APICS资源主计划MPRSES8-MPSPerformance.ppt

Master Planning of Resources Session 8 Measuring Performance and Validating the Plan Master Planning of Resources Session 1: The Business Planning Process Session 2: Forecasting Demand Session 3: Demand Management and Customer Service Session 4: Distribution Planning Session 5: The Sales and Operations Planning Process Session 6: The Master Scheduling Process Session 7: Managing the Master Scheduling Process Session 8: Measuring Performance and Validatingthe Plan Session 8 Objectives Explain why it is important to measure demand forecast performance Identify and discuss ways in which the sales and operations planning process is reviewed Identify and discuss elements of a master scheduling policy Identify and discuss performance measures of master scheduling Identify and discuss elements of the customer service measurement process Master Planning of Resources Model Importance of Performance Measurements Measurements influence behavior Cannot control what is not measured Continued business success requires appropriate performance measurements Performance Measurement System Traditional Performance Measurements Based on financial measurements Historically based, not future oriented ROI may not translate to all levels Financial results relatively easy to obtain Stress control—not goal-setting Tendency toward localized goals Not always developed/implemented at all levels Non-Traditional (Proactive) Performance Measurements Relate to organization’s strategic goals Incorporate key business drivers of the organization Orient toward Business processes Integration Customers Incorporate, but not be limited to, financial performance Non-Traditional (Proactive) Performance Measurements (cont.) Relatively few in number Communicated and understood at all levels of the organization Developed and implemented at all levels of the organization through employee empowerment Linked to business processes which have “owners” who are accountable for process performance and improvem