Investment and Key Performance Indicators

Topics: Investment, Coca-Cola, Dividend yield Pages: 8 (933 words) Published: January 25, 2015
Key performance indicators.

Key Performance Indicators, also known as KPI, help an organization define and measure progress toward organizational goals. Key Performance Indicators (KPI’s) are one of the most over-used and little understood terms in business development and management. The role KPI’s play is much bigger and more important. In fact, KPI’s are one on the most important guideposts for any business. Every business should have them. Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements. Coca Cola Amatil are committed to improving existing productivity and customer service. Key Performance Indicators (KPI’s) have been established to maintain progress toward the achievement of the critical business goals. Key performance indicators data will be reviewed regularly by the Company and employees to assess achievement of performance targets. Outcome from this review and subsequent changes will form part of the ongoing process of continuous improvement. To this agreement acknowledge that the KPI’s sets out below are capable of being achieved. The Company acknowledges that the achievement of some of the KPI’s can be affected by external influences and may require the provision of appropriate technology, resources and training in a timely manner. Employees and the Company will actively work toward the achievement of all KPI’s.

These are example of Coca Cola Amatil Key Performance Indicators KPI’s for both the Refurbishment Centre and Field Service are as follows: KEY OBJECTIVES
Refurbishment Rates
- Vending - 2.5 per day (excluding steel door venders) - GDM-4.0perday - Fountain (Refurbishment time)
6.6 hours per unit
4.0 hours per countertop 3.2 hours per tower
2.0 hours per gun
Quality Refurbishment
- Less than 3% of equipment refurbished to require a service call within 7 days. OH&S
- Conform to all OH&S requirements.
- Ensure your safety and the safety of those around you Is not compromised. - Lost time injury days to be less than previous year.
- Ensure work area is free from loose or dangerous object

Security and housekeeping
- Ensure work area is secure and tools are locked away when not in use. - Work area to be cleaned daily.
- All costing sheets are accurate & complete and account for all parts issued and used. - All unused parts to be returned to the store.
Productivity Rates -
- Service call costs to be < $74.17 GDM and $111.72 Fountain & $207.21 for FCB Call backs / Effective service
- Reduce the incidence of repeat calls to customer premises To a level below 15% for GDMs and less than 18% for fountain equipment & 15% for FCB. Service Response Times
- 70% of all service calls allocated are to be completed within 24 hours. - 80% of all service calls affecting the dispensing of a quality product to be completed within 24 hours. Preventative Maintenances

- Completion of 3072 preventative maintenances by the FS team on CDE.( 192 per person per year) - Completion of scheduled FCB PM’s.
Cost effectiveness
- Completion of 25 Fountain Installations and 20 refrigeration deck repairs by FS team per year. Spare Parts Management
- Cost correct information into the PDT’s/Hand Held Terminals at completion of service call. - Less than 5% variance at cycle counts.
- Conform to all OH&S requirements.
- Ensure your safety and the safety of those around you Is not compromised. - Lost time injury days to be less than previous year.

Coca-Cola Amatil ACTION PLAN: 2011-2016

Key Financial Objectives
Sustainably driving shareholder value creation through
Earnings – achieving the right balance between price, volume, mix and efficiency gains to deliver sustainable shareholder returns Dividends –...
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