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Journal articles on the topic 'Key performance indicator'

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Author: Grafiati

Published: 4 June 2021

Last updated: 21 February 2023

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1

Jha, Vidya. "Analysing Turnaround Time in Laboratory - A Key Performance Indicator." Recent Advances in Pathology & Laboratory Medicine 04, no. 04 (December 28, 2018): 1–3. http://dx.doi.org/10.24321/2454.8642.201813.

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2

Kuhlen, David, and Andreas Speck. "Efficient Key Performance Indicator Calculation." International Journal of Software Engineering & Applications 8, no. 5 (September 30, 2017): 01–15. http://dx.doi.org/10.5121/ijsea.2017.8501.

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3

Beretta, Sergio, and Saverio Bozzolan. "Il governo della performance dei processi di business: dai Key Performance Indicator ai Key Risk Indicator." MANAGEMENT CONTROL, no. 2 (September 2013): 9–37. http://dx.doi.org/10.3280/maco2013-002002.

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4

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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5

Judt, Ewald, and Claudia Klausegger. "Was ist eigentlich … ein Key Performance Indicator?" Zeitschrift für das gesamte Bank- und Börsenwesen 66, no. 11 (2018): 797. http://dx.doi.org/10.47782/oeba201811079701.

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Corsini, Alessandro, Fabrizio Bonacina, Luciano De Propris, Sara Feudo, and Andrea Marchegiani. "Multivariate Key Performance Indicator of Baking Process." Energy Procedia 82 (December 2015): 554–61. http://dx.doi.org/10.1016/j.egypro.2015.11.869.

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7

Creavin, Ben, Carolyn Cullinane, Emer O’Connell, Eddie Myers, and Brian Waldron. "AB077. 174. Performance indicator of colonic intubation: a new key performance indicator for colonoscopies?" Mesentery and Peritoneum 3 (2019): AB077. http://dx.doi.org/10.21037/map.2019.ab077.

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8

Gusnadi, Yance, and Aditiya Hermawan. "Designing Employee Performance Monitoring Dashboard Using Key Performance Indicator (KPI)." bit-Tech 2, no. 2 (December 30, 2019): 81–88. http://dx.doi.org/10.32877/bt.v2i2.107.

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Institutions or companies must indirectly be ready to face the era of digitalization in presenting company information, especially to see employee performance. Many companies have not used an application that can help in the process of monitoring employees so far. The problem that occurs is that the company has been monitoring the process using a Spreadsheet which consists of inputting employee performance and reporting employee performance results with a predetermined target. In the process it takes a long time and tools to assist in monitoring and measuring employee performance. Dashboard monitoring is designed using the Key Performance Indicator (KPI) method that will help management and then focus on performance aspects that are used as a measure of company performance, which in turn the dashboard application with KPI will facilitate division heads and managers in conducting the analysis process, monitoring and evaluation. From the results of this research, the use of dashboard monitoring can facilitate the user in monitoring and measuring the KPI of each employee.

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Sansone, Marcello, and Vincenzo Formisano. "Marketing Innovation and Key Performance Indicator in Banking." International Journal of Marketing Studies 8, no. 1 (January 29, 2016): 44. http://dx.doi.org/10.5539/ijms.v8n1p44.

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<p>This paper aims to analyze the relationship between marketing innovation and performance of an enterprise, studying in particular the banking sector. So after a brief review of the literature on services marketing and on the issue of business innovation, through the methodology of the single case (Yin, 1994; Dubois & Gadde, 2002), that is appropriate because of the complexity of the phenomenon, the research analyzes how innovation of bank management—interpreted as a tendency to integrate strategies and tools of “marketing” that have long been the preserve of industrial production and, in recent years, of retailers—influences the performance and competitive advantages.</p><p>In detail, the work provides an analysis of the main KPIs of the bank on the one hand, and innovation indicators of marketing on the other; subsequently it detects any correlation between the two elements and it emphasizes through what strategies a bank has managed to overcome the crisis and to gain a defensible competitive advantage.</p>

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10

Sunarto, Rintis Mardika, Abba Suganda Girsang, and Melva Hermayanty Saragih. "Reporting Key Performance Indicator for Driver Using Whatsapp." International Journal of Emerging Technology and Advanced Engineering 11, no. 6 (June 16, 2021): 72–77. http://dx.doi.org/10.46338/ijetae0621_08.

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Employee performance is very important at the company, because employees are the main assets of the company, many companies pay less attention to this, even though this is closely related to customer satisfaction in service and company policy to determine the employee's future. PT. XYZ is a company that provides organized professional services and strict recruitment principles, even before starting work for drivers it must do training for 3 days. However, the facts in the field are different, there are still customers who complain because of poor driver's obligations, such as arriving late or not being good. Because there is no application yet to assess performance, this causes companies to collect complaints data and conduct performance evaluations based on facts in the field in real time. With this problem, the whatsapp chat application is chosen as media reporting, because according to the statistics of active media users, whatsapp will make it easier for drivers and customers to connect with the company's customer service (ChatBOT) in real time. The purpose of this study is to create and manage Key Performance Indicators by getting data feedback from the driver or customer per day that will be obtained at the end of the monthly period. Data obtained from feedback will be given to customers who provide material for companies to make decisions to determine work contracts and awards for drivers who work well

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11

Kasem, Edward, Oldřich Trenz, Jiří Hřebíček, and Oldřich Faldík. "Key Sustainability Performance Indicator Analysis for Czech Breweries." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 6 (2015): 1937–44. http://dx.doi.org/10.11118/201563061937.

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12

Kasem, Edward, Oldřich Trenz, Jiří Hřebíček, and Oldřich Faldík. "Key Sustainability Performance Indicator Analysis for Czech Breweries." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 6 (2015): 1937–44. http://dx.doi.org/10.11118/actaun201563061937.

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Sustainability performance can be said to be an ability of an organization to remain productive over time and hold on to its potential for maintaining long-term profitability. Since the brewery sector is one of the most important and leading markets in the foodstuff industry of the Czech Republic, this study depicts the Czech breweries’ formal entry into sustainability reporting and performance. The purpose of this paper is to provide an efficiency level evaluation which would represent the level of corporate performance of Czech breweries. For this reason, Data Envelopment Analysis (DEA) is introduced. In order to apply it, we utilize a set of key performance indicators (KPIs) based on two international standard frameworks: the Global Reporting Initiative (GRI) and its GRI 4 guidelines, and the guideline KPIs for ESG 3.0, which was published by the DVFA Society. Four sustainability dimensions (economic, environmental, social and governance) are covered, making it thus possible to adequately evaluate sustainability performance in Czech breweries. The main output is not only the efficiency score of the company but also the input weights. These weights are used to determine the contribution of particular criteria to the breweries’ achieved score. According to the achieved efficiency results for Czech breweries, the percentage of women supervising the company does not affect the sustainability performance.

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13

Myung, Sehyun, Myung-Il Roh, and Hyungsoon Choi. "Key Performance Indicator Development Methodology for Shipbuilding PLM." Korean Journal of Computational Design and Engineering 23, no. 1 (March 31, 2018): 60–67. http://dx.doi.org/10.7315/cde.2018.060.

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14

Kryukov, Dmitry, and Raimonds Strauss. "Information security governance as key performance indicator for financial institutions." Scientific Journal of Riga Technical University. Computer Sciences 38, no. 38 (January 1, 2009): 161–67. http://dx.doi.org/10.2478/v10143-009-0014-x.

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Information security governance as key performance indicator for financial institutions Due to their nature financial institutions and their performance are in constant focus of attention from different stakeholder groups. These groups according to their functions and interests are implementing different sets of key performance indicators for financial institution performance assessment. In the proposed paper authors present a hypothesis of information security governance being a financial institution key performance indicator. Authors provide high level overview of existing situation in key performance indicator domain for financial institutions. The overview of stakeholder groups interested in financial institution performance management is provided. In the same way as corporate governance is treated as financial and operational performance reflecting and influencing factor, information security governance as a component of corporate governance, according to authors' opinion, should be treated as key performance indicator for financial institutions. In the paper the most indicative financial performance indicators as well as their calculation methods are defined for financial institutions. The paper contains overview of information security assessment models and researches in this field. Authors have chosen information security maturity model to use in testing hypothesis. The paper contains description of calculation methodology for financial performance indicators and information security maturity indicators. The hypothesis has been proved performing analysis of correlation between calculated financial performance indicators and information security governance model indicators for chosen Latvian financial institutions.

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15

Knapp, Florian, Oliver Antons, and Julia C. Arlinghaus. "Opportunities for Synchronization in Manufacturing as Key Performance Indicator." Procedia CIRP 107 (2022): 1467–72. http://dx.doi.org/10.1016/j.procir.2022.05.176.

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Menaka, P., and K. Thangadurai. "CUSTOMER SATISFACTION IN SCRM WITH KEY PERFORMANCE INDICATOR SYSTEM." ICTACT Journal on Management Studies 03, no. 02 (May 1, 2017): 515–22. http://dx.doi.org/10.21917/ijms.2017.0070.

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17

Girsang, Abba Suganda, and Triadi Prabowo. "Monitoring System Using GPS for Logistic’s Key Performance Indicator." Advances in Science, Technology and Engineering Systems Journal 4, no. 6 (2019): 32–37. http://dx.doi.org/10.25046/aj040604.

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18

Jokonowo, Bambang, Riyanarto Sarno, Siti Rochimah, and Bagus Priambodo. "Process Mining: Measuring Key Performance Indicator Container Dwell Time." Indonesian Journal of Electrical Engineering and Computer Science 16, no. 1 (October 1, 2019): 401. http://dx.doi.org/10.11591/ijeecs.v16.i1.pp401-411.

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<span>The issues measures duration of stay the container logistic processes at ports in developing countries is often a major problem. Therefore, a knowledge process discovery, i.e., Heuristics Miner and Fuzzy Miner, can be used to discover the insight of process by creating a process model. The container import dwell time (DT) processes can be modeled based on the event log data sources are extracted from the terminal operating system (TOS). The <em>L</em>* life-cycle model is used to perform the process behavior analysis steps. The results of analysis and verification show that the container import DT processes have a median duration of 5.5 days and a mean duration of 6.07 days.</span>

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19

Agustin Simatupang, Afif Rahman, Jesman Hasibuan, Juniman Telaumbanua, Agnes Hutabarat, Gad Edison, Yolanda Yunifer Pateh, and M. L. Denny Tewu. "MANAJEMEN RISIKO BERBASIS KEY PERFORMANCE INDICATOR PADA CREDIT UNION." JURNAL MANAJEMEN RISIKO 3, no. 1 (December 31, 2022): 42–68. http://dx.doi.org/10.33541/mr.v3i1.4484.

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ABSTRAK Penggunaan Balanced Scorecard sangat membantu perusahaan untuk memberikan pandangan mengenai kinerja sebuah perusahaan. Penelitian ini bertujuan untuk mengidentifikasi sifat dan karakteristik risiko yang dihadapi oleh koperasi credit union agar dapat menetukan keputusan apa yang akan diambil oleh koperasi credit union, penelitian ini menggunakan metode penelitian yang digunakan untuk penelitian ini adalah dengan menetapkan probabilitas munculnya risiko dan menilai peluang terjadinya risiko dikalikan dengan dampak nya terhadap koperasi credit union. Sasaran utama penelitian ini adalah Balance Score Card koperasi credit union dan alat ukur yang digunakan untuk menentukan efektivitas perusahaan adalah Key Performance Indikator (KPI). Hasil penelitian ini menunjukan bahwa Mitigasi risiko yang dilakukan credit union dikatakan efektif karena dapat menurunkan risk of level secara signifikan tetapi mitigasi akan lebih efisien apabila dilakukan secara bertahap karena biaya mitigasi yang sangat besar dapat mempengaruhi cash flow koperasi Credit Union. Implementasi mitigasi risiko harus langsung di respon secara cepat dan positif oleh koperasi kredit union karena dapat mempengaruhi citra koperasi credit union itu sendiri. Kata kunci: Credit Union, Management Risiko, Key Performance Indikator.

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20

Morse, Lindsey, Mark Trompet, Alexander Barron, and Daniel J. Graham. "Development of a Key Performance Indicator System to Benchmark Relative Paratransit Performance." Transportation Research Record: Journal of the Transportation Research Board 2650, no. 1 (January 2017): 1–8. http://dx.doi.org/10.3141/2650-01.

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The Americans with Disabilities Act of 1990 prohibits discrimination against people with disabilities. U.S. transit agencies are therefore required to offer eligible customers services that complement the mobility opportunities provided to the general public on fixed-route public transit. Although these paratransit services are necessary and just, they represent a proportionally large cost to agencies: approximately eight times the cost per boarding compared with fixed-route bus service. To be able to identify opportunities for cost efficiencies and to further improve the quality of paratransit services offered, the 20 agencies of the American Bus Benchmarking Group decided to benchmark their relative performance in paratransit management and operations. A key performance indicator system was developed, and associated data items were defined in detail to ensure comparability of agencies’ performance and hence ensure the usefulness of the benchmarking program. The scope of this system went beyond the data already provided to the National Transit Database, both in amount and in granularity of data collected as well as the detail of definitions. The challenges, respective solutions, and other lessons identified during 4 years of paratransit benchmarking development led by Imperial College London, the American Bus Benchmarking Group facilitators, are described. The paper provides transit agencies and authorities as well as benchmarking practitioners and academics an opportunity to apply these lessons for the further benefit of paratransit services and their customers around the United States.

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21

Dehesa, Rubén, Alejandro Vaquera, Bruno Gonçalves, Nuno Mateus, Miguel Ángel Gomez-Ruano, and Jaime Sampaio. "Key game indicators in NBA players’ performance profiles." Kinesiology 51, no. 1 (2019): 92–101. http://dx.doi.org/10.26582/k.51.1.9.

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The aim of the present study was to identify and describe players’ performances in NBA games using individual and team-based game variables. The sample was composed by 535 balanced games (score differences below or equal to eight points) from the regular season (n=502) and the playoffs (n=33). A total of 472 players were analysed. The individual-based variables were: minutes on court, effective field-goal percentage, free-throws/field-goals ratio, offensive rebound percentage, turnover percentage and playing position. The team-based variables were: team points minus opponent’s points (on and off court), NET score (player’s on values minus his/her off values), maximum negative and positive point difference, team’s winning percentage, game pace, defensive and offensive ratings. A two-step cluster analysis was performed to identify the player’s profiles during regular season and playoff games. The results identified five performance profiles during regular season games and four performance profiles during playoff games. The profiles identified were mainly characterized by the game quarter and the negative NET indicator (players’ performance on court minus their performance off court) in regular season games and the positive NET indicator during playoff games and second and third game-quarters. Coaching staffs can fine-tune these profiles to develop more team-specific models and, conversely, use the results to monitor and rebuild team formation under the constrained dynamics of the game and competition stages.

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22

ARUTYUNYAN, G. A., and M. A. VAKHRUSHINA. "IMPACT OF REVENUE ACCOUNTING POLICIES ON KEY PERFORMANCE INDICATORS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 3 (2021): 16–23. http://dx.doi.org/10.36871/ek.up.p.r.2021.03.02.003.

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The article highlights the theoretical approaches for determination of a performance indicator as a tool for management accounting and internal control of a business, on the basis of which various decisions regarding business strategy and personnel motivation may be made. The analysis showed that it is important not only the approach of their definition, but also the data for determination of these indicators. The article provides recommendations for the preparation of accounting policies for revenue accounting in accordance with IFRS 15, which may significantly affect the performance indicators of the company.

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Gunawan, Wawan. "PERANCANGAN KEY PERFORMANCE INDICATOR MENGGUNAKAN METODE ANALYTICAL HIERARCHY PROCESS (AHP)." Format : Jurnal Ilmiah Teknik Informatika 8, no. 1 (August 7, 2019): 18. http://dx.doi.org/10.22441/format.2019.v8.i1/003.

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24

Chan, Vivian. "Implications of key performance indicator issues in Ontario universities explored." Journal of Higher Education Policy and Management 37, no. 1 (January 2, 2015): 41–51. http://dx.doi.org/10.1080/1360080x.2014.991531.

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25

Yin, Shen, Xiangping Zhu, and Okyay Kaynak. "Improved PLS Focused on Key-Performance-Indicator-Related Fault Diagnosis." IEEE Transactions on Industrial Electronics 62, no. 3 (March 2015): 1651–58. http://dx.doi.org/10.1109/tie.2014.2345331.

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26

Woxenius, Johan. "Directness as a key performance indicator for freight transport chains." Research in Transportation Economics 36, no. 1 (September 2012): 63–72. http://dx.doi.org/10.1016/j.retrec.2012.03.007.

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27

Mansyur, Abu Abbas, Hariyadi Hariyadi, and Agus Eko Minarno. "Pembuatan Sistem Dashboard Akreditasi Institusi Perguruan Tinggi Standar 4 Berbasis Key Performance Indicator." Jurnal Repositor 2, no. 3 (March 5, 2020): 305. http://dx.doi.org/10.22219/repositor.v2i3.491.

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Sistem Dashboard sangat dibutuhkan dalam proses Akreditasi Institusi Perguruan Tinggi, system dashboard mempermudah proses monitoring sebuah kinerja yang sedang dilaksanakan. Proses penilaian akreditasi menggunakan indicator-indicator tertentu untuk menandakan kondisi suatu proyek, proses akreditasi memerlukan datavdan informasi dari semua pihak-pihak yang berkaitan dengan perguruan tinggi. Indicator-indicator yang digunakan bersumber dari BAN-PT berdasarkan data dari setiap komponen yang ada di perguruan tinggi. Data dan informasi tersebut harus sesuai dengan kondisi internal yang ada di perguruan tinggi sekarang ini. Karena nantinya hasil dari penelitian ini digunakan untuk proses evaluasi akreditasi di asa yang akan dating. Sehingga kedepannya suatu perguruan tinggi bias mempertahankan ataupun meningkatkan nilai akreditasi

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28

Brenner, Maria, Arielle Weir, Margaret McCann, Carmel Doyle, Mary Hughes, Anne Moen, Martin Ingvar, Koen Nauwelaerts, Eva Turk, and Catherine McCabe. "Development of the key performance indicators for digital health interventions: A scoping review." DIGITAL HEALTH 9 (January 2023): 205520762311521. http://dx.doi.org/10.1177/20552076231152160.

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Background Digital health interventions offer new methods for delivering healthcare, with the potential to innovate healthcare services. Key performance indicators play a role in the evaluation, measurement, and improvement in healthcare quality and service performance. The aim of this scoping review was to identify current knowledge and evidence surrounding the development of key performance indicators for digital health interventions. Methods A literature search was conducted across ten key databases: AMED – The Allied and Complementary Medicine Database, CINAHL – Complete, Health Source: Nursing/Academic Edition, MEDLINE, APA PsycINFO, EMBASE, EBM Reviews – Cochrane Database of Systematic Reviews, EBM Reviews – Database of Abstracts of Reviews of Effects, EBM Reviews – Health Technology Assessment, and IEEE Xplore. Results Five references were eligible for the review. Two were articles on original research studies of a specific digital health intervention, and two were overviews of methods for developing digital health interventions (not specific to a single digital health intervention). All the included reports discussed the involvement of stakeholders in developing key performance indicators for digital health interventions. The step of identifying and defining the key performance indicators was completed using various methodologies, but all centred on a form of stakeholder involvement. Potential options for stakeholder involvement for key performance indicator identification include the use of an elicitation framework, a factorial survey approach, or a Delphi study. Conclusions Few articles were identified, highlighting a significant gap in evidence-based knowledge in this domain. All the included articles discussed the involvement of stakeholders in developing key performance indicators for digital health interventions, which were performed using various methodologies. The articles acknowledged a lack of literature related to key performance indicator development for digital health interventions. To allow comparability between key performance indicator initiatives and facilitate work in the field, further research would be beneficial to develop a common methodology for key performance indicators development for digital health interventions.

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29

Išoraite, Margarita. "ANALYSIS OF TRANSPORT PERFORMANCE INDICATORS." TRANSPORT 20, no. 3 (June 9, 2005): 111–16. http://dx.doi.org/10.3846/16484142.2005.9638006.

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The article analyses the following issues: 1) key performance indicators, 2) best value indicators, 3) performance indicators and the change process, 4) transport programme indicators inputs, outputs, results and impacts, 5) indicators of effectiveness, efficiency and performance, 6) overcoming of the problems of using indicators, 7) criteria of the establishment of performance indicator system.

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Maulani, Giandari, Kharisma Nur Qhoirunnisa, and Tri Mulyani. "Sistem Informasi Key Performance Indicator Penjualan Metode OMAX berbasis Web System Application." Journal CERITA 7, no. 1 (February 24, 2021): 39–49. http://dx.doi.org/10.33050/cerita.v7i1.1478.

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PT. Winn Appliance is a company engaged in the sale of household commodities, namely gas appliances. Currently in carrying out sales data reporting sales PT. Winn Appliance still uses Microsoft Excel and Whatsapp media as a medium for providing information and reports on sales results which will later serve as indicators for company management in determining the decision to extend the work contract. The goals of the company need to be achieved through a predetermined target for each sales, as well as measuring the achievement of these targets. Then these measurements can use a Key Performance Indicator which integrates with each other. For this reason, a Web System Application-based Key Performance Indicator information system was established. Then in determining the design requires an appropriate method and the method applied in this research is using the OMAX (Objective Matrix) method. The programming language uses the PHP Framework Code Igniter and MySql as a database storage regulator that can show the Sales Performance Indicator target value that has been achieved. The result of this research is Information System Key Performance Indicator Sales of OMAX method based on Web System Application which can facilitate the management of PT. Winn Appliance in monitoring sales and is useful for determining employment contract decisions.

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Lange, Marcos C., Gabriel Pereira Braga, Edison M. Nóvak, Rodrigo Harger, Maria Justina Dalla Bernardina Felippe, Mariana Canever, Isabella Dall’Asta, Jordana Rauen, Rodrigo Bazan, and Viviane Zetola. "Key performance indicators for stroke from the Ministry of Health of Brazil: benchmarking and indicator parameters." Arquivos de Neuro-Psiquiatria 75, no. 6 (June 2017): 354–58. http://dx.doi.org/10.1590/0004-282x20170051.

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ABSTRACT The present study aimed to analyze the stroke units in two centers for the key performance indicators (KPIs) required by the Ministry of Health in Brazil. Methods All 16 KPIs were analyzed, including the percentage of patients admitted to the stroke unit, venous thromboembolism prophylaxis in the first 48 hours after admission, pneumonia and hospital mortality due to stroke, and hospital discharge on antithrombotic therapy in patients without cardioembolic mechanism. Results Both centers admitted over 80% of the patients in their stroke unit. The incidence of venous thromboembolism prophylaxis was > 85%, that of in-hospital pneumonia was < 13%, the hospital mortality for stroke was < 15%, and the hospital discharge on antithrombotic therapy was > 70%. Conclusion Our results suggest using the parameters of all of the 16 KPIs required by the Ministry of Health of Brazil, and the present results for the two stroke units for future benchmarking.

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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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Faveto, Alberto, Emiliano Traini, Giulia Bruno, and Franco Lombardi. "Development of a key performance indicator framework for automated warehouse systems." IFAC-PapersOnLine 54, no. 1 (2021): 116–21. http://dx.doi.org/10.1016/j.ifacol.2021.08.013.

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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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Baba, Anis Anizah Mohammad, Azanizawati Ma’aram, Fatin ‘Izzati Ishak, Rozlina Md Sirat, and Aini Zuhra Abdul Kadir. "Key performance indicator of sustainability in the Malaysian food supply chain." IOP Conference Series: Materials Science and Engineering 697 (December 30, 2019): 012002. http://dx.doi.org/10.1088/1757-899x/697/1/012002.

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Johra, Hicham, Anna Marszal-Pomianowska, John Ray Ellingsgaard, and Mingzhe Liu. "Building energy flexibility: a sensitivity analysis and key performance indicator comparison." Journal of Physics: Conference Series 1343 (November 2019): 012064. http://dx.doi.org/10.1088/1742-6596/1343/1/012064.

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Lopes, Ilídio Tomás. "Key Performance Indicator Disclosures Through the Internet: Towards an Integrated Scoreboard." Social Technologies 4, no. 1 (2014): 37–50. http://dx.doi.org/10.13165/st-14-4-1-03.

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Li, Na, David A. Stanford, Azaz B. Sharif, Richard J. Caron, and Alim Pardhan. "Optimising key performance indicator adherence with application to emergency department congestion." European Journal of Operational Research 272, no. 1 (January 2019): 313–23. http://dx.doi.org/10.1016/j.ejor.2018.06.048.

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Zhang, Kai, Haiyang Hao, Zhiwen Chen, Steven X. Ding, and E. L. Ding. "Comparison Study of Multivariate Statistics Based Key Performance Indicator Monitoring Approaches." IFAC Proceedings Volumes 47, no. 3 (2014): 10628–33. http://dx.doi.org/10.3182/20140824-6-za-1003.01882.

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Capece, Guendalina, and Paolo Bazzica. "A Practical Proposal for a “Competence Plan Fulfillment” Key Performance Indicator." Knowledge and Process Management 20, no. 1 (January 2013): 40–49. http://dx.doi.org/10.1002/kpm.1403.

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He, Siyuan, Youqing Wang, and Changqing Liu. "Modified partial least square for diagnosing key-performance-indicator-related faults." Canadian Journal of Chemical Engineering 96, no. 2 (November 5, 2017): 444–54. http://dx.doi.org/10.1002/cjce.23002.

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Yeri Kristiyanto, Daniel, Didi Supriyadi, and Fivy Nur Safitri. "Key Performance Indicator for Multi Branch Employee Performance Assessment Based on Simple Additive Weighting." E3S Web of Conferences 359 (2022): 05002. http://dx.doi.org/10.1051/e3sconf/202235905002.

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The success of the company in managing human resources is very crucial, especially companies that have different locations. Different locations are termed multi-branch, which is management of human resource performance based on clear and anti-subjective assessment parameters and carried out regularly. The performance parameters of employees in a company can be influenced by various factors including motivation, competence, and perceived organizational support. Futhermore, the company parameters will concern about the cost and benefits. Managing a business with one building location will be different from managing a business in many locations, especially with the number of subsidiaries reaching 13 locations. The complexity of corporate governance will be higher, therefore a mechanism is needed to simplify this complexity from point of view of the Simple Additive Weighting Method where the determinant of the variable is initiated as Ci-Cn to obtain a normalized matrix of R for Benefit (B) and Cost (C) values. This research, the Benefit values are C1,C3,C4 while the Cost values are C2,C5,C6. The normalization for Benefit is initiated as Rij = (Xij/XijMax) and Rij = (XijMin/Xij)for the initiation of the Cost of calculating normalization R. The results obtained are then processed into a normal matrix with the initiation W = [(C1),(C2),(C3),(C4),(C5),(C6)].

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Putra, Rheza Dwi. "PENGEMBANGAN GENERAL KEY PERFORMANCE INDICATORS UNTUK PENINGKATAN KINERJA PLATO FOUNDATION." Arthavidya Jurnal Ilmiah Ekonomi 23, no. 1 (March 1, 2021): 16–35. http://dx.doi.org/10.37303/a.v23i1.183.

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ABSTRACT - This study aims to develop a checklist into a general KeyPerformance Indicator for improving the performance of the PlatoFoundation. The Performance Prism method is considered appropriate tobe used as an approach to measuring the performance of non-profitorganization stakeholders such as employees, donors, volunteers,organizational partners, and clients. The results of this study are a seriesof KPIs with a total of 45 KPIs based on the prism performance method.The 45 KPIs are divided into 5 Stakeholder Satisfaction KPIs, 5 StrategicKPIs, 5 Process KPIs, 5 Capability KPIs, and 5 Stakeholder ContributionKPIs for each stakeholder.Keywords: Key Performance Indicators, Performance Prism, PlatoFoundation

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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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Mbugua, M., P. O. Ajwang', and M. Winja. "Identification and Ranking of Key Performance Indicators in Building Construction Projects in Kenya." Engineering, Technology & Applied Science Research 11, no. 1 (February 6, 2021): 6668–73. http://dx.doi.org/10.48084/etasr.3912.

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Building construction projects suffer from many dangers such as cost and time overruns. A major reason for the failure of such projects is the lack of measurements of the construction performance. There is usually a disparity of judgment among the stakeholders when it comes to the perception of failure and success of a building construction project because it is based on personal indices. The aim of this study is to identify and rank the key performance indicators in their relative importance as a way to assist in building construction performance. A thorough literature review was conducted and 10 key performance indicators were identified. A questionnaire survey and interviews were used to collect data and the results were analyzed using the analytical hierarchical process, pair-wise comparison. As a result, the highest prioritized key performance indicator was safety, followed by time effectiveness and client satisfaction. The least prioritized key performance indicator was the environmental performance. The results of this paper may serve as a guideline in improving building construction projects.

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Wahana Mandikova, Santi Oktavianti, and Teguh Iman Santoso. "Analisa Key Performance Index Salesman Pada PT Mega Buana Indah." Journal of Management, Entrepreneur and Cooperative 1, no. 1 (July 6, 2022): 30–39. http://dx.doi.org/10.56869/jmec.v1i1.312.

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ABSTRACT Knowledge and skills of human resources which come from organization or companies are intangible asset that will be a competitive asset to companies, and will create a positive value for the company. Effectively managing employee’s performance is one of key factor to increase the company business performance. Effectively managing performance includes measurement process of employee’s output objectively through a series of exact performance indicators. This research discussing about key performance index salesman in PT Mega Buana Indah, which is consist of 6 indicators that is first impressions, needs assessment, communicated product knowledge, interpersonal presentation, product recommendations, sales and closing tactics. Data is collected by distributing questionnaire as much as the determined samples. The result of this research concludes that each indicator has affecting the key performance index salesman.

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Griffiths, Matthew, and Rachel Gillibrand. "Use of key performance indicators in histological dissection." Journal of Clinical Pathology 70, no. 12 (August 19, 2017): 1019–23. http://dx.doi.org/10.1136/jclinpath-2017-204639.

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AimsReports into standards in the National Health Service and quality in pathology have focused on the way we work in pathology and how to provide assurance that this is of a high standard. There are a number of external quality assurance schemes covering pathology and histopathology specifically; however, there is no scheme covering the process of histological surgical dissection. This is an area undergoing development, emerging from the sole preserve of medically qualified pathologists to a field populated by a number of highly trained biomedical scientists, but remains without any formal quality assurance.MethodsThis work builds on Barnes, taking the guidance of the Royal College of Pathologists (RCPath)and Institute of Biomedical Science (IBMS)to form a series of key performance indicators relating to dissection. These were developed for use as an indicator of individual practice, highlighting areas of variation, weakness or strength. Once identified, a feedback event provided opportunities to address these errors and omissions, or to enable areas of strength to be shared.ResultsThe data obtained from the checklists demonstrate a large variation in practice at the outset of this study. The use of the checklists alone served to reduce this variation in practice, the addition of the training event showed further reduction in variation. The combination of these two tools was an effective method for enhancing standardisation of practice.ConclusionsThe results of this work show that training events serve to reduce variation in practice by, and between, dissectors, driving up standards in dissection—directly addressing the needs of the modern pathology service.

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Hilliard, Antony, Greg A. Jamieson, and David Jorjani. "Communicating a Model-Based Energy Performance Indicator." Ergonomics in Design: The Quarterly of Human Factors Applications 22, no. 4 (October 2014): 21–29. http://dx.doi.org/10.1177/1064804614550861.

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Monitoring energy performance can help organizations make better efficiency investment and operational decisions. However, key energy performance indicators can be difficult to interpret because they blend effects of real system changes and statistical model behavior. We designed an explanatory energy model report for a commercial energy-monitoring product. The design was guided by a task analysis based on user observation, interviews, and designer participation. It was refined with usability heuristics, task walk-throughs, and tabletop discussions. Our collaborator is incorporating the design into its next product revision.

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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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Yaghmaei, Emad. "Responsible research and innovation key performance indicators in industry." Journal of Information, Communication and Ethics in Society 16, no. 2 (May 1, 2018): 214–34. http://dx.doi.org/10.1108/jices-11-2017-0066.

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Purpose Responsible research and innovation (RRI) is taking a role in assisting all types of stakeholders, including industry members, in moving their research and innovation (R&I) initiatives to tackle grand challenges. The literature on RRI, however, focuses little on how industry can implement RRI principles. To solve this gap, the purpose of this study is to construct a conceptual framework for managing and assessing RRI principles in the industry. Design/methodology/approach Qualitative research was used to build the RRI key performance indicator list; 30 interviews were conducted to design a framework which was pilot tested in a company to identify how to align technology outcomes to the values, needs and expectations of the society. Findings This study depicts five successive RRI implementation levels and exhibits RRI key performance indicators. Drawing on extant models, this study develops RRI levels and indicators to discuss why industry should become engaged in RRI, how it can embed RRI principles into R&I processes and how RRI indicators can be managed systematically. Originality/value The connection between RRI key performance indicators and RRI levels determines how industry can integrate principles and methodologies of RRI into R&I processes. The model in the study shows how companies move from one RRI stage to another and this study aims to exhibit an ideal stage of RRI for industry.

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