You’re new to operational planning dashboards. What’s the best way to get started?

Align with Goals: Select metrics that directly reflect key business objectives. KPI Focus: Identify crucial KPIs relevant to business success. Data Availability: Ensure access to reliable data for measurement. Relevance: Choose metrics relevant to current strategies and market conditions. SMART Criteria: Metrics should be Specific, Measurable, Achievable, Relevant, Time-bound. Leading and Lagging Indicators: Balance both for a comprehensive view. Stakeholder Needs: Consider what insights stakeholders require. Simplicity: Opt for easy-to-understand metrics. Regular Review: Adjust metrics as needed to stay aligned with evolving goals. Benchmarking: Use industry standards for comparison.

The process is Integrated Business Planning, or IBP. In the new world of IBP, Sales, Operations, Logistics, HR, Finance, Marketing, and Pricing are all working toward the same goals. If a company has been operating a run-of-the-mill S&OP process for twenty years, a change management plan to shift to IBP could be exactly what the company needs to take business to the next level.

The first step is to define what we want to measure and why. Our metrics should be relevant, specific, measurable, achievable, realistic and timely (SMART). They must also align with our strategic objectives and key performance indicators (Key Performance Indicators Choosing the right metrics is crucial for effectively measuring our progress towards our goals. Here are some key steps to help to choose our metrics: Define our Goals: Start by clearly defining our objectives. What are we trying to achieve? Our metrics should directly tie back to these goals. Identify Key Performance Indicators (KPIs): KPIs are specific metrics that reflect the critical success factors of our business.

A easy and smart way to choose your metrics is to align them to the problem that you want to solve. If, somehow, the metrics can tell you a story about how things are going, you can use it to decide the end goal and resolve the problem.

a) KNOW WHAT PRODUCTS YOU PROVIDE TO YOUR CUSTOMERS AND AND WHAT SERVICES YOU PROVIDE TO YOUR CLIENTS - the business you are in. b) IDENTIFY the players in your industry by North American Industrial Classification System (NAICS) code. c) Recognize what the changes are happening in your industry. Whether you are a private or public or non-profit sector organization, you cannot formulate a VISION and MISSION statement held up by GOALS and OBJECTIVES carried out by STRATEGIES with EFFICIENCY, EFFECTIVENESS and SERVICE QUALITY METRICS if you don't understand a), b), and c) above. Demographic, industry and technological changes of c) above must be the starting point. Outdated perspectives lead to outmoded efforts. It's 2024 not 1974.

In addition to cost, availability and customization, an important factor to the assertive tool is identifying the target audience that will use the views (dash, plataforms, etc.). It must correspond to the user's (or stakeholder's) level of understanding, considering the possibility of necessary customization - in a graphical and analytical way.

Desde mi experiencia hemos avanzado en implementar DASH sencillos pero claros en Excel como herramienta básica para luego desarrollar una cultura de información y análisis y posteriormente implementar herramientas mas efectivas como power bi.

If your aim is to enhance customer satisfaction, you might opt for metrics such as the net promoter score (NPS), retention rate, or complaint resolution time. These metrics provide clear, quantifiable insights into customer sentiment and the effectiveness of your customer service efforts. By selecting metrics that are directly linked to your strategic goals and KPIs, you can effectively monitor progress and make data-driven decisions to drive improvements in key areas of your business.

- I agree , and i will consider my team to help me out in this issue ! Sharing idea with your team always has the best impact in da work environment ! Then they will never feel excluded !

- here is my favorite time ! Now i can apply what i learned in my last system thinking how can i help to design the layout ! Brain storming might help a lot

User-Centric Design: Ensure intuitive, user-friendly interface. Dashboard Overview: Use visual elements like charts for quick insights. Customization: Allow users to tailor views and reports. Real-Time Data: Integrate with data sources for current updates. Drill-Down Features: Enable detailed data analysis. Alerts/Notifications: Set up for critical metrics. Mobile Responsiveness: Ensure accessibility on various devices. Clear Labeling: Use concise labels and straightforward instructions. Security: Implement robust data protection. User Feedback: Include a feedback mechanism for continuous improvement. Scalability and Flexibility: Design for adaptability to changing needs.

El diseño si bien es eficiente muchas ocasiones nos llevan a un tema de colores y percepción que no permite avanzar en la base que es que nos esta diciendo el indicador y como lo podemos gestionar.

1. Understand Objectives: Begin by understanding the goals and objectives of your organisations operational planning efforts. What are the key performance indicators (KPIs) and metrics that are crucial for monitoring and improving performance 2. Learn About Data Sources: Familiarise yourself with the various data sources available within your organization. This may include databases, spreadsheets, external APIs, and other systems. Understand how data is collected, stored, and accessed. 3. Explore Visualisation Tools: Start exploring different visualization tools and software available for creating operational planning dashboards. Look for user-friendly tools that offer a wide range of visualisation options and features.

Choose visual elements such as charts, graphs, tables, and maps that are well-suited to the type and purpose of your data. For instance, if you aim to illustrate trends over time, a line chart would be appropriate. On the other hand, if you seek to highlight comparisons between different categories or groups, a bar chart might be more effective. By thoughtfully designing your dashboard with these principles in mind, you can create a user-friendly interface that enables stakeholders to efficiently interpret and derive insights from the presented data, ultimately supporting informed decision-making and driving organizational success.

Another part of analyzing an operation is, not just the data in the dashboard, but also the team that drives the operations. You must learn their strengths and weaknesses and adjust accordingly for real life and the data should reflect if you are effectively analyzing an operations team.

After choosing the metrics and the best layout, one step before performing a deep dive into the data is to determine the periodicity (or ritual) for your analyses. This movement will enhance the comparison of results, the identification of possible outliers (in a faster way) and also an effective use of what was constructed.

Analyzing data is the compass that guides your decision-making journey in operational planning dashboards. 🧭💼 As Navid Najmabadi rightly points out, the fourth step is where the magic happens. Dive deep into your data, unveil patterns, spot trends, and identify outliers. 📊🔍 Comparing actual results with targets and benchmarks ensures you're on the right track towards your goals. Whether it's cost reduction or strategic improvements, the power of analysis propels you forward. Embrace the insights, make informed choices, and let your dashboard be the strategic ally in your business endeavors. 👨💼🚀 #OperationalPlanning #DataAnalysis #BusinessInsights #DashboardMagic

If you are new to Op Mgt, the first thing to refer to is the data and previous MIS. This will give you a bird's eye view of ongoing operations. Then take stock of your resources whether it is plant and machinery, manpower, raw material and finally the status of SCM. Next step is to review the targets. It could be either upward or other way based on the resources and infrastructure avbl to you. SWOT analysis: Identify the potential weak areas and plan for a standby arrangement and a workable redundancy plan. This is applicable to both men and machinery. Next is Inventory Mgt: Based on the market dynamics and risks, we need to take conscious decision about the raw material stocks. Maintain regular interaction with Procurement and SCM teams.

Une fois que votre tableau de bord est opérationnel, commencez à l'utiliser pour analyser vos données opérationnelles. Identifiez les tendances, les modèles et les anomalies qui pourraient nécessiter une action ou une intervention. Révision et Amélioration Continue : Revoyez régulièrement vos tableaux de bord pour vous assurer qu'ils restent pertinents par rapport à vos objectifs opérationnels. Soyez prêt à apporter des ajustements et des améliorations en fonction des évolutions de votre entreprise et de vos besoins.

I have been reading a lot about "storytelling" and its importance in everything we do, selling, communicating, bonding, garnering trust. Use infographics, mind mapping, flow charts or anything that is providing you a good storyline. The military uses way too much info on a single slide. One trick is to put bold numbers on the chart for very key info and then put the numbers with detailed info into the notes. If the commander doesn't make it to your briefing, he/she can read the highlights and follow along based on your numbers and notes.

O Planejamento Operacional é, por assim dizer, refém do seu controle. Um controle ruim, sem prazos, sem responsáveis bem definidos, sem dados organizados, sem possiblidade de acionamentos rápidos da equipe gera um Planejamento Operacional natimorto. O Painel de controle do Planejamento precisa refletir o cenário REAL (AS IS), não o IDEAL (TO BE) nem o COMO DEVERIA SER (SHOULD BE). Quanto mais bem feito o controle deste Painel, maior a efetividade do seu Planejamento.

I prefer employing "Flows" to automate the transfer and updating of data, thereby allowing more time for other tasks. Additionally, it's important to consider your audience's familiarity and ability to interact with the data visualization program you're using. Do you possess adequate licensing to share it with the team? I've found that taking snapshots of the visuals is an efficient way to convey information in most cases.

For someone who is new to this, I suggesting prior to diving into the categories above you follow a few simple steps to ensure you have all the information to set yourself up for success. The steps I like to follow are: - Establish your objectives - Define KPIs and performance indicators - Identify & integrate your data - Choose a BI tool - Data visualization

Consideration for maintaining data integrity should occur throughout the process. Accuracy, timeliness and consistent data inspires confidence and trust in any product or solution using that data.

Ante todo, con independencia de las métricas seleccionadas, del diseño del panel, del software utilizado, etc... es que cada paso sea para poner la información al servicio de tu proyecto y no al revés. Hemos de evitar ser extremadamente ambiciosos y diseñar una estrategia de recolección de datos o métricas que luego dificulten su recolección, sistematización o análisis, invirtiendo gran parte del tiempo del proyecto y el equipo en ello. Cualquier paso que demos, debe ser para generar herramientas de utilidad para nuestro proyecto, fáciles de alimentar con datos disponibles y fáciles de interpretar para facilitar el trabajo.