Academic literature on the topic 'Key performance indicator (KPI)'
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Journal articles on the topic "Key performance indicator (KPI)"
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Setijono, Djoko, and Jens J. Dahlgaard. "Customer value as a key performance indicator (KPI) and a key improvement indicator (KII)." Measuring Business Excellence 11, no. 2 (June 5, 2007): 44–61. http://dx.doi.org/10.1108/13683040710752733.
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Meiliana, Meiliana, Bryan Bryan, Felix Joshua, and Raymond Raymond. "Pengembangan Sistem Manajemen dan Analisis Key Performance Indicator “Smart Kpi” Berbasis Web." ComTech: Computer, Mathematics and Engineering Applications 5, no. 2 (December 1, 2014): 1119. http://dx.doi.org/10.21512/comtech.v5i2.2429.
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The goals of organization or company are achieved by the given objectives of all the employees. In order to measure the achievement of the employees, the organization or company can use Key Performance Indicator (KPI). However, most of the application of KPI is done manually, for example in inputting scores, result submission, score checking, and report creation. Seeing this condition, an application called “Smart KPI” is developed to provide an effective and efficient KPI System, to provide the valid KPI data to assist the monitoring of employees performance, and to create the organizational structure by relating the supervisor with the subordinate. This application is developed using Scrum research method that consists of backlog and sprint. The backlog consists of literature studies, comparing previous research or product, distributing questionnaires, and interviewing IT experts. Sprint consists of sprint and release planning and actual sprint work. The result is a PHP based web application for KPI processing for an organization or company that depends on the structure of users and indicators that have been set in the back-end and apply the settings and process the KPI in the front-end. The conclusion that obtained is this application will help the KPI processing which match the user requirement and has a good user interface and performance.
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Wulandari, Berlina, Novita Br Ginting, Gibhta Fitri Laxmi, and Yuggo Affrianto. "Pemodelan Fuzzy Mamdani untuk Mengukur Kinerja Dosen Menggunakan Key Performance Indicator." INOVA-TIF 2, no. 1 (January 2, 2020): 42. http://dx.doi.org/10.32832/inova-tif.v1i2.2755.
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<em>The measurement of lecturer performance is done in terms of objectivity and the absence of measurable variables used, so that the assessment variables used in the measurement process are based on one's perception. Inaccuracy in measuring lecture performance can be applied with the fuzzy mamdani method so that measurements become more precise. Weighting is done for each parameter that refers to the Key Performance Indicator. To support the performance of the lecturer, the data was obtained from lecturer data in the Faculty of Engineering which was processed to get the output. The formation of fuzzy mamdani rules has 79 rulebases from experts, from the results of research that has been done, the input variables for fuzzy calculations in this system are the Education, Research, Community Service, Self-development and output variables namely the lecturer performance value. The fuzzy set used in each fuzzy variable is not good, moderate, and good. The Mamdani fuzzy method is a mathematical framework used to present uncertainty, obscurity, inaccuracy. In fuzzy mamdani done in stages (a) the formation of the fuzzy set, (b) the application of the implication function, (c) forming the rules, (d) affirmation (defuzzification). From the results of the study, obtained a comparison of measurements with KPI without fuzzy and KPI with fuzzy which produces fluctuating values, where KPI using fuzzy has better results than KPI without fuzzy. In the fuzzy mamdani method produces values that move smoothly, this difference is shown from the significance value (2-tailed) produced is smaller than α = 0.05 which is 6.09 x 10<sup>-5</sup>, so that the KPI uses fuzzy significantly different from KPI without fuzzy. </em>
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Alimul Karim, Abdul, Sri Gunani Partiwi, and Adithya Sudiarno. "Designing Key Performance Indicators (KPI) with macro ergonomics approach." MATEC Web of Conferences 204 (2018): 01014. http://dx.doi.org/10.1051/matecconf/201820401014.
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Some Electronic Procurement Agency (LPSE) at the level of Regional Device Work Unit (SKPD) in Indonesia is still in the development stage of its life cycle, so it needs performance improvement. Key Performance Indicator (KPI) is required to measure the performance. To undertake the development of the LPSE, a sociotechnical role is required. Sociotechnical is a concept of macro ergonomics that has a principle of balancing between social and technical in running a system. So this research aims to design KPI with macro Ergonomic approach. This research was conducted at LPSE District of Kampar, Riau, Indonesia. The stages of this research are the selection of Macro Ergonomic Sub-Attributes, Expert Selection with expertise based ranks of expert, weighting using Fuzzy (Analytical Hierarchy Process) AHP, determining the priority of sub macro ergonomic attribute using Pareto and design of KPI. The result of this research are 33 Sub-Attributes of Macro Ergonomic and prioritizing resulted 18 sub-attributes of Macro Ergonomic and result 21 KPI.
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Kusrini, Elisa, Fadrizal Novendri, and Vembri Noor Helia. "Determining key performance indicators for warehouse performance measurement – a case study in construction materials warehouse." MATEC Web of Conferences 154 (2018): 01058. http://dx.doi.org/10.1051/matecconf/201815401058.
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Warehouse performance measurement is needed to improve performance of logistics system. In order to improve warehouse performance, it is necessary to identify Key Performance Indicator (KPI). Different warehouses have different KPI, therefore this research aims to identify the most important KPI of warehouse so that warehouse manager can determine corrective actions in their warehouse efficiently and effectively. In this research, 25 KPI of warehouse are identified in five warehouse activities based on Frazelle model. The most important KPI are then determined in each warehouse activity using Analytical Hierarchy Process (AHP). Warehouse performance are measured and final score is determined using SNORM. Improvement steps are proposed base on benchmarking among warehouses. Warehouse performance measurement is conducted in 5 construction’s material warehouses located in Yogyakarta, Indonesia. From this study, it is found that most important KPI for receiving is productivity (receive per man-hour), KPI for put away is cycle time (put away cycle time), KPI for storage is utilization (% location and cube occupied), KPI for order picking is cycle time (order picking cycle time) and KPI for shipping is productivity (order prepared for shipment per man-hour). Improving warehouse performance could be done by comparing warehouse performance with the best performance among peer group.
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Swiatek, Cecile. "European academic libraries Key Performance Indicators (KPI)." Performance Measurement and Metrics 20, no. 3 (November 11, 2019): 143–58. http://dx.doi.org/10.1108/pmm-08-2019-0041.
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Purpose The French academic libraries directors association (ADBU) launched and updated a European comparative study on Key Performance Indicators (KPI) in Academic Libraries over the 2013–2017 period. The purpose of this paper is to briefly present the ADBU initiative; its main focus is how to use these figures to ground decision making process, notably so as to better assess the contribution of libraries in student success or research performance. Design/methodology/approach As universities and academic libraries are facing research evolutions and teaching/learning new models, a strong increase in students’ number is observed everywhere in Europe. This trend will most probably continue in the coming years and the pressure on academic libraries will grow. That is why the French ADBU took the initiative to launch a European comparative study on key and performance indicators in Academic Libraries over the 2013–2016 period. Data were updated in 2019, covering 2017 figures and including additional countries. Findings Thanks to the European partners and the help of a consultant firm, the first observations were updated with the 2017 figures and the country scope grew broader. Libraries buildings and equipment, space and seats per student, opening days and hours, frequentation rate, library services, users training, staff per student/documentary budgets/total expenditure, staff training, documentation loans/consultation/downloads: these KPI are gathered and can be compared in both relative and absolute value. Originality/value The ADBU initiative is unique, results are widely shared.
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Bai, Chunguang, and Joseph Sarkis. "Determining and applying sustainable supplier key performance indicators." Supply Chain Management: An International Journal 19, no. 3 (May 6, 2014): 275–91. http://dx.doi.org/10.1108/scm-12-2013-0441.
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Purpose – The purpose of this paper is to introduce a methodology to identify sustainable supply chain key performance indicators (KPI) that can then be used for sustainability performance evaluation for suppliers. Design/methodology/approach – Initially the complexity of sustainable supply chain performance measurement is discussed. Then, a two-stage method utilizing neighborhood rough set theory to identify KPI and data envelopment analysis (DEA) to benchmark and evaluate relative performance using the KPI is completed. Additional analysis is performed to determine the sensitivity of the KPI set formation and performance results. Findings – The results show that KPI can be determined using neighborhood rough set, and DEA performance results provide insight into relative performance of suppliers. The supply chain sustainability performance results from both the neighborhood rough set and DEA can be quite sensitive parameters selected and sustainability KPI sets that were determined. Research limitations/implications – The data utilized in this study are illustrative and simulated. Only one model for the neighborhood rough set and DEA was utilized. Additional investigations using a variation of rough set and DEA models can be completed. Practical implications – This tool set is valuable for managers to help identify sustainable supply chain KPI (from among hundreds of potential measures) and evaluate sustainability performance of various units within supply chains, including supply chain partners, departments, projects and programs. Social implications – Sustainability incorporates many business, economic and social implications. The methods introduced in this paper can help organizations and their supply chains become more strategically and operationally sustainable. Originality/value – Few tools and techniques exist in the sustainable supply chain literature to help develop KPIs and evaluate sustainability performance of suppliers and the supply chain. This paper is one of the first that integrates neighborhood rough set and DEA to address this important sustainable supply chain performance measurement issue.
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Syah, Ilham, Fatma Agus Setyaningsih, and Syahru Rahmayuda. "Sistem Informasi Evaluasi Kualitas Kinerja Dosen dalam menentukan Key Performance Indicator." Jurnal Edukasi dan Penelitian Informatika (JEPIN) 5, no. 2 (August 2, 2019): 132. http://dx.doi.org/10.26418/jp.v5i2.29649.
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Kontrol dan evaluasi merupakan fungsi yang penting dalam manajemen untuk memastikan rencana kerja organisasi bisa berjalan dengan baik sehingga akhir organisasi bisa tercapai. Untuk bisa melakukan fungsi kontrol dan evaluasi dengan baik dibutuhkan sistem informasi manajemen kinerja yang baik. Sistem manajemen kinerja yang baik harus bisa menggambarkan proses bisnis yang terjadi dalam organisasi secara keseluruhan. Sistem informasi evaluasi kinerja dosen dibangun dengan memuat ukuran-ukuran Key Performance Indicator (KPI) dari sebuah model kinerja dosen yang dikembangkan dalam bentuk kuesioner secara online dan tersistem. Dashboard model dapat mengintegrasikan data dari berbagai sumber disetiap unit, dimana mereka dapat mengelola data dan menyajikan dalam bentuk laporan informasi yang berkualitas. Hasil penelitian menunjukkan evaluasi kinerja dosen berdasarkan nilai KPI sebesar 0.616 dengan kategori penilaian baik berkisar antara 0.6 sampai 0.8, dapat dijadikan referensi sebuah model evaluasi kinerja dosen yang digambarkan dalam bentuk model dashboard untuk memberikan evaluasi terhadap mutu proses pembelajaran yang dilakukan oleh dosen dalam rangka meningkatkan kualitas proses pembelajaran.
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Amzat, Ismail Hussein. "Key performance indicators for excellent teachers in Malaysia." International Journal of Productivity and Performance Management 66, no. 3 (March 6, 2017): 298–319. http://dx.doi.org/10.1108/ijppm-06-2015-0094.
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Purpose The purpose of this paper is to create a key performance indicator (KPI) that can be used as the benchmark tool for teaching performance and practices of both excellent teachers (ETs) and non-ETs and to investigate the possible interrelationships between the five thinking domains (teachers’ teaching philosophy, teaching objective, pedagogical content knowledge, teachers’ expectations and management style). Design/methodology/approach This study uses a quantitative approach with a sample of 306 ETs from eight states including the Federal Territory. Exploratory factor analysis was used to validate the instrument and confirmatory factor analysis for model fit. Findings The findings showed that an excellent classroom management style was the most significant domain for KPI with the highest factor loading, followed by ETs’ teaching philosophy and objectives. It revealed that there was no significant relationship between ETs’ expectations and their classroom management style and that the relationships between the other domains were weak. Originality/value With this research creating a KPI model for excellent teaching practices, it is suggested that an in-depth review should be conducted concerning the standardization of the classroom management and the national teaching objectives in Malaysia. Perhaps representatives from the Ministry of Education and the school principals could go into the field to determine whether the excellent and non-ETs are fulfilling the national education objectives and meeting the expectations. This could lead to setting KPIs for achieving teaching objectives among the ETs.
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Kinanti, Winda Ayu, and Nunung Nurhasanah. "Usulan Perancangan Key Performance Indicator (KPI) dengan Konsep Green HRM menggunakan Perspektif Performance Prism dan Metode AHP pada Waris Cafe." JURNAL Al-AZHAR INDONESIA SERI SAINS DAN TEKNOLOGI 5, no. 2 (September 30, 2019): 70. http://dx.doi.org/10.36722/sst.v5i2.353.
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<p class="Default"><em>Abstrak</em> – <strong>Dalam keberlangsungan suatu kinerja perusahaan, pentingnya </strong><strong>memiliki satuan baku dalam pengukuran kinerja perusahaan. Jika perusahaan tidak memiliki pengukuran kinerja, hal tersebut ternyata berdampak buruk bagi perusahaan karena tidak adanya bahan evaluasi untuk memperbaiki kinerja perusahaan terutama di bagian sumber daya manusia. </strong><strong>Pada penelitian ini, dilakukan usulan perancangan KPI pada restoran Waris <em>Café </em>dengan menerapkan konsep <em>Gree</em>n HRM. Bertujuan untuk merancang kinerja perusahaan dan turut serta menjaga keseimbangan lingkungan dengan melibatkan seluruh <em>stakeholder</em> restoran. Berdasarkan hasil wawancara dan diskusi dengan pakar, didapatkan </strong><strong>75 KPI secara keseluruhan yang terdiri dari tiap 5 <em>stakeholder</em>, dimana dalam tiap <em>stakeholder</em> memiliki 5 perspektif <em>performance prism</em>, dan dalam tiap 1 perspektif memiliki masing-masing 3 KPI</strong><strong>. Dengan menggunakan metode <em>Analytical Hierarchy Process</em> yang dibantu dengan <em>software Super Decisions</em>, </strong><strong>didapatkan hasil bobot kepentingan <em>stakeholder</em> terpilih yaitu investor dengan bobot 30,38%. </strong><strong>Bobot KPI pada tiap hirarki yaitu, <em>stakeholder </em>investor sebesar 0,1056 terdapat pada KPI peningkatan persentase pendapatan, pemasok sebesar 0,0993 terdapat pada KPI mekanisme <em>quality control</em> yang dilakukan diperketat, pelanggan sebesar 0,1047 terdapat pada KPI penentuan kualitas makanan yang disajikan, karyawan sebesar 0,1349 terdapat pada KPI efektivitas pemberian <em>rewards</em> dan <em>compensation</em> 10% dari pendapatan, regulator sebesar 0,1154 terdapat pada KPI mematuhi aturan yang ditetapkan pemerintah dalam proses bisnis yang dijalankan. </strong><strong></strong></p><p><em>Abstract </em><strong>- </strong><strong>In the sustainability of a company's performance, the importance of having a standard unit in measuring company performance. If the company does not have performance measurements, it turns out to have a bad impact for the company because there is no evaluation material to improve company performance, especially in the human resources section. In this study, the proposed design of KPI in Waris Café restaurant by applying the Green HRM concept. Aiming to not only design company performance, but also to maintain environmental balance by involving all restaurant stakeholders. Based on the results of interviews and discussions with experts, obtained 75 KPIs as a whole consisting of every 5 stakeholders, where each stakeholder has 5 performance prism perspectives, and in each 1 perspective each has 3 KPIs. By using the Analytical Hierarchy Process method which is assisted by the Super Decisions software, the result of the weighting of the interests of the selected stakeholders is investors with a weight of 30.38%. KPI weights in each hierarchy namely, stakeholder investors amounted to 0.1056 contained in KPIs increased percentage of income, suppliers amounted to 0.0993 contained in KPI quality control mechanisms were carried out tightened, customers amounted to 0.1047 contained in KPI determining the quality of food served, employees amounted to 0.1349 contained in KPI effectiveness granting rewards and compensation of 10% of revenue, the regulator of 0.1154 found in KPI complies with the rules set by the government in the business processes carried out.</strong></p><p><strong><em>Keywords</em></strong><strong> - </strong><em>Performance indicator</em>, <em>Performance prism</em><em>, </em><em>Green human resources management, Analytical Hierarchy Process</em></p>
Dissertations / Theses on the topic "Key performance indicator (KPI)"
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Widerståhl, Christopher. "Effektiv försvarslogistik?" Thesis, Linköpings universitet, Logistik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-110679.
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Försvarets materielverk (FMV) står inför en omfattande ominriktning av verksamheten med tillhörande omorganisation. Den nya verksamheten innefattar att leverera tjänsten försvarslogistik till Försvarsmakten (FM). Då det inte finns någon entydig definition för vad försvarslogistik är så har detta arbete inriktats att utarbeta ett förslag till en sådan definition. Dessutom har en procedur skapats som identifierar relevanta prestandamått för ett godtyckligt försvarslogistiskt system, s.k. Key Performance Indicators (KPI), som kan användas för att påvisa om försvarslogistiken är effektiv eller inte. För att skapa en definition, så undersöktes först vad teorin säger om tillvägagångssättet för uppbyggandet av definitioner. Därefter gjordes en större litteratursökning för att se hur och vad andra organisationer, verksamheter och teorier avser med försvarslogistik och använder termen försvarslogistik till. Den metod för definition som bedömts mest lämpad är den s.k. Förbättringsmetoden, vilken med litteratursökningen som underlag har används för att skapa ett definitionsförslag. Sedan har en procedur skapas som identifierar, för försvarslogistik, relevanta KPI. Det utfördes genom att först genomföra en litteratursökning avseende vilka logistiska mått som finns, därefter för att besvara frågan vad KPI är och hur de används. De logistiska måtten, tillsammans med mått framtagna och härledda från definitionen, bildar en "bruttolista" med möjliga Performance Indicators (PI). Vid utformandet av proceduren uppenbarade det sig att det inte gick att skapa en generisk metod, för alla möjliga försvarslogistiska system. Därför föreslogs ett vidare arbete som innebär att kategorisera system med liknande egenskaper i olika systemtyper. Med förslagsvis en totalkostnadsanalys och annan empirisk erfarenhet som grund kan PI för varje systemtyp väljas, för att på så sätt skapa "nettolistor" av generiska KPI för varje systemtyp. Är systemägaren intresserad av att ytterligare gallra bland dessa generiska KPI, så har ett frågebatteri skapats som sållar på basis av vad som är intressant att mäta.The Swedish Defence Materiel (Försvarets Materielverk -FMV) faces a major redirection of its activities with an associated with reorganization. The new business is to deliver Defense Logistics Services to the Swedish Armed Forces (Försvarsmakten - FM). There is no existing Swedish definition for the term Defense Logistics. One purpose of this study has been to provide a proposed definition. FMV also requires a procedure for identifying relevant measurements, Key Performance Indicators (KPI), for arbitrary defense logistics systems, which can indicate whether the Defense Logistics Services delivered are effective or not. In order to create a definition, the first step in this study is has been to examine what the theory says about methods for crafting definitions. There implied a need for a large literature review, with the purpose of identifying how and what other organizations, business and theories relate to and how they use the term of Defense Logistics. The information from the literature review was used as inspirational input when applying the improvements method, which is one of the methods available when crafting definitions. The second purpose of this study has been to develop a procedure for identifying KPI:s related to Defense Logistics. This was also solved by a large literature review that identified existing logistical measurements and explained what KPI:s are and how they are used. The above logistical measurements together with measurements developed and derived from the definition were used to form a "comprehensive list" of possible Performance Indicators (PI). During the design of the procedure it was recognized that it was not feasible to create a generic method for every possible defense logistic system. It was therefore proposed, as future work is, to categorize systems with similar characteristics into system types. With e.g. total cost analysis and other empirical experience as a basis, KPI can be chosen for each system type and thereby forming "net lists" for each generic system type. If the part interested in measuring a defense logistics service is interested in further narrowing the "net list" of KPI, a couple of questions are provided to assist in this, based on the concerns of the interest party.
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Ngqumeya, Monde Benedict Afrika. "The effect of key performance indicators on state owned enterprises performance in South Africa : a critical analysis of three national departments." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22810.
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The purpose of this exploratory research was to explore the effect of Key Performance Indicators (KPIs) on State Owned Enterprises’ performance in South Africa. The aim of the study was to establish the impact that KPIs have on state owned enterprises, how they are currently measured and the causes of success or failure of Key Performance Indicators (KPIs) on State Owned Companies.Fifteen respondents participated in this qualitative study. The survey method used was a questionnaire with closed and open-ended questions. The respondents were all Senior Executives including Chief Executive Officers, General Managers, Board Members and Senior Management employed by State Owned Enterprises reporting to the Department of Public Enterprises, Department of Transport and Department of Water Affairs. The research instrument that was used was a questionnaire with closed and open-ended questions.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Devenish-Meares, Peter. "A strategic analysis of the performance of the telephone banking channel." University of Southern Queensland, Faculty of Business, 2003. http://eprints.usq.edu.au/archive/00001421/.
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The telephone-banking channel, delivered through call centres, has become an integral part of the distribution mix of retail financial institutions. To get the greatest competitive advantage from this channel, the strategic orientation, structural and behavioural aspects of the call centre must be aligned with its operational-service and sales-performance objectives. Unfortunately, while considerable managerial effort is expended developing call centres, often their performance results remain uncertain or uncommunicated. There are indications also that financial institutions should not underestimate active market orientation benefits; innovative, strategic-thinking and progressive structures; flexible, empathic leadership, and, valuing supportive human resource strategies. Our survey of Australian deposit-taking institutions investigates the extent to which strategic and behavioural aspects are aligned with its operational-service and sales-performance objectives. Specifically, managerial approaches to IT development, competitive positioning, leadership delegation, market research attitudes and product orientation were considered. Approaches to trust, conflict, morale and reward, and, key performance indicator (KPI) choices were sought also. Results show sales performance is positively related to more externally focussed strategic orientations. Reinforcing the importance of innovative human resource practices, performance is also related positively to psychosocial climate in general and employee reward and morale, in particular. This extension of management theory urges financial service leaders to actively contemplate one of its most important resources, people. Further, the survey itself indicated that while the majority of institutions continue to use operationally based key performance indicators, such as minimum call duration, the ability of the call centre to generate sales revenue is also being recognised. In summary, given the size and potential of the telephone-banking channel, this research encourages further, urgent exploration of strategic relationships among the channel, its market, performance measures and comprehensive people-centred HR strategies aimed at developing high employee trust, and satisfaction.
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Westerdahl, Robert, and Martin Yngemo. "KPI-framtagning på ledningsnivå : Ett tillämpat arbete baserat på modellen Analytics for Management, anpassat efter SAAB Aeronautics." Thesis, Linköpings universitet, Logistik- och kvalitetsutveckling, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-157408.
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The goal of this master thesis is to supply management at Saab Aeronautics with information and tools that allow for fast and effective insight into the manufacturing process. Additionally it aims to suggest improvements concerning measurements and the use of data for the internal workshops. The method of creating good performance indicators will also be part of the deliverables to Saab for future use. The master thesis is based on Analytics for Management by Tanima Chowhury and Louise Sandén, an earlier master thesis which describes a method for generating KPI:s. Furthermore the master thesis intends to answer some research questions, these questions are based around how well Analytics for Management can be adapted to a large organization like Saab and an evaluation of their previously used KPI:s. The main changes to the method as described in Analytics for Management are regarding differences in the data collection and the addition of a fourth phase. The new fourth phase uses the output from the previous three phases that are described in Analytics for Management, to assess which KPI:s are most suitable for top managerial use. The first phase utilizesthe company vision and strategy, to create suitable tactical goals. In this project, this translates to the company strategy getting linked to goals set up for the internal workshops at Saab Aeronautics. After this, in the second phase, the goals are used to produce KPI:s for the workshops. The output of phase two is therefore the chosen KPI:s that have been confirmed with management. The third phase uses the KPI:s and aims to evaluate the measurement system to either improve it or create it, if nonexistent. This part has been intentionally reduced in this report due to complexity. The fourth phase, evaluates out which KPI:s should be selected and how they should be visualized to create a good overview for management. The main result or output of the master thesis report consists of two parts, the method of generating KPI:s and the actual generated KPI:s. The KPI:s created during the master thesis are very similar to the KPI:s previously used, but improved. This indicates that the previous KPI:s is use at Saab were up to standard. However, the underlying data and traceability was not. These results generate good value for the future and the findings underline an important area. However, according to the authors, the main value should consist of highlighting the defective underlying data and solutions created to solve the problemMed denna rapport vill man tillgodose ledningen på Saab Aeronautics med information och verktyg som effektivt ger en inblick kring verksamhetens produktionsenheter. Man ämnar också ge förslag till taktiska ledningen angående mätetal och datahantering. Utöver konkreta förslag tar man även fram metodiken för framtida bruk på Saab. För att genomföra detta appliceras en anpassning av metodiken beskriven i Analytics for Management av Tanima Chowdhury och Louise Sandén. I Analytics for Management presenteras en metodik för att ta fram och utvärdera KPI:er. I samband med metodiken ställs också forskningsfrågor upp angående anpassning av Analytics for Management mot verksamheten och en utvärdering av dagens mätetal hos Saab. Som nämnt är rapporten baserad på anpassning och tillämpning av Analytics for Management. Efter analys av metodiken och en genomförd litteraturstudie infördes bl.a. en fjärde fas samt förändringar kring datainsamling. Den fjärde fasen behandlar främst aggregering gentemot ledning och nyttjar resultatet ur fas ett till tre för att lyfta fram KPI:er som passar bra på många olika nivåer i organisationen. Den första av faserna behandlar företagets vision och strategi för att kunna koppla den mot mål på taktisk nivå. I fallet på Saab handlar det om att koppla företagsstrategi mot mål på verkstadsnivå. Sedan genereras KPI:er i fas två, där dessa också valideras mot intressenter och ansvariga i produktionen. Den tredje fasen konkretiserar mätningar och visualisering för de valda KPI:erna. Här får man alltså ut färdiga KPI:er för taktiska nivån. Fjärde fasen aggregerar samman genererade KPI:er för ledningen, på så sätt får man en överblicksbild över en större del av organisationen. Resultatet från examensarbetet består av två delar: dels metoden för framtagning av lämpliga KPI:er, men också de KPI:erna som arbetsgången lett fram till. Gällande KPI:erna som utvecklats under examensarbetet, så finns det stora likheter med de KPI:er som redan används på Saab. Skillnaden ligger i spårbarheten samt hur underliggande data hanteras. Genom metodiken och med de framtagna KPI:erna finns därför värde som kan nyttjas på flera verksamheter i organisationen. Vad författarna dock vill lyfta fram är att det kanske största värdet ligger i upptäckten kring brister i underliggande data, som idag många av mätetalen bygger på.
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Alrajehi, Shrouq H. "Importance of KPI identification and implementation in Kuwaiti construction industry." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/13824.
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Key Performance Indicators (KPIs) play a vital role for organizations to measure project performance. The core objective of Key Performance Indicators is that not only organizations but also customers want their projects to be completed within the stipulated time and budget while maintaining the quality standards. Performance measurement is foundation for continual improvement. Subsequently, as a regular rule, benchmarking is the next step to improve contractors’ efficiency and effectiveness of products and processes. Camp (1989) introduced benchmarking concepts and defines it as “the continuous process of measuring products, industry leaders.” It is a problem to measure the performance of large projects such as construction and communication projects using predefined KPIs. Objective of this research is to find a framework to improve project performance through benchmarking of key performance indicators, to identify the suitable KPI prevailing in the construction industry of Kuwait and develop and calculate the KPIs to assess the performance of the construction projects and making recommendations to improve project performances of construction industry. For this study two Kuwaiti construction companies are selected i.e. Company AA and Company BB. Performance of their financial and non-financial data is analyzed. Primary data is collected through questionnaires and in performance of Company BB. Data also revealed that Company BB’s are having cost and time overrun. Organizations like Company BB have to investigate reasons of cost and time delays causing dissatisfaction. Decision of material selection and delivery time should be carefully taken. Organizations should improve its employment policies from selection to compensation, working conditions, motivations and availability of health and safety facilities; as satisfied customers can satisfy customers. Subsequently, Company BB management performance needs immense improvement at all levels and in all processes. Consideration of design quality indicators (DQI) as per requirement of stakeholders and bio-diversity impacts, it is impossible to satisfy the internal or external stakeholders of construction projects. This thesis contributes useful and new knowledge to the Kuwaiti construction industry. This study reveals the importance of significant KPIs needed for the growth of medium construction organizations through benchmarking the bigger organizations. The ultimate goal of this study is to highlight the importance of KPIs to access success of medium construction organizations. Although it is believed KPIs could be used for benchmarking of bigger size organizations.
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Melloni, Cristiana. "Ottimizzazione di un Sistema di Key Performance Indicators per la Divisione Engineering aziendale. Il caso INTERTABA S.p.A." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2009. http://amslaurea.unibo.it/685/.
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Il seguente elaborato è la diretta conseguenza di un periodo di stage, pari a cinque mesi, svolto presso l’azienda INTERTABA S.p.A., a Zola Predosa (BO).
Il Dipartimento presso cui è stato svolto il tirocinio è l’Engineering. In particolare è stata compiuta un’analisi dei KPIs presenti e sono state proposte delle azioni migliorative. Il lavoro si è sviluppato in tre fasi.
Nella prima fase è stata fatta un’analisi dei KPIs attuali per ciascuna funzione appartenente all’Engineering: Engineering Support, Project Engineering, Plant & Utilities Maintenance, Technical Warehouse e General Services.
Nella seconda fase sono state descritte, per ciascuna funzione, alcune proposte migliorative per i KPIs presenti.
Infine, per alcune funzioni, sono state proposte alcune iniziative in merito all’implementazione di nuovi KPIs.
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Mpabanga, Dorothy. "Critical evaluation of key performance indicator (KPI)-based performance management system (PMS) : a case study of the Department of Administration of Justice in Botswana." Thesis, University of Strathclyde, 2005. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=23941.
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This research aims to contribute to the body of knowledge and advancement in the debates regarding 'Best Practice' PMS (HRM) vs. 'Best Fit'. The main objective of this research is to investigate PMS existing in the Department of Administration of Justice in Botswana. The research identifies gaps between 'Best Practice PMS (HRM) and PMS which currently exists in the department and suggests changes in order to reduce gaps between 'Best Practice' PMS (HRM) and PMS current practice. The research also explores the applicability of 'Best Practice' PMS (HRM) in the context of a developing country. According to the 'Best Practice' PMS (HRM) the core process entails observing the internal and extemal environment of an organisation, planning and designing a PMS, acting on the PMS and reviewing the PMS. The 'Best Practice' PMS (HRM) process, frameworks and PMS contextual factors were used to guide data collection and data analysis in this research. The department as selected because of its importance in Botswana regarding its responsibility for issues relating to the constitution, human rights, safety, reliability, stability, independence, impartiality, gaining confidence and respect inside and outside the country. This research aims to address some of the gaps identified in the literature reviewed. The literature revealed that most of the previous studies concentrated on the PMS and performance measurement systems in private organisations, particularly on PMS in the context of developed countries. This research adopted a single-case study approach in order to gain in-depth understanding regarding PMS existing in the case under investigation. Purposeful sampling technique was applied to select the department as case in the public sector in Botswana. Quantitative and qualitative data collection methods were used. The key findings from this research suggest that, to a certain degree, the department followed the PMS existing in the department was Key Performance Indicators (KPI), Based PMS. The major gaps identified in this research include the lack of integration of HR strategy into PMS and organisational vision, strategic goals and objectives not linked with team and individuals. Furthermore, the department used a 'Top-Down' approach to PMS. Although there were some strengths to KPI-Based PMS existing in the department, there were some departures from 'Best Practice' PMS (HRM). The research suggests that integration of a HRM strategy into PMS; linking department's vision, strategic goals with team and individuals; training and developing staff in PMS; a bottom-up approach to PMS and training and developing managers would enhance PMS in the department. Furthermore, improving communication, commitment, support and ownership by senior and middle managers in the department would strengthen the KPI-Based PMS. Since PMS is a new concept in Botswana, future research should further explore and inv estigate the usage and impact of PMS in the department and the public sector at large. Findings from this research have provided the context under which KPI-Based PMS could be applied. Though findings are specific to Department of Administration of Justice in Botswana, multiple case studies would further strengthen research regarding the applicability of a KPI Based PMS in the context of a developing country.
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Mirza, Hasnain Haider Baig. "Evaluation of KPI Monitoring Tools for an Automotive Supplier." Master's thesis, Universitätsbibliothek Chemnitz, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:ch1-qucosa-209080.
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Automotive SPICE is used to evaluate the efficiency of the development processes for OEMs and ECU suppliers. It is a domain specific version of SPICE. Many automotive manufacturers are demanding Automotive SPICE level 2 from their suppliers. Application life cycle management solutions specific to automotive industry focus more on standardisation yet providing very little information about performance of processes. This thesis shows how Business Intelligence (BI) solutions can be helpful in achieving Automotive SPICE level 2 compliance and as comprehensive reporting tools. Moreover the evaluation of approaches for implementation of different BI systems has shown that commercial solutions can be beneficial for small to medium size suppliers. Implementing a BI solution can also point out possible improvement opportunities and bad practices for an organisation. The implemented BI system can only be efficient and useful if the underlying data is accurate and responsive.
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Andersson, Jenny. "Nyckeltal (KPI) för framgångsrika projekt : En fallstudie inom bygg- och fastighetsbranschen." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-79910.
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The construction and real estate industry are project-oriented where companies success depends on individual projects performance. To determine the efficiency of operations, performance can be measured through key performance indicators (KPIs), which are metrics used to analyze, measure and compare a company’s performance. Project-oriented businesses face challenges implementing successful projects and the industry is affected by cost and time overruns, lack of quality and unmet customer requirements, which can be linked to inefficient project management and inadequate follow-up. Furthermore, companies in the industry find it difficult to identify suitable KPIs that best show changes in performance and result as well as KPIs that are linked to strategic business goals and projects. The purpose of the study was to investigate how KPIs are used in the construction and real estate industry and how management of KPIs can be developed to carry out successful projects. In order to fulfill the purpose, a case study was conducted. Initially, a literature study was performed to gain knowledge of the problem area. The data collection was qualitative where a document analysis, observations, interviews and a focus group were conducted. This resulted in an understanding of the case study company´s project operations and KPIs. The study´s method of analysis consisted of a thematic analysis and comparative study. The result indicates the importance of a long-term perspective where successful projects involve work from an early stage, which includes resource allocation and project processes where subsequent project management must include efficient communication and sharing of knowledge as well as collaboration among departments and participants. During the project process there should be an exchange of experience and knowledge in order to avoid that mistakes are repeated and to enable organizational learning. The analysis showed that there are opportunities within the case company to improve a number of factors and the current follow-up of KPIs as well as how the business’s KPIs relate to strategic business goals and success factors. There is a link between success factors, KPIs and challenges within the industry. An understanding of success factors is important in order to design KPIs that align with strategic company goals and individual projects. The result may be of interest to other project-oriented businesses and industries where increased understanding can result in efficient processes and increased motivation regarding the project process and follow up, which can result in successful projects.
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Engqvist, Markus, and Soto Karen Mori. "Defining a Process for Statistical Analysis of Vulnerability Management using KPI." Thesis, Blekinge Tekniska Högskola, Institutionen för datalogi och datorsystemteknik, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-14723.
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In todays connected society, with rapidly advancing technology, there is an interest in offering technical services in our day to day life. Since these services are used to handle sensitive information and money, there are demands for increased information security. Sometimes errors occur in these systems that risk the security for both parties. These systems should be secured to maintain secure operations even though vulnerabilities occur. Outpost24 is one company that specializes in vulnerability management. By using their scanning tool OUTSCAN™, Outpost24 can identify vulnerabilities in network components, such as firewalls, switches, printers, devices, servers, workstations and other computer systems. These results are then stored in a database. Within this study, the authors will work together with Outpost24 towards this data. The goal is to define a process for generation of vulnerability reports for the company. The process will perform a statistical analysis of the data and present the findings. To solve the task a report was created, during which the process was documented. The work began with a background study into Key Performance Indicators (KPIs), in which the most common security KPIs were identified from similar works. A tool was also developed to help with the analysis. This resulted in a statistical analysis using Outpost24’s dataset. By presenting the data formatted by the KPIs, trends could be identified. This showed an overall trend of increasing vulnerabilities and the necessity for organizations to spend resources towards security. The KPIs offer other possibilities, such as creating a baseline for security evaluation using data from one year. In the future, one could use the KPIs to compare how the security situation has changed.
Books on the topic "Key performance indicator (KPI)"
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Urban and Regional Development Institute (Indonesia). Key performance indicators (KPI), benefit monitoring and evaluation (BME), dan implementation completion report (ICR) program padat karya perkotaan (PKP) dan prakarsa khusus bagi penganggur perempuan (SIWU): Laporan pendahuluan. Jakarta: Urban and Regional Development Institute, 2000.
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Key performance indicators: Developing, implementing, and using winning KPIs. Hoboken, N.J: John Wiley & Sons, 2010.
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Parmenter, David. Key performance indicators for government and non profit agencies: Implementing winning KPIs. Hoboken, N.J: Wiley, 2012.
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Hodges, Benjamin. Key performance indicator: 26 most asked questions : what you need to know. Brisbane, Australia]: Emereo Publishing, 2014.
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Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. Wiley, 2015.
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Parmenter, David. Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. Wiley & Sons, Incorporated, John, 2019.
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Parmenter, David. Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. Wiley & Sons, Incorporated, John, 2019.
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Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. Wiley & Sons, Incorporated, John, 2015.
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Key Performance Indicators: Developing, Implementing,and Using Winning KPIs. Wiley, 2007.
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Parmenter, David. Key Performance Indicators: Developing, Implementing, and Using Winning KPIs. Wiley & Sons, Incorporated, John, 2015.
Find full textBook chapters on the topic "Key performance indicator (KPI)"
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Werther, Iron. "Der KPI (Key Performance Indicator)-Report." In Business Intelligence, 29–37. München: Carl Hanser Verlag GmbH & Co. KG, 2013. http://dx.doi.org/10.3139/9783446436350.005.
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Krasniqi, Fidel, Liljana Gavrilovska, and Arianit Maraj. "The Analysis of Key Performance Indicators (KPI) in 4G/LTE Networks." In Lecture Notes of the Institute for Computer Sciences, Social Informatics and Telecommunications Engineering, 285–96. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-23976-3_25.
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Amzil, Kenza, Esma Yahia, Nathalie Klement, and Lionel Roucoules. "Causality Learning Approach for Supervision in the Context of Industry 4.0." In Lecture Notes in Mechanical Engineering, 316–22. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70566-4_50.
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AbstractIn order to have a full control on their processes, companies need to ensure real time monitoring and supervision using Key Performance Indicators (KPI). KPIs serve as a powerful tool to inform about the process flow status and objectives’ achievement. Although, experts are consulted to analyze, interpret, and explain KPIs’ values in order to extensively identify all influencing factors; this does not seem completely guaranteed if they only rely on their experience. In this paper, the authors propose a generic causality learning approach for monitoring and supervision. A causality analysis of KPIs’ values is hence presented, in addition to a prioritization of their influencing factors in order to provide a decision support. A KPI prediction is also suggested so that actions can be anticipated.
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Issar, Gilad, and Liat Ramati Navon. "Key Performances Indicators (KPI)." In Management for Professionals, 73–76. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-20699-8_17.
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Domański, Paweł D. "Business Key Performance Indicators—KPIs." In Studies in Systems, Decision and Control, 119–24. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-23593-2_8.
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Reunanen, Jussi, Jari Salo, and Riku Luostari. "LTE Key Performance Indicator Optimization." In LTE Small Cell Optimization, 195–248. Chichester, UK: John Wiley & Sons Ltd, 2015. http://dx.doi.org/10.1002/9781118912560.ch12.
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Risse, Robert. "Die Steuerquote als Performanceindikator Key Performance Indikator (KPI)." In Steuercontrolling und Reporting, 73–86. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-04494-7_3.
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Risse, Robert. "Die Steuerquote als Performanceindikator Key Performance Indikator (KPI)." In Steuercontrolling- und Reporting, 80–92. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8509-5_3.
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Richter, Detlev. "Memory Optimization: Key Performance Indicator Methodology." In Flash Memories, 203–45. Dordrecht: Springer Netherlands, 2013. http://dx.doi.org/10.1007/978-94-007-6082-0_6.
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Umikawa, Noriko, and Yuta Uchiyama. "Sustainable Municipal Management: Implementing Logic Model Concepts and Key Performance Indicators (KPIs)." In Encyclopedia of the UN Sustainable Development Goals, 706–16. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-95717-3_121.
Full textConference papers on the topic "Key performance indicator (KPI)"
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Pan, Wang, and He Wei. "Research on Key Performance Indicator (KPI) of Business Process." In 2012 International Conference on Business Computing and Global Informatization (BCGIN). IEEE, 2012. http://dx.doi.org/10.1109/bcgin.2012.46.
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Kibira, Deogratias, Michael Brundage, Shaw Feng, and K. C. Morris. "Procedure for Selecting Key Performance Indicators for Sustainable Manufacturing." In ASME 2017 12th International Manufacturing Science and Engineering Conference collocated with the JSME/ASME 2017 6th International Conference on Materials and Processing. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/msec2017-2877.
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The need for an open, inclusive, and neutral procedure in selecting key performance indicators (KPIs) for sustainable manufacturing has been increasing. The reason is that manufacturers seek to determine what to measure in order to improve environmental sustainability of their products and manufacturing processes. A difficulty arises in understanding and selecting specific indicators from a large number of stand-alone indicator sets available. This paper presents a procedure for individual manufacturers to select KPIs for measuring, monitoring and improving environmental aspects of manufacturing processes. The procedure is the basis for a guideline, being proposed for standardization within ASTM International. That guide can be used for (1) identifying candidate KPIs from existing sources, (2) defining new candidate KPIs, (3) selecting appropriate KPIs based on KPI criteria, and (4) composing the selected KPIs with assigned weights into a set. The paper explains how the developed procedure complements existing indicator sets and sustainability-measurement approaches at the manufacturing process level.
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Fraser, A., and T. Rose. "PWE-012 What is the best key performance indicator (kpi) for polyp detection at colonoscopy?" In British Society of Gastroenterology, Annual General Meeting, 19–22 June 2017, Abstracts. BMJ Publishing Group Ltd and British Society of Gastroenterology, 2017. http://dx.doi.org/10.1136/gutjnl-2017-314472.257.
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Ivanković, Ana Mandić, Marija Kušter Marić, Dominik Skokandić, Ela Njirić, and Josipa Šiljeg. "Finding the link between visual inspection and key performance indicators for road bridges." In IABSE Symposium, Guimarães 2019: Towards a Resilient Built Environment Risk and Asset Management. Zurich, Switzerland: International Association for Bridge and Structural Engineering (IABSE), 2019. http://dx.doi.org/10.2749/guimaraes.2019.0737.
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<p>Based on the rating from visual inspection and proposed weighting through component, system and network level, assessment procedure resulting with set of six most important Key Performance Indicators (KPI) for road bridges is presented. Those are: bridge condition assessment, structural safety, traffic safety, durability indicator, availability and bridge importance in the network. KPIs organised in the radar shaped diagram serve for priority repair ranking decisions. The procedure is elaborated at the sample of five actual bridges: two reinforced concrete arch bridges, one with solid and other with hollowed cross-sections; one frame type bridge with V shaped piers; one precast slab overpass; one solid slab continuous bridge with Y type piers. Bridges are built between 1958 and 2001 and are located either at the state or at the local roads in Croatia. Spans are varying from</p><p>9.5 to 72 m and overall lengths from 22 to 120 m.</p>
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Catlow, Jamie, L. Sharp, and M. Rutter. "P16 Acceptability of key performance indicators (KPI) in the national endoscopy database (NED), a delphi process." In Abstracts of the BSG Campus, 21–29 January 2021. BMJ Publishing Group Ltd and British Society of Gastroenterology, 2021. http://dx.doi.org/10.1136/gutjnl-2020-bsgcampus.91.
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Garcia, Alfonso, Trevor Place, and Stephen Wood. "Development of Key Performance Indicator for Management of Under Deposit Corrosion (UDC)." In 2016 11th International Pipeline Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/ipc2016-64501.
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Hydrocarbons transported in transmission pipelines contain solid particles with micro-attached water. Subjected to flow conditions, these particles may have sufficient density to reach the pipe floor and enable bacteria growth and local Under-Deposit Corrosion (UDC), with this form of corrosion being one of the principal threats to the integrity of oil and gas transmission pipelines. NACE International has published a variety of UDC related standard practices to manage corrosion in the oil industry such NACE 61114, but few of them are representative of, or applicable to, low water cut hydrocarbon transmission pipelines. Further, there are presently no industry recognized key performance indicators (KPIs) suitable for managing UDC in low water cut hydrocarbon transmission pipelines. Enbridge (the “Company”) operates North America’s largest interconnected liquid hydrocarbon transmission pipeline network. For the purposes of this paper, when the word ‘transmission’ is used to modify ‘crude oil’, ‘hydrocarbons’, or ‘pipelines’, it implies medium to long distance transport (100’s to 1000’s of km) as well as clean, “refinery-ready” crude oil (oil containing less than 0.5% sediment and water). This quality of oil renders it generally non-corrosive at pipeline operating conditions. However, if water wet particulates accumulate on the pipe floor, it can lead to UDC. The Company collects sludge samples produced during pigging operations on a regular basis to establish the composition of these materials and quantify bacterial population/activity. These solids represent an amalgamation of material removed from the pipe floor, and thus can be used as an indicator of the UDC threat in the pipeline. This paper builds upon previous work of the Company [1] by considering a larger data set in order to generate a more meaningful assessment of bacteria population/activity and provide better correlations with crystalline compounds, water content and elements found in the sludge. This paper presents these data and associated statistical analysis, and proposes KPIs for evaluating the UDC threat based on numerous variables, including in-line inspection Magnetic Flux Leak (MFL) data (through signal to signal corrosion growth rates), sludge analysis, flow conditions and pipeline operation; this paper also suggests mitigation activities and intervals relative to these KPIs. Personnel involved in pipeline integrity management (e.g. field operations, technical and management staff) may find the concepts, strategies and correlations presented herein to be useful in developing their own UDC management programs.
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Salacz, Dominique, Farid Allam, Wadha Mubarak Al Araimi, and Yousof Al Mansoori. "Forecasting Reserves Replacement Ratio RRR: A Method for Benchmarking the Ability of the Company to Mature Projects and Reduce Uncertainty." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206284-ms.
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Abstract Reserves Replacement Ratio (RRR) has been used as a Key Performance Indicator(KPI) for monitoring the ability of IOCs toreplace their reserves through time.It provides valuable information about the expected long-term viability of the company and its ability to move forward with new projects.If this remains an important metric for investors and operators alike, it isworth understanding the key parameters behind this KPI. Howshould we realistically expect the RRR to behave in the futureWhat does it tell about the reserves and resources of the operator The objective of this document is to investigate how a widely underused KPI can be analyzed and forecasted based on previous reserves and business plan submissions. We suggest a methodto provide teams with relevant and realistic RRR, that canbe expected based on the company portfolio. This method was developed by reviewing the Reserves &Resources in hundreds of reservoirs for all projects,including No Further Activity (NFA) cases and all future developmentprojects. Based on the future profiles,the evaluation of the RRRwas forecasted for 10 years. The forecasts are being reviewed year on year to ensure that teams are provided with realistic KPIs based on hard data rather than biased expectations. TheRRR is computed using (i) the amount of reserves added during the year, divided by (ii) the production of the company during the same year. This paper will focus on the reserves changes from one year to another, considering that reserves addition (orreduction), comes from two main sources:
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Catlow, J., L. Sharp, and M. Rutter. "ACCEPTABILITY OF KEY PERFORMANCE INDICATORS (KPI) IN THE NATIONAL ENDOSCOPY DATABASE (NED) AUTOMATED PERFORMANCE REPORTS TO IMPROVE QUALITY OUTCOMES TRIAL (APRIQOT), A DELPHI PROCESS." In ESGE Days. © Georg Thieme Verlag KG, 2020. http://dx.doi.org/10.1055/s-0040-1704620.
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Morales Fusco, Pau, Sergi Saurí Marchán, Anna Maria Lekka, and Iosif Karousos. "Assessing customs performance in the Mediterranean ports. KPI selection and Best practices identification as part of the MEDNET project." In CIT2016. Congreso de Ingeniería del Transporte. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/cit2016.2016.4221.
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The seamless flow of goods, people and investments across the Mediterranean necessitates a well-functioning port and transport system. More efficient port operations enhance seamless logistics and promote safety, efficiency, interoperability and interconnectivity of transport networks in the Mediterranean area.To promote the exchange of knowledge and expertise relevant to port and customs procedures and simplification of clearance for vessels and cargoes in the Mediterranean, the MEDNET project was launched. As part of the project a common evaluation framework for the performance of ports in the form of a set of Key Performance Indicators (KPIs) together with a list of the best practices in terms of operations and customs procedures was developed.In total, 50 ports were analyzed and given a KPI regarding traffic, financial, operational and human resources, sustainability and customs procedures. The values were latter crossed with the current good practices on operation in terms of customs procedures. And a small correlation between KPIs performance and implantation degree of good practices in customs procedures was found. This presentation exposes the methodology to assess the ports’ performance and the best practices identification.DOI: http://dx.doi.org/10.4995/CIT2016.2016.4221
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Marczewski, Breitner S. "Using a Baseline to Improve Accuracy of Waste Diversion Rate." In World Conference on Waste Management. The International Institute of Knowledge Management, 2021. http://dx.doi.org/10.17501/26510251.2021.1101.
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As part of its new sustainability goal “Zero Waste”, General Motors aims to divert 90% of its total waste generation from landfills and incineration with or without energy recovery by 2025. To achieve this goal, it is necessary to determine the correct method to track the percentage of waste diverted over time, since it will be the key performance indicator (KPI) of the program. The most accepted method to calculate this KPI is by dividing the total amount of waste diverted from landfills and/or incinerators by the total amount of waste generated in a specific time period. This methodology presents a simple snapshot of the current performance and does not fully address the long-term performance. The new proposal aims to track performance over time using similar approach as defined in the revised edition of the Greenhouse Gas Protocol. The new methodology uses a baseline to track performance and determines the diversion rate by comparing the total nondiverted material against the baseline. This method has shown accurate percentage of diversion rate and improved the company’s data management since past data was used to calculate the baseline. Keywords: Waste, Diversion Rate, Baseline, Landfill
Reports on the topic "Key performance indicator (KPI)"
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Browne, R., A. Chilikin, and T. Mizrahi. Key Performance Indicator (KPI) Stamping for the Network Service Header (NSH). RFC Editor, May 2019. http://dx.doi.org/10.17487/rfc8592.
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Sanz, E., P. Alonso, B. Haidar, H. Ghaemi, and L. García. Key performance indicators (KPIs). Scipedia, 2021. http://dx.doi.org/10.23967/prodphd.2021.9.002.
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The project “Social network tools and procedures for developing entrepreneurial skills in PhD programmes” (prodPhD) aims to implement innovative social network-based methodologies for teaching and learning entrepreneurship in PhD programmes. The multidisciplinary teaching and learning methodologies to be developed will enable entrepreneurship education to be introduced into any PhD programme, providing students with the knowledge, skills, and motivation to engage in entrepreneurial activities. However, the use of the output of the project will depend on the nature and profile of the research or scientific field. In this context, key performance indicators (KPIs) form the base on which the quality and scope of the methodologies developed in the project will be quantified and benchmarked. The project’s final product will be an online tool that higher education students can use to learn entrepreneurship from a social network perspective. Performance measurement is one of the first steps of any project and involves the choice and use of indicators to measure the effectiveness and success of the project’s methods and results. All the KPIs have been selected according to criteria of relevance, measurability, reliability, and adequacy, and they cover the process, dissemination methods, and overall quality of the project. In this document, each KPI is defined together with the units and instruments for measuring it. In the case of qualitative KPIs, five-level Likert scales are defined to improve indicator measurability and reliability. The KPIs for prodPhD are divided into three main dimensions, depending on the stage of the project they evaluate. The three main dimensions are performance and development (which are highly related to the project’s process), dissemination and impact (which are more closely correlated with the project’s output), and overall project quality. Different sources (i.e., European projects and papers) have been drawn upon to define a set of 51 KPIs classified into six categories, according to the project phase they aim to evaluate. An Excel tool has been developed that collects all the KPIs analysed in the production of this document. This tool is shared in the Scipedia repository.
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Schubert, Maike, and Daniel Zenhäusern. Performance Assessment of Example PVT-Systems. IEA SHC Task 60, December 2020. http://dx.doi.org/10.18777/ieashc-task60-2020-0009.
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The performance of 26 PVT-Systems was analysed and compared in IEA-SHC Task 60. The systems are located in countries with different climatic conditions. The applications range from direct domestic hot water production and heating of public swimming pools to heat pump systems with PVT as the main heat source of the heat pump. The Key Performance Indicators (KPIs) determined for the different PVT solutions give the possibility to compare the systems despite their diversity. The goal was to show the potential of PVT collectors in different fields of application. The results show that the integration of PVT collectors in different kinds of well-dimensioned systems leads to competitive solutions, both from an energy and a financial perspective. Additionally the answers to a survey about control strategies for PVT systems, showing some main problems and possible solutions, are summarised.
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Lee, Minsoo, Joon-Kyung Kim, Myung Ho Park, Longyun Peng, Tetsuji Okazaki, and Susumu Ishii. Developing Modernization Indicators for the People’s Republic of China: Key Considerations and a Proposed Framework. Asian Development Bank, December 2020. http://dx.doi.org/10.22617/wps200417-2.
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The People’s Republic of China (PRC) is in the process of modernization, which it expects to achieve by 2035. This requires a national indicator to gauge the progress and level of the country’s modernization drive. This working paper provides an indicator that assesses the progress in the PRC’s modernization journey, and applies this modernization indicator—structured on thematic categories, subcategories, and intersection—to the PRC’s performance, which is then compared with countries of the Organisation for Economic Co-operation and Development and the G20. The paper also examines four major policy implications of this modernization for the PRC, which will be more durable and successful if coupled with effective division of labor and synergy with stakeholders.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.
Full textAbstract:
Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.