Performance Evaluation and Improvement

A three month consulting services to clients 

1. Performance Assessment (Evaluation and understand)
• Critical Performance Gap Analysis
• SWOT analysis
• Key Result Areas
• Key Performance Indicators
2. Core competencies Enhancement (training)
• Providing the right tools and techniques
• Competency profiling of the poor performers
• Management and Technical competencies
• Core competency report for participants
• Competency gaps - breath and depth
3. Deploy and evaluate. (system installation)
• Business planning tools and models
• Key metrics in HR performance planning and appraisals
• Corrective and preventive action
• Ensure positive trending results in all areas.

Key Benefits in performance consulting (11 points)

1. Maximising Return
2. delighting customers
3. Improved company image
4. Increase business
5. continous improvement with best practices
6. Engaged leadership and workforce
7. Measuring performance
8. Building a performance team
9. Learning Organisation
10. Enhancing competitive advantage
11. Managing change in a dynamic environment

copyright   arriffin@gmail.com    012-2786282

INPUT OUTPUT GRAPH

Showing performance line move from left to right.

RELATIONSHIP BETWEEN ADVERTISING AND SALES.

The amount of output is higher than the amount of inputs.

Performance Management Framework

A two day course on performance for all executives and managers

1. Analysing past performance for gaps as against industry standards.
2. Identifying performance opportunities.
3. Positioning on performance targets / customers profile
4. Designing the business and marketing strategies and performance solutions.
5. Identify the key result areas and frame the strategic maps
6. Simulate the business profitability models
7. Simulate an acceptable capital, liquidity and return models
8. Implement the programs and processes with SOP and budgets
9. Monitor and control with KPIs and KPI rates and performance metrics
10. Evaluate results compared against industry standards and go back to (1)

1. CEO KPIs
• KPI = Return on Equity
• Return on Assets
2. Marketing KPIs
• Customer value growth
• Market share
• ROI marketing
• Input efficiency
3. Operational / Production KPIs
• Production costs - output indicator
• Throughputs time
• Input efficiency
4. Finance KPIs
• borrowed funds
• Input Efficiency
• Working captial efficiency
• Accounting costs per head/sales value
5. HR KPIs
• Input efficiency
• Output efficiency
• HR productivity
• Workers productivity
• Process efficiency - 
• training
• recruitment / promotion
• promotion

Penyedian Belanjawan - Kursus 2 hari

Yang berbahagia Tuan ……………….

Tuan,

Kursus dan perkhidmatan Belanjawan

Dengan hormat  saya ingin menawar perkhidmatan latihan dan penyedian dalam bidang diatas kepada semua koperasi diMalaysia dengan harga yang amat berpatutan.

Saya mengharapkan pertimbangan wajar dari pihak SKM untuk  member bantuan dari segi subsidi atau geran kepada koperasi yang mengambil perkhidmatan diatas.

Seperti yang kita sedia maklum, setiap Koperasi diwajibkan oleh peraturan untuk menyediakan belanjawan untuk tahun hadapan.  Dan ia perlu diluluskan oleh mesyuarat Agong tahunan. Tidak ada panduan diberi tetapi koperasi perlu meramalkan penyata pendapatan dan perbelanjaan begitu tepat supaya akhirnya koperasi tidak boleh melampaui 5% dari ramalan mereka.

Semua koperasi menyediakan belanjawan tetapi tidak banyak koperasi  menyediakan belanjawan yang mempunya “roh” dan "hidup".    Belanjawan ini tidak mengandungi “strategi”  dan tidak dibangunkan atas landasan “kecekapan” dan tidak diintegrasikan dalam suatu belanjawan yang menyeluruh.

Pendekatan kami  dalam penyediaan belanjawan dilabelkan sebagai “7 steps in budgeting” atau 7 langkah dalam penyedian belanjawan.  Ianya berbentuk kompetensi sambil dibantu dengan perisian excel Microsoft untuk mengikatkan kecekapan dan aplikasi.

Berikut adalah modul  latihan yang dicadangkan

1.      Model perniagaan – Analisis kos, volum, dan untung      2.       Modal Kerja      3.       Modal Tetap     4.       Pembiayaan Ekuiti dan pinjaman

5.       Aliran tunai dan pinjaman       6.       Penyata Kewangan       7.    Nisbah pulangan

Latihan ini mengambil masa hanya dua hari dengan dibantu oleh notebook ketika latihan.  Peserta dibenarkan mengambil pulang templates dan model excel yang dibincang dalam bengkel.

Peserta turut dibantu dengan bahan e-learning sebagai  tambahan pelajaran.  Pertanyaan melalui internet dialu-alukan dari semua bekas peserta untuk membantu mereka menyediakan belanjawan masing masing.

Kursus ini boleh juga dijalankan dipusat latihan kami diKuala Lumpur.

Semoga mendapat perhatian dan pertimbangan tuan selanjutnya.

Yang benar

Dr Hj Arriffin Mansor
arriffin@gmail.com
012-2786282

ABM's Courses in 2015

ABM Consult
Management Consultants and Trainers
November, 2015 training programs
COMPUTER BASED WORKSHOPS
Spreadsheet for Managers 101 ( 1 day course) Date: 1st week of the month Venue: KL / PJ Fee:  RM600 per pax	Cash flows and Project Evaluation 201 ( 1 day course) Date: 1st week of the month Venue: KL / PJ Fee: RM600 per pax
Strategic Marketing Plans 501 ( 1 day course) Date: 1st week of the month Venue: KL / PJ Fee: RM600 per pax	Business Plans in 7 steps 900 ( 3 day course) Date: 4th week of the month Venue: KL / PJ Fee: RM1,200 per pax
Performance Audit 902 ( 1 day course) Date: 2nd week of the month Venue: KL / PJ Fee: RM800 per pax	Performance Planning and Appraisals 401 ( 2 day course) Date: 2nd week of the month Venue: KL /  PJ Fee: RM 1,000 per pax
Training Need Analysis 904 ( 3 day course) Date: 3rd week of the month Venue: KL/PJ Fee:  RM1,500 per pax	Performance Improvement and Turnaround 901 ( 2 day course) Date: 4th week of the month Venue:  KL / PJ Fee:  RM1,100 per pax
Prepared excel templates and models given free to all trainees
Interactive learning designed and delivered by Tuan Hj Arriffin Mansor 012-2786282 Fax/Tel 03-28571840 Kuala Lumpur / Petaling Jaya Email :  consult.abm@gmail.com www.abmconsult@blogspot.com

Performance Improvement Workshops 2014

Where performance is the attitude and culture.

1. Why improvement: Competition / growth
2. Where to improve:
• critical performance gaps
• innovation
• Best Practices
• Key Performance indicators
3. What to improve:
• Key result areas?
• Competencies
• Others
4. Who to improve
• CEO
• Functions heads
• Departments
• Sections
• Individuals
5. How to improve:
• Participation / Involvement
• Training
• coaching
• authority
• Strategy
• Planning
6. When to improve: All the times - monitor performance
• Kaizen - continuous improvement
7. Integrated and linkages for all

-----------------------------------------------------------------------------------------------------------------------

PERFORMANCE ACTIVITIES

• Performance planning meetings between staff and boss are held before the performance period 
• Where performance opportunities are agreed and positioned
• where the best practices are agreed between staff and boss to be adopted.
• where innovations if any are discussed and agreed to be implemented.
• where responsibilities, duties and tasks are defined and written in the job description.
• Clear authority on input resources is delegated.
• Input resources and output results are incorporated in the budgets
• Tools and equipments are provided
• KPIs are agreed to measure performance
• detailed KPI rate and measures to measure the true change.
• where performance appraisal meetings are held at the end of the performance period.

Performance Management Courses and consultancies 2015

To CEOs, Training, performance and change Managers of Public listed companies and SMEs

Dear Sir / Madam

PERFORMANCE WORKSHOPS / SEMINARS / CONSULTANCIES

We take great pleasure in proposing a series of seminars and workshops for your staff and managers that could have great impact on your corporate performance.

1.       Performance audit and turnaround strategies 2.       Staff performance planning and appraisal 3.       Metric structured and Strategic business plans 4.       Training Need Analysis

Course benefits The participants are guided on how to define proper objectives, set challenging goals to be achieved with the right key result areas and agreed to be evaluated based on a set of key performance indicators.

They shall be able to quantify their performance planning with metrics and able to evaluate objectively their own performance and that of their subordinates.

With standard tools, they shall be able to relate their performance through benchmarkings internally and externally.

As a result of constant monitoring and dialogue they become good team leaders, improving work performance at all levels and segments.

Consistently applied, these principles shall generate in improvement culture or Kaizen in Japanese giving positive results for many years to come.

Our unique selling proposition. Being computer assisted, our programs are job related, intensive but efficient and effective.

With group dynamics and interactions on real case analysis, these workshops could be applied for the purpose of positive team building where members have defined roles in the team.

Participants shall take back templates and models which they could apply in their work place with little modifications.

Designed and delivered by Dr Hj Arriffin Mansor – Kuala Lumpur consult.abm@gmail.com 012-2786282

ABM's competency based training programs for 2015

ABM Consult
Management Consultants and Trainers
2015 training programs
COMPUTER BASED WORKSHOPS
Spreadsheet for Managers 101 ( 1 day course) Date: 1st week of the month Venue: KL / PJ Fee:  RM600 per pax	Cash flows and Project Evaluation 201 ( 1 day course) Date: 1st week of the month Venue: KL / PJ Fee: RM600 per pax
Strategic Marketing Plans 501 ( 1 day course) Date: 1st week of the month Venue: KL / PJ Fee: RM600 per pax	Business Plans in 7 steps 900 ( 3 day course) Date: 4th week of the month Venue: KL / PJ Fee: RM1,200 per pax
Performance Audit 902 ( 1 day course) Date: 2nd week of the month Venue: KL / PJ Fee: RM800 per pax	Performance Planning and Appraisals 401 ( 2 day course) Date: 2nd week of the month Venue: KL /  PJ Fee: RM 1,000 per pax
Training Need Analysis 904 ( 3 day course) Date: 3rd week of the month Venue: KL/PJ Fee:  RM1,500 per pax	Performance Improvement and Turnaround 901 ( 2 day course) Date: 4th week of the month Venue:  KL / PJ Fee:  RM1,100 per pax
Prepared excel templates and models given free to all trainees
Interactive learning designed and delivered by Tuan Hj Arriffin Mansor 012-2786282 Fax/Tel 03-28571840 Kuala Lumpur / Petaling Jaya Email :  consult.abm@gmail.com www.abmconsult@blogspot.com

Walmart 2012 key ratios

INDUSTRY: Discount Stores

MANAGEMENT EFFICIENCY	COMPANY	INDUSTRY
Income/Employee	7,770	7,961.96
Revenue/Employee	215,000.91	229,128.42
Receivable Turnover	83.27	79.83
Inventory Turnover	8.52	8.57
Asset Turnover	2.39	2.39

INDUSTRY: Discount Stores

GROWTH RATES %	COMPANY	INDUSTRY
Sales (Qtr vs year ago qtr)	2.3	1.26
Net Income (YTD vs YTD)	NA	NA
Net Income (Qtr vs year ago qtr)	1.3	0.68
Sales (5-Year Annual Avg.)	4.37	14.2
Net Income (5-Year Annual Avg.)	5.7	4.73
Dividends (5-Year Annual Avg.)	12.56	6.33

INDUSTRY: Discount Stores

INVESTMENT RETURNS %	COMPANY	INDUSTRY
Return On Equity	24.09	23.64
Return On Assets	8.62	8.5
Return On Capital	12.23	13.29
Return On Equity (5-Year Avg.)	22.1	22.14
Return On Assets (5-Year Avg.)	8.6	8.14
Return On Capital (5-Year Avg.)	11.9	12.38

INDUSTRY: Discount Stores

PROFIT MARGINS %	COMPANY	INDUSTRY
Gross Margin	24.92	24.54
Pre-Tax Margin	5.47	5.38
Net Profit Margin	3.61	3.55
5Yr Gross Margin (5-Year Avg.)	25	24.79
5Yr Pre Tax Margin (5-Year Avg.)	5.4	5.33
5Yr Net Profit Margin (5-Year Avg.)	3.6	1,124.27 Bil

Kursus Peruncitan Pasar Mini - 3 hari

PASARAYA MINI -  PERUNCITAN

1. Kajian dan Analisis Prestasi- Pasaran
2. SWOT = kekuatan, kelemahan, peluang dan ancaman.
3. Konsep Pasaraya Mini diMalaysia
4. Market Positioning / Sasaran Pasaran
5. Strategi perniagaan dan pasaran
6. Pemetaan Strategi
7. Strategi Pemasaran
• Harga
• Tempat
• Produk
• Promosi
8. Bentuk model perniagaan - pasaraya mini
9. Analisis Perniagaan Pasar Mini Anda
• Key Result Areas -  Punca Prestasi Utama
10. Menerokai Peluang Perniagaan Pasar Mini
• copy and paste
• benchmarkings
11. Memahami Hak - Hak dan Gelagat Pengguna
• mudah dan murah
• tepat dan banyak pilihan
• seronok dan bersih
12. Pengurusan Peragaan / Display of goods
13. Pengurusan Stok dan memahami Ciri dan jenis stok
• Pameran
• Perakaunan
• Kos dan harga
• Pusingan
14. Belian yang bijaksana
15. Ramalan Hasil /  Outcome
• Modal
• Aliran tunai
• Pulangan terhadap ekuiti - carta
16. Perkongsian Pengalaman / Fungsi utama
1. HR dlm peruncitan
2. Strategi Pemasaran dlm peruncitan
3. Strategi Kewangan dlm peruncitan
4. Strategi Operasi dlm peruncitan
17. Sistem POS

(kandungan kursus diatas dipetik dari laman web Kementerian)

KURSUS PERUNCITAN PASAR MINI

(Organised Retail)

Melahir dan membena kumpulan usahawan yang menjurus kepada peruncitan.pasar mini

Membolehkan peserta merancang dan mengurus perniagaan peruncitan yang lebih berjaya.

Metodologi Kursus

Berasaskan bantuan komputer dengan perisian excel.  Buku kerja turut digunakan untuk lebih berkesan.

Tempoh Kursus:  3 hari kerja

KANDUNGAN KURSUS

1. Ciri ciri utama kedai runcit mini.
2. Profil Sasaran pelanggan
3. Model Perniagaan Pasar Mini
4. Metrik pengurusan peruncitan
5. Strategi Peragaan / design dan layout kedai
6. Merangka susun atur kedai
7. Pengurusan stok
8. Belian bijak
9. Penetapan harga
10. Stategi Perniagaan Peruncitan
11. Laporan Kewangan Kedai runcit Mini

Sila lihat kandungan alternatif untuk peruncitan dalam blog yang sama
arriffin@gmail.com  012-2786282

Performance Improvement Strategies

PERFORMANCE STRATEGIES

1. What is performance?  Positive outcome
2. Who is responsible for performance? Everybody
3. How to achieve performance.
• Critical performance gaps
• Critical success factors
• system change
• Training
• Motivation
• Authority
• Resources
4. Linking efficiency to performance.
5. Linking strategies to performance
• the right and wrong strategies
6. Marketing performance Strategies
7. Operational performance Strategies
8. HR performance Strategies
9. Financial Performance Strategies
10. Corporate Performance - Strategic Performance

What does a performance analyst do? Here's a list of some of the things you maybe doing as part of a performance analysis:

Interviewing CEO and key departmental heads

Reading the annual report / critical performance gaps

Chatting at lunch with a group of customer service representatives

Reading the organization's policy on customer service, focusing particularly on the recognition and incentive aspects

Listening to audiotapes associates with customer service complaints

Leading a focus group with supervisors / competency gaps

Interviewing some randomly drawn representatives

Reviewing the call log 

Reading an article in a professional journal on the subject of customer service performance improvement

Chatting at the supermarket with somebody who is a customer, who wants to tell you about her experience with customer service

          

Accounting Training and Services

1. We provide both accounting training and services to clients in Kuala Lumpur and the surrounding towns.
2. We provide practical and theoretical training for your future accounting staff until they can work independently to produce a complete set of financial statements.  Normally, a staff could be trained within 3 months or shorter depending on his / her prior experience and qualifications.
3. We specialise in providing practical accounting experience with Mr Accounting software.
4. We accept trainees at all times and out fees for each staff training is @ RM900 per month/ pax.
5. If for some reasons, your staff is not able to function we provide the accounting services to ensure that your get your monthly financial statements.  We charge RM500 plus travelling for this monthly service.
6. You could get a trained accounting staff from us where we charge a nominal fee for such service.
7. All inquiries are welcome.

HRDF paid training need analysis****2014

Identifying your training needs

We are looking for companies that would want to identify their critical training needs.  These are useful for the purpose of next year's training programmes.

The following steps are suggested to identify the training needs.

1. Identify industry standards for best practices.
2. Conduct performance audit to identify key performance gaps.
3. From the gaps, identify and profile key job holders for competency gaps
4. From competency gaps establish training needs.
5. Training impacts and ROI justification

When training needs identified, proper intervention would generate the required results 

Performance Management course - 11 steps****

Course Contents

1. Performance review as a starting point.
• Gap variance analysis
• Strengths and weaknesses identified.
2. Performance opportunity identified
3. Performance goals and targets set (performance positioning)
4. Identifying the right business and marketing strategies
5. Simulate the right business models
6. Establish the ROE chart for the right business goals
7. Establishing the right key result areas
8. Performance measurement at all times and levels
9. Cascading to functional goals and lower levels
• Top down strategic maps
10. Identifying key result areas for each goal
11. Establishing achievable standards of performance.
• Establish key performance indicators at all value chain
12. Monitor and control performance through the performance metrics
13. Outsourcing decisions
14. Individual and team leaders scorecard
15. Performance appraisal,  review and recognition.
16. Improvement cycle - go back to (1)

Performance Leadership and Team Building *****

A short 2 day course for all work leaders

Target Groups:   Suitable for all supervisors, managers and directors.

Course Objective:  Provide knowledge and skills on how to manage performance effectively.  These leaders would become more quantitative in their management which include communication, problem solving, monitoring and appraising.

Course Benefits:   Continuous performance improvement at all levels.

Methodology:   using excel with full of metrics templates - please bring your note book.

Course Contents:-

1. Setting and drawing challenging job goals
• Benchmarking
• Past performance
2. Determining the right key result areas
• root cause analysis
3. Communicating expected performance
• setting improvement goals.
4. Solving performance gaps problems
• change
• strategies
• training.
5. Measuring efficiency and performance
• performance gaps
• dynamic ratios
6. Training for performance
• best practices
• innovation
7. Performance mapping
• strategic map
8. Outcome and Performance monitoring
• setting inputs and outputs measure
• Measuring before and after KPIs
9. Performance appraisals
• Performance improvement
• Performance gains
• Performance rewards
10. Rewarding performance
• bonus
• incentives

FINANCIAL STATEMENTS ANALYSIS

2

The following financial information relates to Wobnig Co.
 Income statement extracts
                                                           2011                  2010
                                                           $000                  $000
Revenue                                            14,525              10,375
Cost of sales                                     10,458               6,640
                                                        –––––––        –––––––
Profit before interest and tax               4,067                 3,735
Interest                                                 355                    292
                                                     –––––––           –––––––
Profit before tax                                3,712                 3,443
Taxation                                            1,485                 1,278
                                                         –––––––       –––––––
Distributable profit                             2,227                2,165
                                                         –––––––      –––––––


Statement of financial position extracts
                                                               2011                                    2010
                                             $000         $000                    $000         $000
Non-current assets                              15,284                                  14,602
Current assets
Inventory                               2,149                                   1,092
Trade receivables                  3,200                                    1,734
                                                            ––––––                                 ––––––
                                                               5,349                                   2,826
                                                          –––––––                               –––––––
Total assets                                             20,633                               17,428
                                                           –––––––                              –––––––
Current liabilities
                             Trade payables                2,865                               1,637
                             Overdraft                          1,500                                250
                                                                    ––––––                          ––––––
                                                                    4,365                                1,887
Equity
              Ordinary shares                               8,000                              8,000
                Reserves                                      4,268                                3,541
                                                                    ––––––                         ––––––
                                                                   12,268                             11,541

Long-term liabilities
                    7% Bonds                                 4,000                              4,000
––––––– –––––––
Total liabilities                                               20,633                             17,428
––––––– –––––––

Average ratios for the last two years for companies with similar business operations to Wobnig Co are as follows:
                          Current ratio 1·7 times
                          Quick ratio 1·1 times
                          Inventory days 55 days
                         Trade receivables days 60 days
                         Trade payables days 85 days
                         Sales revenue/net working capital 10 times

Required:

1. Using suitable working capital ratios and analysis of the financial information provided, evaluate whether Wobnig Co can be described as overtrading (undercapitalised). (12 marks)
2. Critically discuss the similarities and differences between working capital policies in the following areas:     
• Working capital investment
• Working capital financing. (9 marks)
3. Wobnig Co is considering using the Miller-Orr model to manage its cash flows. The minimum cash balance would be $200,000 and the spread is expected to be $75,000. Required:

• Calculate the Miller-Orr model upper limit and return point, and explain how these would be used to manage the cash balances of Wobnig Co. (4 marks)

(25 marks)