Cross-Industry

Conceptualizing and Introducing a Performance-Management System

Challenges

How to continue the efforts on improving the effectiveness and efficiency that were carried out in several cost-reduction programs with the aid of external consultants?

 

Conceptualization, introduction and fixing a performance-management-system incl. continuous improvement process (CIP) at a shared-services center of a specialty-chemicals group with ca. 1,800 employees in 14 service departments and approximately 400 mn EUR of total revenue (ca. 35% externally earned)

Problem-Solving Approach

Introducing a performance-management concept highly proven in the automotive industry incl. organizing an experience exchange with other companies from the automotive and industrial-goods sectors

 

Performance cockpit:

  • Providing transparency
  • Developing a KPI system and preparing its realization in an IT system

Continuous improvement process:

  • Further developing the existing relevant expertise
  • Defining all relevant processes and organizational elements
  • Developing a ‘tool box’

Performance and innovation culture:

  • Running an accompanying communication
  • Diagnosing the current situation and taking actions to strengthen the performance ‘DNA’
Results

Performance-management concept adapted to the client-specific needs and comprehensively documented

 

Client employees informed, mobilized, and introduced to the concept

 

Performance management extensively introduced and organizationally fixed after the successful pilot in 4 service departments within the scope of the project in 2011

 

On average an efficiency increase of 5.4% per year achieved and a broad range of measures successfully implemented to enhance the effectiveness and the satisfaction of internal and external customers

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