“The Bovino Gainsharing system has consistently exceeded my expectations in real performance improvement” Click here to read more “Our employees are earning 15 to 25 percent Gainsharing pay each month, based on real performance improvement” Click here to read more “The Bovino Gainsharing model has been implemented in four of our plants. We will implement it in all future acquisitions.” Click here to read more “Without the huge employee productivity and material usage improvements from the Bovino Consulting Group’s Gainsharing Plan we would not be surviving the 2009 recession.” Click here to read more “Vince Bovino delivered a powerful and easy to understand Gainsharing Executive Workshop. I guarantee you will not fall asleep.” Click here to read more “For years we have been measuring too many things and some wrong things. The Bovino Gainsharing model forced us to measure and reward the right things…” Click here to read more “The Gainsharing process by Bovino Consulting changed our employees’ behavior…we couldn’t do it ourselves.” Click here to read more “Your guidance and dedication has been invaluable…I can assure you that we will again be turning to you for assistance.” Click here to read more “The first year of our Gainsharing Plan has gone very well. Total saving have been $3,272,675…” Click here to read more “The consultant (with Bovino Consulting Group) who did all the statistical and analytical work to develop and validate the pay model is second to none….he is super accurate and very fast...” Click here to read more “We have interviewed other Gainsharing consulting firms and none, yes no one, come close to the knowledge, drive and passion seen in Bovino Consulting.” Click here to read more

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Bovino Consulting Group
1250 Ironwood Drive - Suite 334 | Coeur d'Alene, ID 83814
Phone: (208) 765-3344 - Fax: (208) 664-6237
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  • Pyr_1Reward

    The Reward System is the high–octane fuel that drives operating performance to new levels.

    Bovino Consulting has proven, time–after–time, that well–designed variable pay incentive systems tied to performance factors that employees can influence are, infact, motivational and will change employee behavior and produce positive business results.

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  • Pyr_2Performance

    A comprehensive performance information feedback system to employees is the life blood of any improvement iniative.

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  • Pyr_3Performance
    Improvement System

    Nothing succeeds like the power of focused Performance Improvement Teams.

    The heart of the Gainsharing process is a well–defined structure to capture, evaluate and implement employees' ideas for improvement. This structure is the powerful engine that drives your organization's improvements.

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  • Pyr_4Line-of-Sight
    Performance Targets

    Line–Of–Sight Performance Targets (LSTs) are "micro" or "mini" performance goals that are specific to a team or department. They are performace measures that drive the success of that team or department.

    LSTs help create that all important linkage between what employees do in their work area, the KPIs' results and the associated reward.

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  • Pyr_5Key Performance Indicators
  • Pyr_6Plan Design Features

    This is the structure of your plan. They are the administrative aspects of your plan. These features describe every detail of your plan. There are 25
    ( + or – ) Plan Features that must be addressed to ensure a comprehensive, well thought out plan.

    Your plan is the rock-solid foundation of your improvement iniative.

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  • The KPIs Represent the "Beam of Light" Upon Which All
    Employees in the Business Unit Focus Their Energy ... This
    is Near-Perfect Organizational Alignment

Key Performance Indicators (KPIs) are a suite of indicators that measure operating performance and success of the organization.
KPIs drive the Rewards System.  The KPIs are the only performance measures that (when improved upon) generate Gainsharing pay for employees. This suite of common measures helps move all employees in the same direction with a set of common goals.

KPIs must be designed and formatted around the needs of the business.  Most operations have 4 to 7 KPIs. Some of the more common KPIs are:
  • Cost Productivity (includes cost and production) … i.e., “cost per unit of output”

  • Labor Productivity (includes person-hours and production) … i.e., “units of output per person hour”

  • Raw Material Utilization … e.g., recovery, yield, usage, scrap rates, damage, etc.
  • Product Quality … e.g., first pass quality, PPM, reject rate, failure rate, return rate, purity rate, material grade, etc.

  • Time Performance … e.g., on-time delivery, order-to-delivery cycle time, average days late, etc.

  • Operating Margin

  • Customer Satisfaction (includes scorecard).

  • Product/Package Appearance (includes scorecard).

  • Inventory Performance … e.g., raw materials, work in process and finished goods, actual vs. target (inventory turns).

  • Environmental Performance         

  • Safety Performance … incident frequency and severity rates … we have developed some very unique approaches that discourage under-reporting!

  • Long-Term Projects … e.g., percent completion, time, cost, quality.

  • The Work Practices (includes scorecard) … e.g., equipment damage, inventory accuracy, equipment availability, safety audit, housekeeping, absenteeism … A potpourri of measures.