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ISO 9001: 2008

Managers’ Monthly Meeting F-711 Phoenix, AZ March 2013 (Truncated). ISO 9001: 2008. Monthly Meeting. Review Previous Meeting Minutes / Actions Internal and External Audits Customer Feedback Supplier Performance Issues Measurable Objectives Key Performance Indicators Incident Reports

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ISO 9001: 2008

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  1. Managers’ Monthly Meeting F-711 Phoenix, AZ March 2013 (Truncated) ISO 9001: 2008

  2. Monthly Meeting Review Previous Meeting Minutes / Actions Internal and External Audits Customer Feedback Supplier Performance Issues Measurable Objectives Key Performance Indicators Incident Reports Preventive & Corrective Actions Training / Resource Requirements Changes to Quality Management System Recommendations for Improvements Next Meeting

  3. Review Previous Meeting Minutes / Actions

  4. Review Previous Meeting Minutes / Actions(OPEN) Corrective Action Reports

  5. Housekeeping Items • Branch counter area needs attention. • Restrooms need attention.

  6. No Internal or External Audits conducted in March 2013 Internal and External Audits

  7. Customer Feedback • Zoomerang • HQ national survey through ferguson.com • Distributed locally by Outside Sales (Mark S.) & Driver (R. Silva)

  8. Customer FeedbackMarch 2013 • We have received customer feedback in the form of 0 surveys for the month of March 2013.

  9. SUPPLIER PERFORMANCEMarch 2013 • Receiving Errors • Late Deliveries • Wrong Material • Damaged Material It Is All About Monitoring Our Suppliers Performance…

  10. Our current measurable Objectives includes the following… BPR(Branch Process Review) 6-Pak Fabrication Efficiency(Thread & Weld) Credit Memos Incident Reporting Measurable Objectives

  11. The goal of the Branch Process Review (BPR) is to identify areas of strength and areas in need of improvement at the branch. This helps ensure we provide the BEST CUSTOMER SERVICE! The BPR indicators and scoring support FEI’s corporate initiatives and goals, such as improved customer loyalty and satisfaction. The BPR compares actual main branch and branch performance against goals set for 53 indicators. These goals and measurements are reviewed and adjusted each year. Each indicator lists the basic facts: why and how it is measured, whether it is scored locally or nationally, goals, and how many points are earned depending on the achieved threshold. Included are recommendations on problem solving and improving performance. Measurable ObjectivesBPR (BRANCH PROCESS REVIEW)

  12. BPR Status as of February 2013 99.1% (133.7 out of 135.0) Measurable Objectives BPR (BRANCH PROCESS REVIEW) Target Goal = 97.0% National

  13. Measurable Objectives BPR (BRANCH PROCESS REVIEW)

  14. The 6 PAK report represents the ‘extreme of the extreme’ from an excess inventory point of view...   This report focuses on the following materials:   Specials (SP) – SP/SP- products (less committed quantity)  uncommitted inventory Temps (T) – (on hand minus any committed quantity)uncommitted inventory D Ranked – (on hand minus any committed quantity) uncommitted inventory Surplus (S) – the excess quantity is determined by quantity above 8 months demand. No Value ( NQ) – the excess quantity is determined by quantity above 12 months demand Measurable Objectives 6-Pak

  15. 6-Pak Status as of February 2013 10.7% $47,421.05 ($443,642) Measurable Objectives6-Pak Target Goal = 4.5% of Total Inventory $

  16. Measurable Objectives6-Pak Jump in 6-Pak is primarily due temping out Tyco TY-FRB & TY-B switch to new TY-FRB & TY-B ‘Low Profile’ product in Feb-13.

  17. Measurable Objectives6-PAK (TEMPORARY TOP-10)

  18. Measurable Objectives6-PAK (NQ TOP-10)

  19. Measurable Objectives6-Pak (SURPLUS Top-10)

  20. Measurable Objectives6-Pak (Specials Top-10)

  21. Measurable ObjectivesFabrication Efficiency (Thread, Weld & Hanger) Welding Efficiency Target Goal is 80.0% Thread Efficiency Target Goal is 105.0%

  22. Measurable ObjectivesCredit Memos  30 Credit Memos Issued during Mar-13

  23. Measurable ObjectivesCredit Memos

  24. Measurable ObjectivesCredit Memos (YTD “Our Fault”) 38 “Our Fault” Credit Memos FYTD

  25. Measurable ObjectivesCredit Memos (Our Fault) “Our Fault” Credit Memos for March 2013

  26. Total Amount = $ (205,231.35) Total GP = $ (33,164.42) Total # of Credit Memos = 238 Total Amount of OUR FAULT Credit Memos = $ (86,882.66) Total GP of OUR FAULT Credit Memos = $ (15,155.25) Total# of Our Fault Credit Memos = 38 Average = 4.75 “Our Fault” Credits/Mo. 2011-12 Average = 6.6 Our Fault Credits/Mo. Measurable ObjectivesCredit Memos Credits Issued FYTD 2013

  27. A word about “KPI’s” Data we look at daily/monthly that help us run the business… Financial Statements… BPR… Daily Sales Report… Etc…

  28. KEY PERFORMANCE INDICATORSSafety • No Accident or Injuries to report for Mar-13 • No Vehicular Accidents or Injuries to report in Mar-13

  29. KEY PERFORMANCE INDICATORSBranch Sales • Does not factor for Admin fee (1798) $20,000.00 • Factoring in we would have a 12.3% Trading Profit ($75,119.74)

  30. KEY PERFORMANCE INDICATORSOperating Expenses & Labor Statistics

  31. KEY PERFORMANCE INDICATORSCounter & Direct Sales

  32. FIRE & FAB COUNTERS – March 2013Gross Profit Dollars ($)

  33. FIRE & FAB COUNTERS – Feb 2013Gross Profit Percentage (%)

  34. FIRE & FAB COUNTERS – Feb 2013 Ranked by Top Performing Counters by Size

  35. KEY PERFORMANCE INDICATORSFabrication *Fabrication Sales equated to 32.0% of Total sales for March 2013

  36. KEY PERFORMANCE INDICATORSFabrication

  37. Freight Billed vs. Freight Paid2012-13 FYTD Compare closely the net figures on the 1st segment above (Freight Billed versus Paid ).   This is your true “over/under” in terms of income or expense.  **This is from field 8 & 9 on the back page of the invoicing screens and is included in reported sales each month.  There is undoubtedly opportunity to pass more freight on. 

  38. KEY PERFORMANCE INDICATORSActual vs. Budgeted Sales (FYTD) +21.3% Actual Sales vs. Budgeted Sales For March 2013

  39. KEY PERFORMANCE INDICATORSGross Profit % FY2013 vs. FY2012

  40. KEY PERFORMANCE INDICATORSOvertime Statistics – March 2013 % of Overtime - by Department: 20% Fabrication (36% MP), 28% Inside Sales (20% MP), & 52% Whse/Driver (44% MP).

  41. KEY PERFORMANCE INDICATORSInventory Control – March 2013 • Of the 10 products counted 6 products indicated an OHB variance from Trilogie. • Variance resulted in a inventory loss of -$556.70

  42. Incident Reports 8 customer incident reports filed for the month of March 2013 Due to the frequency of C-16 Pricing errors this month as well as the specifics of each incident, facilitates the necessity of creating a Corrective Action report (CAR).

  43. Incident Reports 0 INTERNAL incident reports filed for the month of March 2013

  44. Incident Reports 0 supplier incident reports filed for the month of march 2013

  45. Incident ReportingPlease Reiterate… • Incident reporting (customer, Internal & Supplier) need to be submitted shortly after discovery of occurrence. • Delays in reporting incident only facilitate to obscure the details of the incident and clearly leads to a breakdown in the QMS. • Reporting with within 24 hrs of incident is acceptable.

  46. Preventative Actions (PARs) • Any Suggestions? • Remember that this is about documenting and maintaining a procedure to address potential non-conformities and preventing their occurrence.

  47. Corrective Actions (CARs)

  48. Training & Resource Requirements • Descartes – Fleetwise Program(Fleet Shipping & Delivery) • Go-Live date March 4th 2013 • Training to commence in February; please enroll all applicable Phoenix associates in ELM training provided including Live-Meetings (instructor-led). • Please provide progress status update.

  49. Opportunities for Improvement • None Pending consideration or implementation.

  50. Discussion Topics • Resource Needs? • Other Assistance?

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