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%O =-KPERFORMANCE MANAGEMENT*  !Ensuring long-term sustainability"" " MLEARNING OUTCOME  & to understand the meaning of business effectiveness and efficiency to the textile business & to recognise the value of performance management in creating long-term sustainable advantages in the fashion industry  PPERFORMANCE MANAGEMENT  ~ Performance management is the activity of tracking performance against targets and identifying opportunities for improvement.  Z EFFECTIVENESS VS. EFFICIENCY  > Effectiveness is derived from the customer oriented manufacturing literature with its main focus on explicitly servicing customer demand. Efficiency is derived from the process focused manufacturing literature with its main focus on delivering products and services to a rate grater than the norm. (Towers, 1999)D0. ? [ MARKET MEDIATION  Trade-off between effectiveness and efficiency Main focus on customer demand Competency as the ultimate performance objective Competency  a company s ability to effectively and efficiency turn change into an opportunity ~b~))) S))))))  X THE VALUE FLOW   NSHORT-TERM ORIENTED  Main focus on monetary resources Efficiency focus; cost is the key driver Process focus; immediate resource and capacity constraints Tactical manufacturing and logistics management; focus on execution   OLONG-TERM ORIENTED  Effectiveness focus; revenue is the key driver Focus on strategic planning; product /market fit Marketing and production alignment; focus on capabilities rather than constraints Includes the concept of non-monetary returns  VPERFORMANCE MEASURES  Market Competition What is the added value provided by the company? Location, sales channels, products, finance etc. Grounded in the long-term business strategy Priority Competition Is the company a market leader or a market follower? Innovation, creativity patents, uniqueness etc. Investments in R&D Hegemonic Competition Has the company been recognised on the marketplace? Brand, marketing, business policies etc. Investment in marketing Performative Competition Is the company efficient? Productivity, quality, stock levels etc. Production excellence Competition in Foresight Is the company effective? Production flexibility, demand recognition, trends forecasting etc. AgilityLDP]PJPCPJPAP3P?P3PLP1]4C4A      ?  L&    RFACTORS FOR SUCCESS  Focusing on business objectives rather than outputs Defining and using measures that evolve over time Using a mix of short and long term measures Measuring effectiveness (doing the right things) and efficiency (doing things right) in parallelReE   T(WHY IS PERFORMANCE MANAGEMENT IMPORTANT? ) Increased quality of service Increased efficiency in operations Responsiveness to market change Long-term sustainable advantages   Y     /pQSUW:  0 :(  r  S g L  g   S hɞ  g "h_H  0޽h ? 3ff~80___PPT10.rBV  [14( <  http://images.google.co.uk/imgres?imgurl=http://www.couturecand ՜.+,D՜.+,8    On-screen ShowWLIC (UMIST)n  ArialTimes New Roman WingdingsNetworkPERFORMANCE MANAGEMENTLEARNING OUTCOMEPERFORMANCE MANAGEMENTEFFECTIVENESS VS. EFFICIENCYMARKET MEDIATIONTHE VALUE FLOWSHORT-TERM ORIENTEDLONG-TERM ORIENTEDPERFORMANCE MEASURESPERFORMANCE MEASURESFACTORS FOR SUCCESS)WHY IS PERFORMANCE MANAGEMENT IMPORTANT?  Fonts UsedDesign Template Slide Titles H 8@ _PID_HLINKSAchttp://images.google.co.uk/imgres?imgurl=http://www.couturecandy.com/images/stylists/designer-week/1027-heatherette.jpg&imgrefurl=http://www.couturecandy.com/item-week2.htm&h=541&w=297&sz=59&hl=en&start=56&um=1&tbnid=dIveq1fiw38_vM:&tbnh=132&tbnw=72&prev=/images%3Fq%3D%2Bclothing%2Bfashion%2Bindustry%26start%3D40%26ndsp%3D20%26um%3D1%26hl%3Den%26sa%3DN _omctssjf2mctssjf2o recognise the value of performance management in creating long-term sustainable advantages in the fashion industry  PPERFORMANCE MANAGEMENT  ~ Performance management is the activity of tracking performance against targets and identifying opportunities for improvement.  Z EFFECTIVENESS VS. EFFICIENCY  > Effectiveness is derived from the customer oriented manufacturing literature with its main focus on explicitly servicing customer demand. Efficiency is derived from the process focused manufacturing literature with its main focus on delivering products and services to a rate grater than the norm. (Towers, 1999)D0. ? [ MARKET MEDIATION  Trade-off between effectiveness and efficiency Main focus on customer demand Competency as the ultimate performance objective Competency  a company s ability to effectively and efficiency turn change into an opportunity ~b~))) S))))))  X THE VALUE FLOW   NSHORT-TERM ORIENTED  Main focus on monetary resources Efficiency focus; cost is the key driver Process focus; immediate resource and capacity constraints Tactical manufacturing and logistics management; focus on execution   OLONG-TERM ORIENTED  Effectiveness focus; revenue is the key driver Focus on strategic planning; product /market fit Marketing and production alignment; focus on capabilities rather than constraints Includes the concept of non-monetary returns  VPERFORMANCE MEASURES  Market Competition What is the added value provided by the company? Location, sales channels, products, finance etc. Grounded in the long-term business strategy Priority Competition Is the company a market leader or a market follower? Innovation, creativity patents, uniqueness etc. Investments in R&D Hegemonic Competition Has the company been recognised on the marketplace? Brand, marketing, business policies etc. Investment in marketingD]JCJA1]4C4A    \ PERFORMANCE MEASURES  Performative Competition Is the company efficient? Productivity, quality, stock levels etc. Production excellence Competition in Foresight Is the company effective? Production flexibility, demand recognition, trends forecasting etc. Agility3?3L?L   RFACTORS FOR SUCCESS  Focusing on business objectives rather than outputs Defining and using measures that evolve over time Using a mix of short and long term measures Measuring effectiveness (doing the right things) and efficiency (doing things right) in parallelReE   T(WHY IS PERFORMANCE MANAGEMENT IMPORTANT? ) Increased quality of service Increased efficiency in operations Responsiveness to market change Long-term sustainable advantages   Y     /QSUW]:  0 :(  r  S g L  g   S hɞ  g "h_H  0޽h ? 3ff~80___PPT10.F  0 @F(  x  c $X  L     c $`C     "h_H  0޽h ? 3ff~80___PPT10.   0 H @ P(  ^  S 4   :  c $T 4 @   Levels of performance management The effective performance of your organisation depends on the contribution of activities at all levels - from top management policy development through to efficiently run operations. There are three or four levels of performance management in the model framework below, some organisations may combine the strategic level with the organisation's priorities level. Organisation's priorities: at the highest level performance management is rooted in the organisation's long term business strategy. Measures at this level are of impact, resource utilisation and public service improvement. Strategic level performance management: at this level the management concern is from an "outside in" as well as an internal perspective. Measures are of outcome, such as volume and value of service take-up, upward trends for inclusion, staff and users' satisfaction. Programme level performance management: performance management at this level is focused on the desired results of programmes of change, to demonstrate what has been accomplished. The measures used would include those stated in individual business cases. Benefits management would help to determine if these are achieved. Tactical or operational service level performance management: here the management focus is concerned with service delivery and outputs, using conventional service level agreement approaches and related measures of aspects such as volumes and quality. Although performance measures and indicators may be different at each level, they will need to be: directional - to confirm that you are on track to reach the goals, quantitative - to show what has been achieved and how much more is to be done worthwhile - adding more value to the business than they cost to collect and use. Z! 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[ MARKET MEDIATION  Trade-off between effectiveness and efficiency Main focus on customer demand Competency as the ultimate performance objective Competency  a company s ability to effectively and efficiency turn change into an opportunity ~b~))) S))))))  X THE VALUE FLOW   NSHORT-TERM ORIENTED  Main focus on monetary resources Efficiency focus; cost is the key driver Process focus; immediate resource and capacity constraints Tactical manufacturing and logistics management; focus on execution   OLONG-TERM ORIENTED  Effectiveness focus; revenue is the key driver Focus on strategic planning; product /market fit Marketing and production alignment; focus on capabilities rather than constraints Includes the concept of non-monetary returns  VPERFORMANCE MEASURES  Market Competition What is the added value provided by the company? Location, sales channels, products, finance etc. Grounded in the long-term business strategy Priority Competition Is the company a market leader or a market follower? Innovation, creativity patents, uniqueness etc. Investments in R&D Hegemonic Competition Has the company been recognised on the marketplace? Brand, marketing, business policies etc. Investment in marketingD]JCJA1]4C4A    \ PERFORMANCE MEASURES  Performative Competition Is the company efficient? Productivity, quality, stock levels etc. Production excellence Competition in Foresight Is the company effective? Production flexibility, demand recognition, trends forecasting etc. Agility3?3L?L   RFACTORS FOR SUCCESS  Defining and using measures that evolve over time Using a mix of short and long term measures Focusing on business objectives rather than outputs Measuring effectiveness (doing the right things) and efficiency (doing things right) in parallelH1y  T(WHY IS PERFORMANCE MANAGEMENT IMPORTANT? ) Increased quality of service Increased efficiency in operations Responsiveness to market change Long-term sustainable advantages   /QSUW]$  0 $(  r  S $hgM }  g r  S jg; ` g H  0޽h ? 3ff~80___PPT10.UrORvO]1L3( <  http://images.google.co.uk/imgres?imgurl=http://www.couturecandy.com/images/stylists/designer-week/1027-heatherette.jpg&imgrefurl=http://www.couturecandy.com/item-week2.htm&h=541&w=297&sz=59&hl=en&start=56&um=1&tbnid=dIveq1fiw38_vM:&tbnh=132&tbnw=72&prev=/images%3Fq%3D%2Bclothing%2Bfashion%2Bindustry%26start%3D40%26ndsp%3D20%26um%3D1%26hl%3Den%26sa%3DNhttp://images.google.co.uk/imgres?imgurl=http://www.couturecandy.com/images/stylists/designer-week/1027-heatherette.jpg&imgrefurl=http://www.couturecandy.com/item-week2.htm&h=541&w=297&sz=59&hl=en&start=56&um=1&tbnid=dIveq1fiw38_vM:&tbnh=132&tbnw=72&prev=/images%3Fq%3D%2Bclothing%2Bfashion%2Bindustry%26start%3D40%26ndsp%3D20%26um%3D1%26hl%3Den%26sa%3DN/ 0DArialngsRomanTT$ ܖx: 0ܖ"DTimes New RomanTT$ ܖx: 0ܖ DWingdingsRomanTT$ ܖx: 0ܖ@0.  @n?" dd@  @@``_@,whoosh.wav.WAV 10103RIFFWAVEfmt ++data~~~~~~~~~~~~~~~~~~~~~~~~~~~|||~~~~~zvtvxz|~zvrnlrv||vtrpptz~|xvtv|~~zxvvvz|~xrlhntzzvrrpprrx~|j[QU_|bICCYn[ICY~zlnh]_r|]SUSSjz|x__l~v_]drnUb|nfd_]d]5=rrnj]jz~lMldrx[[_f|YQfWK_xh[zx[CIjzxxdSQz|_fI9WӹM;QnvK;OUx~xj]]YS~ɵlM?plM;CGpٵ[)Kh|% %;xtKQS]ɖbGr|lSnvz~nfS[nëx;Az=+AYݻ|=/1r_ ?|潄W5/Czãf)/pvbMQr|O=OtjdhjlG?G_ɊK3לdQCMppW;1SŷAMz/#?bx͖SAM[hvhYp~~zrvt[]ptWOUtxxd]v~vvxzd_xzh_nrSQltbdp~_lrQ_l][tf]W]~hWfp|fWhnhbU[hzlSCWbYbnxpdhjvjM9Ot]GQ[dpp~hhhdpx~xh]Yntnrp]dlvjQMb|vdjpzxzztljr||_[r~~jb_j|z|xpp~~v]Wh||zx|x|zzndhpxr]Yfntzjl|z||~vppnrzphrxz|~|xtrjjtv~~vz|z||xrrv~xrprtz|||vzxvx|xtx~~~~~~~zxxxx|zxz~~~rrz~|xz~~|vtx|zxz|~~~||zx|||~~zz|zz~~~~|~~||~~||zz|~||z~~~~zxzz|~~~~|~~~|~||~~~~~~~~~~~~~|||~~~~~~~~~~~~~||~~||~||~~~~|||~~~~||||~~~~~~||||~~~~~~~~~~~|~~~~|zz~~~~~~~||||~~||~~~~~|||~~~~~|||~|~|~~~~|z|~~~~~~~|||~~~~~~~~||~~~~~~~~    O< t  +*,#< =)>*?CDEFGHIJKLMNO#QRTUV?b$ eQ\` T R${g[`g + b$C kh.[:$ 0e0e     A@ A5% 8c8c     ?1 d0u0@Ty2 NP'p<'pA)BCD|E||s " 0e@        @ABC DEEFGHIJK5%LMNOPQRSTUWYZ[ \]^_ `abN E5%  N E5%  N F   5%    !"?N@ABC DEFFGHIJK5%LMNOPQRSTUWYZ[ \]^_ `ab`p333)))@8IJFG ʚ; f8ʚ; g42d2dHb x: 0ppp@ <4!d!d  0T# <4dddd  0T# <4BdBd  0T# 80___PPT10 pp? %O =KPERFORMANCE MANAGEMENT*   Creating long-term sustainable advantages in the fashion industry DD D MLEARNING OUTCOME  & to understand the meaning of business effectiveness and efficiency to the textile business & to recognise the value of performance management in creating long-term sustainable advantages in the fashion industry  PPERFORMANCE MANAGEMENT  ~ Performance management is the activity of tracking performance against targets and identifying opportunities for improvement.  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[ MARKET MEDIATION  Trade-off between effectiveness and efficiency Main focus on customer demand Competency as the ultimate performance objective Competency  a company s ability to effectively and efficiency turn change into an opportunity ~b~))) S))))))  X THE VALUE FLOW   NSHORT-TERM ORIENTED  Main focus on monetary resources Efficiency focus; cost is the key driver Process focus; immediate resource and capacity constraints Tactical manufacturing and logistics management; focus on execution   OLONG-TERM ORIENTED  Effectiveness focus; revenue is the key driver Focus on strategic planning; product /market fit Marketing and production alignment; focus on capabilities rather than constraints Includes the concept of non-monetary returns  VPERFORMANCE MEASURES  Market Competition What is the added value provided by the company? Location, sales channels, products, finance etc. Grounded in the long-term business strategy Priority Competition Is the company a market leader or a market follower? Innovation, creativity patents, uniqueness etc. Investments in R&D Hegemonic Competition Has the company been recognised on the marketplace? Brand, marketing, business policies etc. Investment in marketingD]JCJA1]4C4A    \ PERFORMANCE MEASURES  Performative Competition Is the company efficient? Productivity, quality, stock levels etc. Production excellence Competition in Foresight Is the company effective? Production flexibility, demand recognition, trends forecasting etc. Agility3?3L?L   RFACTORS FOR SUCCESS  Defining and using measures that evolve over time Using a mix of short and long term measures Focusing on business objectives rather than outputs Measuring effectiveness (doing the right things) and efficiency (doing things right) in parallelH1y  T(WHY IS PERFORMANCE MANAGEMENT IMPORTANT? ) Increased quality of service Increased efficiency in operations Responsiveness to market change Long-term sustainable advantages   /QSUW] 0 4,(  r  S 6C &Wf C  r  S (8C w( C    c HA"1027-heatherette6  X 0H  0޽h ? 3ff~___PPT10i. .+D=' C = @B +rޅK2W]1Root EntrydO):7Pictures>Current User8SummaryInformation(U      !"#$%&'()*+,-./012389:՜.+,D՜.+,8    On-screen ShowWLIC (UMIST)n  ArialTimes New Roman WingdingsNetworkPERFORMANCE MANAGEMENTLEARNING OUTCOMEPERFORMANCE MANAGEMENTEFFECTIVENESS VS. EFFICIENCYMARKET MEDIATIONTHE VALUE FLOWSHORT-TERM ORIENTEDLONG-TERM ORIENTEDPERFORMANCE MEASURESPERFORMANCE MEASURESFACTORS FOR SUCCESS)WHY IS PERFORMANCE MANAGEMENT IMPORTANT?  Fonts UsedDesign Template Slide Titles H 8@ _PID_HLINKSAchttp://images.google.co.uk/imgres?imgurl=http://www.couturecandy.com/images/stylists/designer-week/1027-heatherette.jpg&imgrefurl=http://www.couturecandy.com/item-week2.htm&h=541&w=297&sz=59&hl=en&start=56&um=1&tbnid=dIveq1fiw38_vM:&tbnh=132&tbnw=72&prev=/images%3Fq%3D%2Bclothing%2Bfashion%2Bindustry%26start%3D40%26ndsp%3D20%26um%3D1%26hl%3Den%26sa%3DN _omctssjf2mctssjf2