Operational Performance Controlling Director

SUMMARY OF POSITION AND OBJECTIVES:

With the introduction of the new role, Group Industrial Controlling Director, the aim of building on piloted productivity tools to establish and implement operational Key Performance Indicators (KPIs) across the Group is addressed. Key to the role, will be to align operational metrics with financial data.

The initial focus will be to accelerate the production of more granular P&Ls and deploy productivity and price-volume metrics. Over time, the Group Industrial Controlling Director will establish a team to track these operational KPI’s within the business.

The Group Industrial Controlling Director will ensure proper standards for cost and operational KPIs and lead the review and audit of these metrics.

POSITION AND OBJECTIVES:

More specifically, the Group Industrial Controlling Director will:

• Deploy systematic benchmarking of laboratories.

• Assure that all relevant initiatives are reflected in the budgets while budget guidelines are respected.

• CAPEX:

  • Support the optimisation of CAPEX budgets for instruments and real estate considering reliable instrument utilisation KPIs and footprint strategy.

  • Establish instrument utilisation metrics and integrate results to justify CAPEX requests.

  • M&A: Systematically monitor and ensure that business plans from acquisition recommendations get achieved by the acquired laboratories.

• Offsite KPIs: Ensure the generation of standard agreed upon KPIs for all off- site operations.

• Ensure all Business Units autonomously and near automatically implement the Cost Calculation model (APCC) to calculate the cost of tests. Thereby market segments, methods subgroups and customer profit and contributions can be calculated.

• All these initiatives must bridge financial tools and operational metrics, generally generated by the Laboratory Information Mangement Systems (LIMS) to ensure a proper reconciliation with P&Ls. This will require:

  • The set-up of dedicated modules in PowerBI or other systems to facilitate the reporting, reconciliation and usage of such metrics.

  • The development of training materials for business leaders detailing the use these tools and templates.

  • The formalisation of these templates and processes via internal documentation.