.5%
$0.31
$1.46
95.0%
$0.20
$1.40
83.8%
$0.35
$1.46
99.0%
Product Control
Inventory Adjustments
$7,953
($2,000)
($7,000)
($7,000)
($4,000)
($4,000)
Shipping & Picking
Same Day Shipping
Shipping Package Quality
Picking Scans per Hour
Ship QC Invoices per hour
Cost per Invoice - Shipping
98.9%
99.7%
163
57
$1.62
95.0%
99.9%
144
51
$1.66
87.4%
99.9%
162
51
$1.20
99.0%
99.8%
160
50
$1.32
86.8%
99.5%
168
53
$1.00
99.0%
99.8%
160
50
$1.24
Warehouse
Cost per Invoice - Warehouse
Cost per Line - Warehouse
$0.28
$2.89
$0.23
$2.36
$0.07
$2.30
$0.08
$2.70
$0.06
$2.00
$0.08
$2.70
Returns
Cost per Return
Same Day Returns
$2.48
80.6%
$1.87
100.0%
$1.37
87.0%
$1.87
99.0%
$1.06
99.0%
$1.87
99.0%
Training &
ERG Reliability
99.1%
Conduct DKS to Schedule
100.0%
Dept - Direct Training Expenditures as % of Payroll
2.7%
97.7%
100.0%
2.1%
92.9%
100.0%
3.5%
90.0%
100.0%
3.0%
92.0%
Quarterly
Quarterly
90.0%
Quarterly
Quarterly
Process Management
ISO Corrective Action
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
Results Management
Performance to Budget
$20,000
Productivity: Profit $ per Employee Cost $
$4.98
$20,000
$4.51
$20,000
$5.80
$25,000
$5.73
$4,000
$5.80
$5,000
$4.44
Area Process
2011 YTD
* Not actual numbers. Numbers are for illustration purposes only.
1
2
NA NA
NA NA
3
4
NA
NA
Employee Performance
Shipping & Picking Productivity: 6/10/11 through 6/17/2011
Employee IDName
11111
22222
33333
44444
55555
Stan Frink
John Doe
Jane Doe
Jim Smith
Jill Smith
Home
Dept
Shipping
Picking
Shipping
Shipping
Picking
Packages Shipping
Shipped Hours
202
678
472
392
187
* Not actual numbers. Numbers are
for illustration purposes only.
4.5
10.3
6.6
5.3
4.2
Packages Picking
per Hour Scans
44.9
65.8
71.5
74.0
44.5
364
2196
891
1548
1447
Picking
Hours
2.2
15.1
4.4
9.9
10.6
Scans/Hr
165.5
145.4
202.5
156.4
136.5
Company Daily Dashboard
Daily Dashboard - Company Level
Date Range: 6/10/2011 thru 6/16/2011 11:59 PM
Date
Invoices
Gross Sales
(Actual)
Gross Sales
(Goal)
Gross
Sales %
of Goal
Margin
%
Inventory
Inventory
Goal
Inventory
% of Goal
In Stock
Rate
(Goal =
85%)
Same Day
Shipping*
(Goal =
99%)
6/16/2011
1,000
$100,111
$119,265
84%
36%
$153,000
$150,000
102%
79.3%
97.0%
84.2%
6/15/2011
1,200
$98,148
$108,675
90%
32%
$150,000
$150,000
100%
79.2%
96.8%
83.8%
6/14/2011
1,300
$81,136
$78,434
103%
36%
$124,000
$150,000
83%
78.8%
96.1%
71.8%
6/13/2011
1,400
$75,247
$78,061
96%
32%
$115,000
$150,000
77%
78.7%
97.1%
80.1%
6/12/2011
1,500
$73,284
$70,591
104%
35%
$112,000
$150,000
75%
77.7%
95.7%
63.8%
6/11/2011
1,600
$79,173
$87,145
91%
34%
$121,000
$150,000
81%
78.3%
Saturday
85.4%
6/10/2011
1,700
$100,765
$105,536
95%
34%
$154,000
$150,000
103%
79.0%
95.7%
76.2%
* Not actual numbers. Numbers are for illustration purposes only.
Time
Service
Factor
(Goal = 75 85%)
Scorecard Results Review
Company
Scorecard
Monthly SLT
Review
Monthly
Review with
President
Department
Scorecard
Area Process
Measures
Employee
Performance
Monthly DLT
Review
Supervisor
Daily Review
Recap
To get started on your balanced scorecard:
• Identify your key stakeholders
• Determine their key requirements
• Develop indicators of your performance
• Identify comparative data
• Set goals
• Create a plan to use the scorecard
Start with what you have!
Balanced Scorecard
Getting Started
Stan Frink
Vice President – Human Resources