Increase your RESUME/CVIncrease your RESUME/CVValue Value

ThroughThroughEFFECIENCY EFFECIENCY

& PERFORMANCE METRICS& PERFORMANCE METRICS By Nayeem ChowdhuryBy Nayeem Chowdhury

Know your valueKnow your value

1. Reduced project cycle time (# of mnths / days / yrs) 

2. Saved $$ 3. Made $$ 4. Maintained business 5. Created Business 

Breaking down value bullets!

V = idea, process, service, or task one created, managed, or supported, through technical, interpersonal tools which improved organizational value and performance.

Value AddsValue AddsLevel of Influence

# of managers # of students in academic project # clients # (internal/external) customer

groups # projects you either supported or

managed.

Name Recognition Name & numeric value of project

working on: ex. $200 MM BP North Sea Drilling Project, $5 million dollar grant project with University of Texas, Austin, Petroleum Engineering Department, research study for collaboration with Chevron.

  Name of clients or customers you

worked with (Organizations/University) you worked with: ex. Exxon, Shell, BP, Bechtel, Citi Group

Were you a big fish in a small pond, or small fish in a big pond – Group or company size.

Status: if Green Card holder / US Citizen, make on the header of resume.

Technical Tools & Training for Success:

Information technologies: used and some how improved a process

Ex. Primavera, Ansys, Hysis, QuickBooks SAP, Oracle, MS access,

excel, Orcaflex, AutoCad, Pipesim, PRO E, Solidworks, AB, Wonderware

Understanding and present Understanding and present process knowledgeprocess knowledge

Quantify - engineering process objectives.

Estimate - impacts we can expect from new and changed engineering processes.

Measure - in practice the impact of new processes.

Identify - good or bad processes, based on results your previous projects.

10 Processes Principles

1. Processes are ‘good’ if satisfy the organizational objectives.

2. Usefulness for process decline or disappear when org objectives change or are satisfied by other means.

3. Processes equivalent in performance effects can be distinguished by use of the limited, budgeted resources (for example, human resources, financial costs and time).

4. Process efficiency estimated by (value to cost ratio) of process based on experience with it, or similar processes; no certainty of process impacts until measured within organization.

5. Because process measured efficient once doesn’t will not always change for better or worse over time in different scenarios.

10 Processes Principles (cont.)

6. Malpractice possible if process doesn’t meet estimated levels of efficiency.

7. Processes should be implemented early in small steps and their effect measured before scaling up.

8. Process impacts always be on multiple critical organizational performance and cost characteristics; must not evaluate in a single dimension alone.

9. Justification of process should rationally be efficient effects on organizational objectives. Process never can be mandated as ‘best practice’, should forever be monitored for its justification.

10. Before implementation of new process, the resources to implement and maintain should be created by conscious and specific removal of less efficient processes that it will replace.

Organizational Objectives to Measure Your Deliverables

Time to Market Predictability of Time to Market Lead Time Productivity Quality Levels Transportability (Outsource ability) Competitiveness Risk Avoid ability/Controllability Prioritization Ability Customer Satisfaction

Time to Market

Predictability of Time To Market:

Scale: Percentage (%) overrun of actual Project Time compared to planned Project Time.

Project Time: Defined: Time from the date that Toll Gate 0 (TG0) passed, or other defined [Start Event] to the Planned- or Actually- delivered Date of all Specified Requirements.

Specified Requirements: Defined: Written approved quality requirements for products with respect to planned and constraint levels with qualifiers [when, where, conditions]. And, other function, resource and design requirements.

Meter: The Productivity Project or Process Owner will collect numeric data, concerning the required levels on this Scale, from all projects, or make appropriate estimates, and put them in the Productivity Database.

Scale: Time from Product Concept Approval to availability on defined [Market]

Lead Time

Scale: Months from TG0, to first use for major workstation package.

Scale: Average Time from defined [Inception Point] until defined [Delivery Point].

Productivity

Scale: Net Profit per financial year derived from

defined [New Products or Services]

Quality Levels

Scale: Percentage (%) +/- deviation from defined

[Agreed Quality Attributes].

Process Transportability

Scale: The cost as a percentage (%) of affected

persons Gross Annual Cost, for successfully learning to deploy a defined [Process] to a defined [Capability Level].

Competitiveness

Scale: Average percentage (%) impact on a defined

set of [Competitiveness Measures] within a year from First Deployment in a defined [Organization].

Risk Controllability

Scale: The percentage (%) probability that defined

[Project or Product Requirements] can be delivered within defined [Percentage of Target Levels] under conditions of defined [Risks].

Prioritization Ability

Scale: The average speed in Days that a new

[Priority Item] can be effectively acted upon.

Customer Satisfaction

Scale: Average survey result on a scale of 1 to 6

(best).

Table 1: Example - client’s initial draft setting objectives that engineering processes must meet.

Rt side table shows objectives related to defined senior management financial planning

When organizational objectives change, or are satisfied by other means, the usefulness of a process may decline or disappear.

Organizational objectives (called business objectives in the tables): • Subject to pressures demand constant tuning, updating and even radical change

ASAP. • Simple enough to change target number and due dates in a set of objectives.• Stopping process change ‘ship in mid Atlantic’ is another problem. • Major investments in contracts and training may have been set in motion, which

may of become obsolete.

Arguments for implementing processes considerations: Highest value-to-cost processes first, which measures a notion of ROI (Return On

Investment) Highest risk-of-obsolescence processes last Understand the volatility of the objectives target levels to determine that risk. Large and costly processes need to be decomposed into smaller, early

implementations, and high-value low-volatility sub-processes need to be prioritized.

If Processes equivalent = If Processes equivalent = performanceperformance

Primary consideration for a process is ability to help reach target levels.

Interested in its contribution to achieving goal and stretch levels for the business objectives (see Table 1).

If target not reached does not matter how cheap it is. Second consideration is that the costs for all types of resources are

within budgets, or profitability limitations. In addition, a single process should not steal resources from more

profitable processes. Decisions about what to spend on process implementation cannot

be made in isolation from all the other processes that use concurrent resources. The Impact Estimation table helps us get a view of all of these considerations.

Distinguished by:Distinguished by: Use of the limited, budgeted resources (ex. human resources, financial costs and time).

Can estimate the efficiency (value to cost ratio) of process based on experience, or similar processes; but can’t be certain process impacts until measuring them in place within organization.

Estimations are guesses, and we know they are not for sure.

Consequently we cannot bind ourselves (in contracts, and corporate plans) to full implementation of a particular process until it is proven to deliver to expectations in practice.

This requires evolutionary implementation, for example on a project-by-project basis, or even in small groups within larger projects.

If the estimates are validated by practical experience, we can ramp up.

Otherwise we may have to drop the new engineering process, replace it with another or tune it to work properly.

Your contributions into business specific results… Clearly state your performance relative to key functional metrics.

Mechanical Design # of in-process design changes /

# of parts. # of design review deficiencies / #

parts. # of drafting errors / number of

sheets or # of print changes / total print features.

Drawing growth (unplanned drawings / total planned drawings).

Producibility rating or assembly efficiency

# of prototype iterations. % Percent of parts modeled in

solids.

Product Assurance Actual MTBF / predicted

MTBF. % of build-to-packages

released without errors. % of testable requirements. Process capability (Cp / Cpk). Product yield. Field failure rate. Design review cycle time. Open action items. System availability. % of parts with no engineering

change orders.

Quantify/Metrics

More MetricsOrganization/Team Actual staffing (hours or

headcount) vs. plan. Personnel turnover rate.

% of milestone dates met. Schedule performance. Personnel ratios. Cost performance. Milestone or task completion vs.

plan. On-schedule task start rate. Phase cycle time vs. plan. Time-to-market or time-to-volume.

Program Management Product Unit production $ / target $. # Labor hours or labor hours / # target

labor hours. Material $ / Target material $. Product performance or product

performance / target product performance or technicalperformance measures (e.g., power output, mileage, weight, power consumption, mileage, range, payload, sensitivity, noise, CPU frequency, etc.).

Mean time between failures (MTBF). Mean time to repair (MTTR). System availability.

Product Unit production cost / target cost. Labor hours or labor hours / target labor hours. Material cost or material cost / target material cost. Product performance or product performance /

target product performance or technicalperformance measures (e.g., power output, mileage, weight, power consumption, mileage, range, payload, sensitivity, noise, CPU frequency, etc.).

Mean time between failures (MTBF). Mean time to repair (MTTR).

System availability. Number of parts or number of parts / number of

parts for last generation product. Defects per million opportunities or per unit.

Production yield. Field failure rates or failure rates per unit of time or

hours of operation.

Engineering changes after release by time period. Design/build/test iterations. Production ramp-up time (example).

Product ship date vs. announced ship date or planned ship date.

Product general availability (GA) date vs. announced GA date or planned GA date % of parts or part characteristics analyzed/simulated.

Net present value of cash outflows for development and commercialization and theinflows from sales.

Breakeven time. Expected commercial value (This equals

the net present value of product cash flowsmultiplied by the probability of commercial success minus the commercialization cost).

This is multiplied by the probability of technical success minus the development costs)

Percent of parts that can be recycled. Percent of parts used in multiple products. Average number of components per

product.

Technology Percent team members with full access to product

data and product models.CAD workstation ratio (CAD workstations / number of team members).

Analysis/simulation intensity (analysis/simulation runs per model).

Percent of team members with video-conferencing/desktop collaboration access/tools.

6 Sigma Six Sigma implementation involves the following

SEVEN phases:

1. DEFINE the processes that contribute to the problem.2. MEASURE the capability of critical processes.3. ANALYSE the data.4. IMPROVE the key product / service characteristics.5. CONTROL the key process variables.6. STANDARDISE the methods for best-in-class process performance.7. INTEGRATE the standard methods and processes with the product / service design stage.

Six Sigma is a business initiative first introduced by Motorola in early 1990s. The Six Sigma strategy involves extensive use of statistical techniques such as control charts, design of experiments, response surface methodology etc. in order to minimize process variations and product / service defects. These techniques need to be applied in a structured manner.

6 Sigma Metrics Defects Per Million Opportunities (DPMO): is the number of critical defects

that the process is estimated to generate per million opportunities (operations or steps).

Defects Per Million Opportunities (DPMO): In shop-floor process control, this is also called defective 'Parts Per Million (PPM)' pieces produced by a single process / operation. Based on the quality characteristic under study (variable / attribute data type), one or more metrics may be used for process monitoring and reporting.

Sigma Quality Level and Yield: an indicator of process centering, and, process variation viz-a-viz technical tolerance. A process at Six sigma quality level is expected to generate only 3.4 defective Parts Per Million. 'Yield' is the estimated percentage of defect-free items (probability of zero defects) churned out by a process.

SPC: Sustaining and improving the process performance require process monitoring and control schemes. It may be noted that the six sigma metrics are just the indicators of process quality. such as Statistical Process Control (), Engineering Process Control (EPC) etc.

Six Sigma Initiatives:

Focus  Your Strengths and

Development Needs on.

Corporate Values & Corresponding Actions.

Leadership Traits. Other important

initiatives (ex: Six Sigma).

Business & Value Impact Ask:  How did my work

impact the business? Did I win a new customer

or resolve a customer satisfaction problem?

Did I save time, money, or resources?

Did I mentor or coach a fellow employee?

Did I improve productivity?

Six Sigma Initiatives (Cont.)

Context Was the task complex Was the task critical to

the business? What barriers or

obstacles did you have to overcome?

Did you receive any special recognition for the project?   

Quantifiable accomplishments or missed deliverables

Tasks performed and metrics that quantify the results (percentages, time, money, etc.).

Degree to which the accomplishment exceeded, met or missed your goals.

Any circumstance that made achieving the result challenging.

Skills utilized and competencies aiding success.

Direct effect on your individual business unit.

How you have demonstrated the your corporations values and leadership traits.

Harvard Review - GE's “Growth Values”

External Focus: “Defines success through the customer's eyes. In tune with industry dynamic. Sees around corners.” FA translation: Know how your clients truly define a successful financial advisor relationship. “Seeing around corners” requires that you interpret industry events in a way that will help you predict future developments.

Clear Thinking: “Seeks simple solutions to complex problems. Is decisive and focused. Communicates clear and consistent priorities.” FA translation: Understand your affluent client's concerns and problems and provide clear, easy-to-understand solutions. All of your marketing efforts should focus on acquiring the ideal client. Make sure your clients know they are your “number one.”

Imagination: “Generates new and creative ideas. Is resourceful and open to change. Takes risks on both people and ideas. Displays courage and tenacity.” FA translation: You need to think of new ways to create tangible value for clients. That may mean developing a new service model. Look at what your competitors are doing and take it one step further. Look for solutions that are outside your comfort zone.

Inclusiveness: “Is a team player. Respects others' ideas and contributions. Creates excitement, drives engagement, builds loyalty and commitment.” FA translation: Treat everyone you work with as a knowledge worker. Use their expertise. For example, even if you share an assistant with another advisor, you must consider this person a part of your team. Their ideas and contributions should be encouraged and ultimately required. Communication with support personnel and junior advisors must be clear and ongoing. Delegate responsibilities, not just tasks, and take the time to teach subordinates new things and build their expertise whenever possible.

Expertise: “Has in-depth domain knowledge and credibility built on experience. Continuously develops self. Loves learning.” FA translation: Developing a deeper understanding of demographics, industry changes, political developments, consumer trends, and current affluent needs and wants will give you greater credibility with your clients and subordinates. Cultivating greater knowledge of yourself and engaging in physical exercise are also crucial to your ability to overcome future challenges. Commit to lifelong learning. You can start by reading one non-fiction book a month throughout 2009.

Behavioral Values

CURIOUS Generates new and creative ideas. Fosters an environment where questions and ideas are valued. Seeks feedback, continuously learns, and develops self. Learns as much or more from failures as successes.  PASSIONATE Demonstrates enthusiasm for what he/she does. Willing to take risks. Empowers others to question the status quo. Creates excitement and inspires others to deliver. RESOURCEFUL Seeks simple solutions to complex problems Considers varied alternatives before selecting a solution. Effectively uses internal/external network. Consistently gets tasks accomplished with available resources.

ACCOUNTABLE Takes responsibility for decisions, actions and results. Delivers on commitments to stakeholders. Does what is best for the team and the customer. Places success of the organization ahead of personal gain.

TEAMWORK Builds trust by respecting the ideas and contributions of

everyone. Works well with others. Coaches and encourages others on a regular basis. Contributes to positive morale and spirit within the team. Embraces diverse and global cultures.

COMMITTED Sets clear and measurable goals. Stays focused on business priorities. Willing to make tough decisions and live with the

consequences. Displays persistence and tenacity; is not deterred by

obstacles.

OPEN Attentive and respectful when listening and responding to

others. Willing to change based on the inputs of others. Communicates in an open, candid, and consistent manner. Accessible and approachable.

ENERGIZING Displays an engaging, can-do, optimistic attitude. Makes work fun. Inspires others to achieve more than they imagined. Recognizes and rewards the contributions of others.

Action Verbs for Resume Accomplished, Finalized, Processed, Succeeded Achieved, Founded, Produced, Superseded Approved, Generated, Promoted, Supervised Assisted, Grew, Proposed, Terminated Built, Headed, Purchased, Traced Completed, Implemented, Recommended,

Tracked Conducted, Improved, Redesigned, Traded Consolidated, Improvised, Reduced, Trained Controlled, Increased, Reorganized, Transferred Converted, Installed, Researched, Transformed Created, Introduced, Revised, Translated

Delivered, Invented, Serviced, Tripled Demonstrated, Launched, Set,

Uncovered Designed, Led, Simplified, Unified Developed, Maintained, Sold, Utilized Devised, Managed, Sparked, Vacated Directed, Negotiated, Staffed, Verified Doubled, Operated, Started, Widened Earned, Organized, Streamlined, Won Eliminated, Originated, Strengthened,

Withdrew Enhanced, Participated, Stressed,

Worked Established, Performed, Stretched,

Wrote Expanded, Planned, Structured Cut,  Instituted, Scheduled, Trimmed