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Identifying Key Performance Indicators

Identifying Key Performance Indicators. Jeff Porada VP, Operational Quality Wyndham Consumer Finance. Wyndham Worldwide Business Overview. Group RCI Vacation Exchange and Rentals. Wyndham Hotel Group Lodging. Wyndham Vacation Ownership Vacation Ownership. Wyndham Worldwide ‘WYN’.

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Identifying Key Performance Indicators

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  1. Identifying Key Performance Indicators Jeff Porada VP, Operational Quality Wyndham Consumer Finance

  2. Wyndham WorldwideBusiness Overview Group RCI Vacation Exchange and Rentals Wyndham Hotel GroupLodging Wyndham Vacation OwnershipVacation Ownership Wyndham Worldwide ‘WYN’ • World’s largest lodging franchisor as measured by the number of franchised hotels with approx. 551,500 rooms and 6,560 properties • World’s largest lodging loyalty program, based on number of participating hotels. • 25% of WYN’s 2007 combined segment EBITDA(2) • World’s largest vacation ownership business with more than 18,000 units, approximately 145 resorts and over 800,000 owners • Leading provider of points-based timeshare • 42% of WYN’s 2007 combined segment EBITDA(2) • World’s largest vacation exchange network with nearly 3.7 million members • Leading European Vacation Rentals Group with more than 67,000 properties • 33% of WYN’s 2007 combined segment EBITDA(2) Wyndham Worldwide is one of the world’s largest hospitality companies with over $4.3 Billion of Net Revenues (1) in 2007 • Includes Corporate and Other • Combined segment EBITDA percentages calculated excluding Corporate and Other 2

  3. Gaining New Knowledge “You can know all there is to know about something except how to improve it. That requires a different set of skills, it requires new knowledge. A System (Process) cannot improve itself. That knowledge comes from outside the system, and only by invitation.” W. Edwards Deming

  4. Process Management4th Generation Management QUALITY Joiner Triangle SCIENTIFIC METHOD ALL IS ONE

  5. What is Process Excellence? Process Excellence is a systematic method to measure, analyze and improve business processes to identify critical areas that can cause breakthrough results in market penetration, organizational speed, and the cost of doing business. PROCESS EXCELLENCE Assessment Improvement Recognition

  6. Process Excellence Change Model How Do We Know We Are Getting Closer? Where Are We Going? How Do We Get There? PerformanceScorecard Review Where Are We? PE Improvement Methodologies Process Mapping and Documentation Strategic Planning

  7. Why Measure? Establish the current performance level (baseline) Determine priorities for action – and whether or not to take action Substantiate the magnitude of the problem To gain insight into potential causes of problems and changes in the process Prevent problems and predict future performance To gain knowledge about the problem,process, customer or organization

  8. Categories of Performance Metrics Developing input, process and output metrics around the customer expectations and process performance needs is a good starting point for determining what to measure • Speed • Quality • Cost • Service & Safety • Corporate Responsibilities

  9. Measuring Business Processes X - PREDICTOR (Leading) MEASURES Y - RESULTS (Lagging) MEASURES (X) (X) (Y) Input Process Output • Arrival Time • Accuracy • Cost • Key Specs • Customer Satisfaction • Total Defects • Cycle Time • Cost Profit Time Per Task In-Process Errors Labor Hours Exceptions How well do these… …predict these?

  10. Typical Output Measures Process Type Output Possible Output (Y) Measures

  11. Operational Definitions What it is... A clear, precise description of the factor being measured Why it’s critical... So each individual “counts” things the same way So we can plan how to measure effectively To ensure common, consistent interpretation of results So we can operate with a clear understanding and with fewer surprises

  12. Graphical Techniques We can describe the behavior of any process or system by plotting multiple data points for the same variable Over time In relation to other values in a data set The data values can be represented by “pictures” Run charts Box plots Dot plots, histograms, scatter plots PARETO charts

  13. Helpful Hints Identify between 6 – 9 KPI’s, balance between leading & lagging indicators Use SMART (specific, measurable, attainable, realistic, & time bound) when selecting your metrics Ensure the data you are collecting is accurate, MSA

  14. WVO Examples:Consumer Finance  Title Services

  15. Wyndham Consumer Finance2008 Objectives and Measures (Highest Level) • Enhance customer ability to purchase • Finance ≥ 66% of sales revenues • Implement non-core lending programs that support $30Million in sales • Drive cash flow & earnings • Generate > $1Billion net cash by leveraging the receivable portfolio to ≥ 65% • Grow WCF earnings ≥ 10% and Net Interest Income to ≥ $265Million • Deliver on our commitments to customers and investors • Improve Blended Service Level Score by 100bps • Meet all reporting, delinquency, default & repurchase securitization covenants

  16. Wyndham Consumer Finance Performance Dashboard

  17. Title Services’ SIPOC

  18. Title Services’ Operational Definition

  19. Title Services’ Key Performance Scorecard

  20. Title Services’ Key Performance Scorecard

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