# Presentation: 199253

## Performance Management Presentation

*Team Members*:**   **
- Johnny Robbins, Donna Bowe, Annalie Burke, John Olguin, and Mary Stevens
**ORS **
**National Institutes of Health**
- 9 January  2004

**               ****Provide Scientific Equipment and **
**Instrumentation Services**

**Notes:**
This template is designed to assist you in assembling your presentation for the Performance Management (PM) Conference, which will be held at the Natcher Conference Center on Wednesday, 21 January 2004.  All Performance Management (PM) teams will prepare a presentation.  You will need to have your presentation reviewed by your management prior to submitting it to OQM.   OQM must receive your final PowerPoint presentation file by Friday, 9 January.  Please email this file to kaplanc@ors.od.nih.gov.  Note that this template provides guidance and that you should not limit your report/presentation to the examples provided in it. Realize you are currently in the Notes Page View, where you will find advice on how to put together your ASA Presentation.   To view your slides as they will appear in Power Point, click on View and select Normal.  To return to the this view, click on View and select Notes Page.  

## Overview and Contents

- DSEIS From the Customer View
- P & L Snapshot DSEIS
- PMP Template
- Value proposition and strategy
- Performance objectives and measures
- Financial Perspective: Critical Measures
- See the list inside
- Customer Perspective: Critical Measures
- See the list inside
- Customer Survey
- Internal Business Process Perspective: Critical Measures
- See the list inside
- Learning and Growth: Critical Measures
- See the list
- Conclusions and Actions
- Appendix
- See the list to be created

**Notes:**
This Table of Contents lays out a recommended structure for your PM presentation.  Notice this page describes the Main Presentation.  Keep in mind that you have approximately 30 minutes for the presentation, including questions from the audience.   The means you will need to select one or two objectives per perspective from your Performance Management Plan (PMP), one or two measures for each objective selected, and the corresponding data and graphs for each of the measures selected.  All the remaining objectives, measures, graphs, and interpretation for your PMP should be placed in the Appendix.  

## DSEIS CUSTOMERS

- The Photo of Campus showing the customers

## DSEIS Profit/Loss for FY 00 – 03

- 9/11/01

- FY2000 and FY 2001 reflect added DIRS overhead expenses and FY01 shows Y2K loss of computer business

## Service Group Performance Management Plan

## DSEIS  Performance Plan For FY04 – FY05

## Strategic Objectives - Strategy Mapping

**Strategic Objectives - Strategy Mapping**

- LG3. Improve accountability
- for performance

- LG1. Increase knowledge
-  of customer needs

- C3. Provide easy to obtain
-  services &  products

- C2. Improve lease/purchase availability
- of frequently used lab equipment

- I2.Educate customers
- about SEIB pricing

**C1. Reduce costs of services**
** ****& equipment**

**F1. Stretch customers’ **
**budgets**

**I1. Increase awareness of**
** ****DSEIS**

- I3. Improve service
-  response  time

**LG2. Increase technical **
**competency of staff**

- F3. Minimize unit costs for
- DS1-DS4

- F2. Improve net profit from
- maintenance agreements

## Strategy Mapping Conclusions and Actions

- Strategy Mapping revealed our objectives should emphasize Financial as the top perspective.
- We modified our PMP to emphasize our financial objectives and set Break Even at the Division Level.  Every attempt will be made to Break Even at the Service Group Level.
- Strategy Map Analysis: Break even at the service group level is a function of increasing our revenue from rental (lease to purchase). This revenue segment helps grow our service and repair and our maintenance business as well as providing a push for our new equipment sales.

## Financial PerspectiveCritical Measures

**Notes:**
Transition Slide for the Customer Perspective.  

## Objective F1. Break Even at Service Group Level

- Revenue
- Units

- FY 04 Target = $3,150,000 (+5%)

-           Measure: F1.1 New Equipment Sales

## Objective F2. Increase rental revenues and vendor discounts          Measure: F2.2 Rental Revenues

- Target FY 04

## What does this Financial Data tell us?

- Our sales of equipment, new leases and maintenance are recovering from the previous years.
- Our new equipment sales and lease business is taking on the top line for DSEIS. This segment helps drive equipment sales both new and old and it generates maintenance revenues.
- Our rental and rent to own business has many important benefits to the NIH research community.

- We have an Information Sharing Program underway with our customers to tell them about the advantages of our rental and lease options.
- In FY 04 we will have over 200 face to face meetings with our customers about maintenance agreements. We will tell them about our new equipment sales and lease programs.

**What actions are planned?**

## Customer Perspective

**Critical Measures**

## -Insert  chart/table here-

- Objective C2. Improve lease/purchase availability of frequently used lab equipment.
- 	Measure: C2 Average # of leases open each month

**Notes:**
You may decide that it is better to report some data in a text format instead of a graphical format.  Here is an example of a measure from the OQM PMP that does just that.  Again title the slide so it indicates the number of the measure (and it’s corresponding objective).  Here is the second measure (b) for the first customer objective (C1) on the OQM template.  You can see if you look back at the slide on page 7 that the title corresponds to what is listed on the OQM PMP for the second measure for the first customer objective.  

## FY 02

- No. of  Leases

- $ Leases

- Leases Converted = 87
- $ Lease Converted = $411,000

- ObjectiveC2. Improve lease purchase availability of 		frequently used lab equipment
-           Measure: C2.1 Leases converted to purchase

## Objective C2. Improve Lease/Purchase availability of 			frequently used equipment	Measure: C2.1 Leases Converted to purchase

**Objective C2. Improve Lease/Purchase availability of ****	****	****	****frequently used equipment****	****Measure: C2.1 Leases Converted to purchase**

- No of leases

- $ Leases

- FY 03
- Leases Converted = 73
- $ Lease Converted = $1,700,000

- FY 02
- Leases Converted = 87
- $ Lease Converted = $411,000

## What does this Customer data tell us?	Our easy to obtain equipment is a key reason NIH researchers 		buy from us. We make it easy to get the equipment when they 	need it without using capital equipment funds.	Our leases convert to purchases at a rate that stays within our 	business rule that limits purchase conversions to no more than 	25% of total lease $ in any one year. 

**What actions are planned?**
- 	We will ask our maintenance and repair 	technicians to be our first line of communication to our 	customers. We will make over 5000 service calls this 	year and each one is an opportunity to leave behind 		some information about our various programs and how 	 they are to use. Our equipment and services are only a 	CAN number away and there is no additional paper 	work required to buy, lease rent or service repair from 	us as there would be with any other commercial 	provider.

**Notes:**
Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.  This is an example of the conclusions made from the OQM data reported here.   You will want to replace the bullets with your own conclusions for data reported in the customer perspective.  

## Internal Business Process PerspectiveCritical Measures

**Notes:**
Transition Slide for your Internal Business Process Perspective data and findings.

## Objective IB1. Increase Awareness of DSEIS

-           Measure: IB1.1 New equipment leases

- FY 02 = 495
- FY 03 = 425

## Objective IB3. Improve Service Response Rate	Measure IB3.1 Same Day response rate on calls

- 94%

**95%**

## What does this Internal business process data tell us?

- The more leasing we do the more overall business we drive to DSEIS for equipment sales, service and repair.

- What actions are planned?

- Analyze our customer base to identify accounts 	that have made significant equipment 	purchases in the past and contact them to 	explain the benefits of our rental and 	lease 	program.
- Begin informing our customers that because 	we are here on campus we can respond to 	95% of all service calls within 24hours 	without charging a portal to portal fee like 	most other commercial providers.

**Notes:**
Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.  

## Learning and Growth PerspectiveCritical Measures

**Notes:**
Transition Slide for the Learning and Growth Perspective.

## Objective L3. Improve Accountability for performance	Measure: L3.2 Charged hours to Budget hours 

## What does this Learning and Growth data tell us?What actions are planned?

- We are having to rely on outside service vendors to perform some of our maintenance and repair on equipment that we are not trained on. This cuts into our chargeable hours and reduces our sole provider role.
- We need to increase the technical training of our staff to cover more equipment.

**Notes:**
Use this slide to make bulleted statements about what you learned from the data you reported in this perspective.  

## Conclusions from PMP

- Major Findings:
- 	-Lease and rental business is the profit 	leader
- 	- Technical proficiency – really knowing the 	equipment is key to our growing the service 	business profitably.
- Improvements Achieved:
- 	-New tracking systems for service call 	response, leases opened and closed and 	equipment on hand in inventory.
- Key Initiatives:
- 	-Pro-active program to tell our customers 	about our rental and lease program.
- 	-Service technicians will leave information 	with customers.

**Notes:**
Use this slide to summarize your conclusions from the PM effort.  Ideas for Conclusions:
What are your major findings based on all of the analyses you’ve conducted? 
What improvements has the group achieved thus far?
What initiatives are planned for FY04?