BSBOPS502 Manage business operational plans

Management tips for operational planning - SpecTraining
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Setting goals for your staff? Here are some goal setting roadblocks you need to consider:

  • Inappropriate goals - define your goals carefully to drive performance in the area that you want rather than in an unintended way. For example if you set targets related to the number of sales rather than net profit employees are likely to focus on individual accomplishments at the expense of overall organisational goals and direction.

  • Inconsistent goals - goals must be consistent, both horizontally and vertically. Horizontal consistency refers to the concept of ‘across the organisation’. Vertical consistency refers to consistency up and down the organisation in terms of strategic tactical and operational goals.

  • Misaligned reward system - unless carefully thought through reward systems can act as a barrier to goal setting and planning. People should be rewarded both for establishing effective goals and plans and for successfully achieving them.

  • Dynamic and complex environment -rapidly changing environmental conditions are the norm. It is essential that managers design operational goals that, whilst clearly specify what is to be done now, are flexible enough that they can swiftly adapt to changing circumstances.

  • Constraints (government, legal, financial) - there are many external forces that can restrict organisations and the goals they set. Legislation, political and community expectations, and Australian and international standards are examples.

Thinking of KPIs? Well here are some things you might measure:

All processes can be measured in some way although some are easier to measure than others. Below are some examples of process measures / Key Performance Indicators (KPIs).

  • Turnover

  • Process times

  • Number of returns

  • Market share

  • Safety audit

  • OH&S Performance

  • % Waste recycled

  • Absenteeism

  • Lost Time

  • Yield

  • Time waste

  • Profit

  • Rework

  • Energy usage

  • Tool replacement

  • Error rates

  • Number of suggestions

  • Number of ideas implemented

  • Cost per worker

  • Cost per hour

  • Delivery times

  • Process steps

  • Invoice errors

  • On time delivery

  • Downtime

  • Costs of indirect labour

  • Sales

  • Man hours per output

  • Number of Suppliers

  • Audit compliance

  • Staff attitudinal survey

  • Queuing time

  • Level of service calls

  • Level of warranty claims

  • Backlog/Work in progress

  • Manufacturing efficiencies

  • Industrial stoppage time

  • Number of hierarchical levels

  • Approved Suppliers

  • Customer Satisfaction

  • Environmental audits

  • Maintenance response time

  • Customer service surveys

  • Package overweight

  • Incidents of double handling

  • Number of process improvements made

  • Number of rejects vs number of good

  • Staff morale

  • Complaints

  • Breakdowns

  • Lead Time

  • Costs of inputs to outputs

  • Overhead %

  • % Staff involved

  • Number of Quality

  • Teams

  • Training hours

  • Unit cost

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