Key Performance Indicators (KPIs)
Management Accounting; Personal and group evaluations; support of bonus systems; input for operational steering and actions of improvement.
Installing an objective judge of short- and long-term actions and performance, that unambiguously and transparently lays the connection between individual and group performances, and the profit of the company.
- Diminishing/disappearance of local optima
- Stimulation of teamwork
- Disappearance of wrong/unhealthy internal competition
- Support of internal delegation
- Rewards and responsibility
- Acceptance of changing priorities
- Coherent judging and priority for actions of improvement
- Optimised costumer stock
- Abolishing of unnecessary stock room space
- Thoughput Accounting. The impact of an action, decision or project is first measured towards the throughput (long and short term)
- NBR: (Negative consequences logic). The optimisation of one variable can have negative consequences for other variables. The NBR technique avoids this.
- T/OE or DT/ DOE and T/I of DT/DI. Both short term and long-term influences are part of the KPI’s and show the direct link with profit and loss.
- Buffer Management. Risks are secured with buffers. Buffer Management is part of the responsibility of individual managers or of a team. Buffer Management shows to what degree risks have been tracked and measured.
Diagnosis study and plan of implementation
Know-How transfer and insight in one’s own constraints are essential for the success of the implementation
Complete courses with possible transfer of knowhow will be guided by TOC experts
Adaptable and integrable software available