Performance management is a core practice capability at Arkonas. We are practiced at getting into the detail of our client’s day to day routine to assess the situation. Whether it is a strategic assignment to analyze competitor cost structures or an operational assignment we have the process and skills to report on the opportunities.
The detailed process of reporting and calculating customer profitability is a core competency of Arkonas. We are practiced in the design and installation of systems and methodologies that calculate and report the profits earned on individual customers and customer segments. Our clients use our reporting to drive product/service promotions and to align sales and marketing resources with high value customers.
Arkonas helps clients implement business models that provide an accurate picture of the costs and profitability of the business to make informed decisions that improve overall profitability by:
Performance measurement is also a core practice capability at Arkonas. Our experience is that many companies are measuring the wrong things for the wrong people at the wrong time. Just because you can measure something doesn’t mean you have to. The key is measuring the right things, for the right people, at the right time and to hold people accountable for performance.
Continuous planning ensures the budget process is agile, relevant, and useful to ensure managers are more focused on the future and less on the past. The more practice people have with forecasting and planning the better they become at providing current and relevant information that is used to measure performance.
Quarterly performance and financial reviews are more meaningful when compared and trended with the past and updated for the future.
Executive workshops are an important instrument at Arkonas as they help clients understand the possibilities as they assess, schedule, and execute their performance management projects. The workshops are hosted by John Miller, a renowned authority in Performance Management who has helped dozens of organizations plan and prepare to execute on the insights from their performance management projects.
We are practiced at getting into the detail of our client’s day to day routine to assess the situation and report on the opportunities.
APQC
This Process Classification Framework was developed by APQC and its member companies as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. 22 pages.
APQC Process Classification Framework
Andrew Muras and John Hovell
Published in the March/April 2014 edition of the Journal of Corporate Accounting & Finance, this nine page article addresses the changing world of work, knowledge continuity and linking knowledge with standard process improvement approaches. The article asks and answers the questions of what are the business knowledge challenges and what’s the business case for knowledge management and collaboration
Continuous Improvement through KM, Social Learning, Collaboration-published
John A. Miller
Published by CMA Magazine, this is one page article identifies 16 training requirements for Total Quality Management and who should participate in the training
Training Required tp Support Total Quality Management. November 1992
John A. Miller
Article summarizes a five step approach to benchmarking developed by Carl Thor, the then Executive Vice Chairman of the American Productivity and Quality Center (APQC)
Benchmarking Performance. June 1992
John A. Miller
A stumbling block for many companies starting improvement initiatives is determining where to start and what to improve. This short article provides a simple methodology to score and rank the activities and business processes of the company to identify those targets for improvement
Trash Harper
This 31 slide Power Point makes the case for linking Lean with Six Sigma. Topics include background, assumptions, selection, linkages, and application. Several company examples are provided including Motorola and Raytheon. The material also includes a section and example of Value Stream mapping
John A. Miller
Outline and agenda for a five day, 15 session Six Sigma training course. Time and objective/deliverables for each session are provided. Great starting point for developing a Six Sigma training course
Joseph P. Donnelly and John A. Miller
13 pages of what you need to know about benchmarking. Topics include types of benchmarking, purposes of benchmarking, benchmarking protocol, interview guidelines, and benchmarking Do’s and Don’ts. The section on the benchmarking process includes , getting started, planning, documentation and data collection, selecting benchmarking partners, conducting the study, and implementing improvements
Arthur Andersen
This 66 page Power Point presentation includes concepts and definitions, the performance management cycle, benefits, success factors, and a case study
John A. Miller
Results Based Management Workshop prepared for the Inter-American Development Bank and held at the INCAE Business School in Montefresco, Nicaragua.
Performance Measures and service Level Aggreements
Mohan Nair
The balanced scorecard has become an essential part of the strategic arsenal of many organizations. This article points out some of the problems organizations often have in planning and implementing a balanced scorecard—and how to avoid them
Mohan Nair. Overcoming the 9 deadly sins of Balanced Scorecards. September 2009
John A. Miller
Published by Cost Management Magazine in 2006, this article provides a blueprint of the decision and data flows that define the value equation for the twenty-first century enterprise. Decision domains include customer/market, product, process, and resources. Strategic management processes include asset management, capacity management, process management, and integrated performance management
The Value of the Strategic Management Process Model. October 2006
John A. Miller
Published by CMA Magazine, this is one of a series of 12 one page articles on quality and productivity. The key point in this article was “Greater emphasis must be placed on the measurement of white color workers, specifically accountants”. Accountants services/products, accountants customers, accountants objectives, and measures are addressed
John A. Miller
This article, part of the CMA series of 12 one page articles, suggests that productivity, quality, cycle time, and customer satisfaction have limited value when viewed independently. Each of these individual measurements must be considered in tandem when judging performance
The New Activity Performance Measures. April 1992
Group Effort
Fort Dix had basic models and information in place to support its performance management and measurement initiatives but was interested in improving their capabilities. This 18 page Power Point is a case study of the Resource Management Office (RMO) initiative document a methodology and procedure for building more advanced models that could be used for other directorates
Army-Based Performance Measurement