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Q1 evaluate performance report, Benchmarking, evaluating standards from Building block model
Q2 BCG and advise on EVA
Q3 BSC and management stylesThink it was in that order, how did everyone find it?
The benchmarking part completely surprise me, it was the most challenging part for me. Also the standards on BBM, i was struggling to apply it to the measures given. Q2 and Q3 I found quite nice.
Q1.
Balanced scorecard
TQM
IT system – 5s’Q2.
Evaluate performance report using performance pyramid
JITQ3.
KPIs for 3 of the CSFs
What gets measured gets doneI got the same questions as CCPP. Found it quite difficult to apply TQM to the relevant company and never seen a question where performance report is evaluated according to the performance pyramid.
Overall, found it to be a pretty tough exam…
me too, i found this so hard. I didnt even know there was different types of benchmarking.
What did you put?
the only thing i thought of was best in class
I put that we can benchmark based on products, location, size. But it was not correct, i checked after the exam ,there is internal, external benchmarking and few more. This was tough exam. My last one and the most diffficult
I put that we can benchmark based on products, location, size. But it was not correct, i checked after the exam ,there is internal, external benchmarking and few more. This was tough exam. My last one and the most diffficult
Q1 evaluate performance report, Benchmarking, evaluating standards from Building block model
Performance reporting
This had a very nice way of representation
Identifying 4 objectives along with shareholder maximization – Evaluating this 4 areas with KPI (16 marks)Benchmarking – (12)Q1 evaluate performance report, Benchmarking, evaluating standards from Building block model
Types of benchmarking – Internal, Competitive, process ( A detailed information with pros and cons)
What type of benchmarking suitable for SoulSeat – Process (went with this)
Evaluate the benchmarking process for SoulSeatBbm (10marks) – Constructing the answer based on the dimension (financial, competitive, quality, flexibility, resource utilisation, innovation)
Innovation was missing – other were deemed to be in answer, connecting this with standards and rewards were important partQ2 BCG and advise on EVA
BcG – 7 marks
Evaluation – 8 marksEva – Why Eva was important – Connected the answer with ROI on directors comment
Q3 BSC and management style
Internal perspective
Driver efficiency
Delivery efficiency
Delivered items per journey
Evaluation (11marks)Managment style (9marks)
Budget constraint
Profit constraint
Non Budget ConstraintWhich is suitable for Haston – Profit Conscious
Write your comments on this
Very similar answers from me only differences :
Q1
The performance report was lacking any detail of non financial KPI, also created one kpi for each objective and the corporate goal of maximising shareholder wealth.Benchmarking – recommended to compare with competitor as exhibit mentioned shareholders complaining about need to close gap with competitors.
Plus the 2nd part of the question asked which competitive benchmarking partner they should use.F&M BB – my answer was weak – only 4 or 5 points
Q2
EVA – i connected with the manager saying current year spending on assets would negatively impact his EVA, which i said was incorrect. Said it was a good idea to implement, but needed to make sure management fully understood otherwise they’d be demotivated.
Q3
I had :
number of miles driven per breakdown
number of miles driven per litre of fuel used
% capacity of trucks filled with packagesmanagement style
I recommended a blend of profit conscious / non accounting
Overall – if we suggested difference things along as it was justified we’d both get the marks.
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