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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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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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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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Siom, Firstson. "Analisis Key Performance Indikator (Studi Kasus pada PT. Asgility)." Majalah Ilmiah Bahari Jogja 18, no. 2 (August 3, 2020): 91–100. http://dx.doi.org/10.33489/mibj.v18i2.247.
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Tujuan penelitian ini menganalisis pengaruh delivery order, custom clearance, dan delivery terhadap key performance indicators (KPI) menggunakan metode korelasional pada PT. Agility sebagai freight forwarding. Pengumpulan data dengan survey. Hasilnya penerbitan delivery order tidak berpengaruh terhadap delivery, custom clearance berpengaruh langsung terhadap delivery, penerbitan delivery order berpengaruh langsung terhadap pencapaian KPI, custom clearance berpengaruh langsung terhadap pencapaian KPI, dan terakhir delivery berpengaruh langsung terhadap pencapaian KPI.
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Schulz, Thomas, and Andrei Chelaru. "Model Driven Key Performance Indicators Concepts for Manufacturing Execution Systems." Applied Mechanics and Materials 245 (December 2012): 173–78. http://dx.doi.org/10.4028/www.scientific.net/amm.245.173.
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The intention of this paper is to give some methodical approach in Key Performance Indicators for Manufacturing. Within this it covers the defining of Key Performance Indicators (KPI) and Manufacturing Execution Systems (MES). The purpose is to analyze the influences of equipment, personnel and inventory to the production process and how to apply them in making decisions. This paper gives an overview about definition of Manufacturing Execution Systems (MES) and the area of standardization of object models. The KPI for the manufacturing operations management include the areas personnel, equipment, inventory and production process. It contains also a collection of key performance indicators (KPI) to be used in the area of production control and monitoring to assess and define the targets of production processes.
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Rosyidah, Masayu, and Deni Saputra. "Penentuan Key Performance Indicators (KPI) Dengan Metode Performance Prism (Studi Kasus Program Studi Teknik Industri Universitas Muhammadiyah Palembang)." Integrasi : Jurnal Ilmiah Teknik Industri 4, no. 1 (December 10, 2019): 17. http://dx.doi.org/10.32502/js.v4i1.2094.
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Dalam dunia industri bahkan hampir seluruh perusahaan atau organisasi saat ini menggunakan Key Performance Indicators (KPI) sebagai salah satu cara untuk mengukur kinerja perusahaan. Program Studi Teknik Industri berusaha melakukan perbaikan untuk meningkatkan mutu pendidikan, disamping itu juga perlu dilakukan pengukuran kinerja sebagai usaha untuk melakukan perbaikan kinerja disetiap aspek kinerja program studi. Penelitian ini terkait penilaian kinerja Program Studi Teknik Industri Universitas Muhammadiyah Palembang dengan metode Performance Prism yang merupakan metode tepat yang dapat mewakili kebutuhannya. Tujuan dalam penelitian ini adalah menentukan KPI (Key Performance Indicators) sebagai bagian dari pengukuran kinerja. Stakeholder satisfaction yang diperoleh dari penyebaran kuesioner dan stakeholder contribution yang diperoleh dengan wawancara digunakan untuk mengidentifikasi objective Program Studi yang kemudian digunakan untuk mengidentifikasi strategi, proses, dan kapabilitas. Key Performance Indicators (KPI) Program Studi Teknik Industri yang telah terbentuk dari proses dan kapabilitas yang telah diidentifikasi adalah sebanyak 26 KPI.
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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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Dvulit, Z., A. Zaverbnyy, and R. Tylipska. "HUMAN RESOURCES MANAGEMENT BASED ON KEY PERFORMANCE INDICATORS (KPI)." Journal of Lviv Polytechnic National University. Series of Economics and Management Issues. 6, no. 3 (March 1, 2019): 90–98. http://dx.doi.org/10.23939/semi2019.03.090.
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Ivanov, V. V., Ya N. Dzhankova, and A. N. Legkonogich. "IMPROVING THE SYSTEM OF REMUNERATION OF PERSONNEL OF THE ENTERPRISE ON THE BASIS OF KPI." Litiyo i Metallurgiya (FOUNDRY PRODUCTION AND METALLURGY), no. 3 (October 10, 2017): 78–80. http://dx.doi.org/10.21122/1683-6065-2017-3-78-80.
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The advantages of the system of awarding of staff on key performance indicators are considered. The structure of formation of motivation on the basis of KPI. The main tasks when building a bonus system on the basis of KPI. Justification the use of key performance indicators in the enterprise is made. The scheme of construction of system of motivation of personnel KPI is proposed.
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Klimkovich, S. M., and E. V. Korneevets. "IMPROVING THE SYSTEM OF REMUNERATION OF PERSONNEL OF THE ENTERPRISE ON THE BASIS OF KPI." Litiyo i Metallurgiya (FOUNDRY PRODUCTION AND METALLURGY), no. 3 (October 10, 2017): 81–83. http://dx.doi.org/10.21122/1683-6065-2017-3-81-83.
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The advantages of the system of awarding of staff on key performance indicators are considered. The structure of formation of motivation on the basis of KPI. The main tasks when building a bonus system on the basis of KPI. Justification the use of key performance indicators in the enterprise is made. The scheme of construction of system of motivation of personnel KPI is proposed.
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Barrett, Jeffrey S., Dimple Patel, Bhuvana Jayaraman, Mahesh Narayan, and Athena Zuppa. "Key Performance Indicators for the Assessment of Pediatric Pharmacotherapeutic Guidance." Journal of Pediatric Pharmacology and Therapeutics 13, no. 3 (January 1, 2008): 141–55. http://dx.doi.org/10.5863/1551-6776-13.3.141.
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Given the paucity of actual guidance provided for managing pediatric drug therapy, prescribing caregivers must be able to draw on the limited published information in pediatrics and/or guidance provided in adults with some account for expected pediatric response. Guidance for managing drug therapy in children is clearly desirable. Our objectives were to construct key performance indicators (KPIs) for pediatric pharmacotherapy guidance to identify drugs where pharmacotherapy guidance would be most beneficial. A pilot survey to assess variation in caregiver appreciation for pediatric dosing guidance has also been constructed to provide a complementary subjective assessment. Three KPI categories, drug utilization (based on hospital admission and billing data collected from 2001 through 2006), medical need, and guidance outcome value along with a KPI composite score have been proposed. Low scores are favored with respect to prioritization for pharmacotherapy guidance. The pilot survey consisted of 15 questions to assess 1) physician knowledge regarding dosing guidance, 2) attitudes toward dose modification and patient individualization, 3) the accessibility, ease of use and appropriateness of existing data stores, and 4) frequency of dosing modification, consultation of dosing compendiums and estimate of success rate in dosing guidance. Pilot results suggest that dosing guidance is generally viewed as important and that the existing resources are insufficient to guide recommendations for all drugs. While the majority of respondents check more than one resource less than 25% of the time, at least 25% of the respondents check more than one resource 25–50% of the time. The majority viewed the relevance of dosing guidance very important to the management of drug therapy. The questionnaire is being extended to the primary care centers, the Kids First Network and specialty care centers. Results will guide the development of decision support systems (DSS) that provide patient-specific pharmacotherapy guidance as part of our pediatric knowledgebase initiative. For the top 25 most utilized agents at our institution over the last 6 years, KPI score ranged from 35 (dexamethasone) to 77 (cefazolin and ampicillin) with an average score of 55. Prototype DSS for tacrolimus and methotrexate are strongly supported by the KPI scoring which ranks their selection in the top 5% of drugs on formulary. KPI metrics provide an objective means of ranking agents for which pediatric pharmacotherapeutic guidance is clearly needed.
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Boev, A. G. "Methodology for the development of key performance indicators and customer satisfaction for the transformation strategy of the industrial complex." Vestnik Universiteta, no. 7 (September 9, 2021): 100–112. http://dx.doi.org/10.26425/1816-4277-2021-7-100-112.
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The article is devoted to the formation of key performance indicators (KPI) and customer satisfaction (CPI) for evaluating the implementation of strategies for the transformation of industrial complexes in the digital economy. The content of the KPI and CPI of the strategy for the transformation of the industrial complex as an integrated system of organizational, economic and sociological indicators is determined, allowing you to establish target quantitative values for the transformation and development of the most important elements, structures, processes and spheres of the enterprise, as well as to assess the degree of their achievement in operational and longterm periods. A methodology for the formation of KPI and CPI is proposed, a system and a scheme of mutual influence of these indicators are developed. The calculation procedure, data sources, and responsible performers for KPI and CPI are defined. Target values of KPI and CPI for industrial complexes from various regions of Russia have been developed. A general description of the mechanism for implementing KPI and CPI at enterprises is presented.
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Trukhmanov, V. B., E. A. Pervushkina, A. A. Statuev, V. N. Belov, and A. M. Volodin. "System of key performance indicators as a method for executive decision-making." E3S Web of Conferences 296 (2021): 02003. http://dx.doi.org/10.1051/e3sconf/202129602003.
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Key performance indicators, KPI are a proven cutting-edge tool for process productivity and staff performance monitoring. Therefore, today it is possible to find the use of this tool in the most varied spheres and industries. However, the system implementation is a long and painstaking process, which requires financial, labor and time expenditures. But in case of its successful implementation, KPI technology will provide the balance of advantage for the company management and contribute to its growth. The article presents the selection mechanism of KPI system development and implementation methods. Using key performance indicators, the organization is able to manage the process and modify it, as well as define objectives for employees and motivate them to achieve their objectives. KPIs are based on measuring quantitative benefits. Control shall be based on comprehensive and reliable information about the company’s process productivity. This is the only way to take quick management decisions, make adjustments to the operation of processes that will contribute to the achievement of strategic objectives as a whole.
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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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Shklyaeva, Nadezhda. "Development of the Key Performance Indicators for the Assessment of Personnel Management Service Specialists." Management of the Personnel and Intellectual Resources in Russia 8, no. 5 (December 23, 2019): 29–33. http://dx.doi.org/10.12737/article_5dcbc429b9aeb1.16650471.
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Personnel management services at enterprises are usually attributed to cost centers; specialists are assessed not by the results of the unit, but by the total results of the organization. Therefore, practitioners consider it inappropriate to develop KPI for HR services. The author is sure that diff erentiation of the results of the activities of all specialists is necessary. This article describes the practical results of the development of KPI for professionals working in HR services. The mechanism of differentiation of indicators by posts is presented. The system was developed and tested in one of Surgut’s oil and gas companies. The algorithm presented in the article will help those interested in carrying out similar work in the process of developing their own version of KPI.
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Rimbalová, Jarmila, and Silvia Vilčeková. "The Proposal of Key Performance Indicators in Facility Management and Determination the Weights of Significance." Selected Scientific Papers - Journal of Civil Engineering 8, no. 2 (November 1, 2013): 73–84. http://dx.doi.org/10.2478/sspjce-2013-0020.
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Abstract The practice of facilities management is rapidly evolving with the increasing interest in the discourse of sustainable development. The industry and its market are forecasted to develop to include non-core functions, activities traditionally not associated with this profession, but which are increasingly being addressed by facilities managers. The scale of growth in the built environment and the consequential growth of the facility management sector is anticipated to be enormous. Key Performance Indicators (KPI) are measure that provides essential information about performance of facility services delivery. In selecting KPI, it is critical to limit them to those factors that are essential to the organization reaching its goals. It is also important to keep the number of KPI small just to keep everyone's attention focused on achieving the same KPIs. This paper deals with the determination of weights of KPI of FM in terms of the design and use of sustainable buildings.
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Amrina, Uly, and Alfa Firdaus. "THE SELECTION OF PRODUCTIVITY KEY PERFORMANCE INDICATORS FOR CAR MANUFACTURING COMPANIES USING INTEGRATED PERFORMANCE MEASUREMENT SYSTEM." SINERGI 22, no. 2 (June 27, 2018): 101. http://dx.doi.org/10.22441/sinergi.2018.2.005.
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The increase in car market 17% in 2020, and ASEAN Free Trade policy only 5% for imported products, cause tightened competition in the automotive market. Car manufacturing companies face problems in selecting their performance indicators related to competitive challenges. The purpose of this research is to develop productivity key performance indicators in car manufacturing that conform to stakeholder requirements as a strategy to win the market. The conditions are manifested in a mapping of manufacturing symbols using the Integrated Performance Measurement System (IPMS) method. That manufacturing productivity indicators will become the focus of the top management to be controlled. There are four stages to go through, starting with the identification of stakeholder requirement, which produces six criteria and 12 stakeholder requirements and mapped into 16 goals and 24 key performance indicator (KPI). The second stage is benchmarking, and preparation of KPI hierarchy and the third stage is the description of each KPI in the form of KPI specification table. The fourth stage is the weighting of the six main criteria that result in 3 priority criteria which must be reported monthly between the manufacturing division (painting), finance and administration. Those are employee safety, manufacturing process effectiveness (painting) and waste elimination activities. The priority is obtained based on questionnaires answered by ten stakeholders (experts) processed with Analytical Hierarchy Process (AHP) approach and has been tested consistency in the number 0.09. These three criteria are described in 15 KPIs: performance rate, availability rate, quality rate, trained operator ratio, training value ratio> 80, delay ratio, attendance ratio, downtime losses, setup and adjustment losses, idle time, defect losses, yield losses, manpower efficiency, environmental impact and work accident ratio.
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Glavatskikh, O. B. "THE ROLE OF KEY PERFORMANCE INDICATORS IN LABOR STIMULATION." Bulletin of Udmurt University. Series Economics and Law 31, no. 3 (June 8, 2021): 357–63. http://dx.doi.org/10.35634/2412-9593-2021-31-3-357-363.
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The problem of choosing tools to improve labor efficiency has always been and remains one of the most important and relevant in the modern theory and practice of personnel management. A well-designed system of personnel incentives as a method of improving work efficiency contributes to increasing productivity and improving the effectiveness of the organization as a whole [1]. In the context of digital transformation and the introduction of lean management principles, managers are making increasingly high demands on their staff. Against this background, the search for optimal methods of financial incentives is becoming more relevant than ever [2]. Today, in the Russian business practice, one of the most popular tools for improving the performance of personnel is the system of material incentives based on the developed system of key performance indicators (KPIs) [3]. This article reveals the essence and meaning of key performance indicators; considers the results of sociological research on the effectiveness of the system of material incentives for personnel working in sales, its shortcomings, the factors affecting the labor activity of the personnel. The author offers an easy and understandable for employees way of formation and introduction of KPI system taking into account specifics of sales personnel activity, details main stages of KPI system introduction, considers criteria of sales managers evaluation, gives a specific example of payroll calculation taking into account KPIs.
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Gözaçan, Nazlıcan, and Çisem Lafci. "Evaluation of Key Performance Indicators of Logistics Firms." Logistics & Sustainable Transport 11, no. 1 (February 1, 2020): 24–32. http://dx.doi.org/10.2478/jlst-2020-0002.
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AbstractKey Performance Indicators (KPI) has been outlined for implementing total quality management (TQM) across logistics sector. This study constituted on the quality values of logistics firms in the logistics sector, which is examined with key performance indicators through the integrated method of Analytic Hierarchy Process (AHP) and SMART Goal Setting. The calculations were performed for logistics firms. The method used in this study is the integrated method of the AHP Method and SMART Goal Setting. The results highlight the most mentioned key performance indicators in the literature in a prioritized version also during the prioritizing process via AHP Method, the SMART Goal Setting approach also is applied.
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Putri, Nilda Tri, Insannul Kamil, and Demi Ramadian. "Perancangan Standar Penilaian Kinerja Pemeliharaan Lampu Jalan Berdasarkan Key Performance Indicators (KPI’s): Studi Kasus di Kota Padang." Jurnal Optimasi Sistem Industri 11, no. 2 (April 27, 2016): 225. http://dx.doi.org/10.25077/josi.v11.n2.p225-234.2012.
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Sistem transportasi yang baik dan memadai merupakan hal penting yang harus diperhatikan untuk memenuhi kebutuhan pelayanan terhadap keperluan masyarakat dalam menjalankan aktivitasnya setiap hari. Aktivitas transportasi tidak hanya berlangsung pada siang hari, namun juga dilakukan pada malam hari sehingga keberadaan lampu penerangan jalan sangat penting untuk menerangi jalan dan melancarkan kegiatan transportasi tersebut. Saat ini kondisi lampu jalan di Kota Padang banyak yang mengalami kerusakan. Penyebab utama kerusakan lampu jalan adalah tegangan, yaitu beban puncak yang terjadi mulai dari pukul 18.00-23.00 WIB. Berdasarkan hal tersebut, penelitian ini menggunakan Key Performance Indicator (KPI) untuk menghasilkan standar penilaian kinerja dalam melakukan penilaian terhadap pemeliharaan lampu jalan yang ada di kota Padang. Perancangan dimulai dengan mengidentifikasi KPI yang didapatkan dari studi literatur. KPI yang telah didapatkan divalidasi kepada stakeholder untuk mendapatkan KPI yang cocok untuk diterapkan di kota Padang. Setelah itu dilakukan pembobotan KPI melalui perbamdingan berpasangan dengan menggunakan metode AHP.Keywords: penilaian, kinerja, key performance indicators, kinerja pemeliharaan lampu jalan
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Rachman, Poppy. "IMPLEMENTASI PLAN-DO-CHECK-ACT (PDCA) BERBASIS KEY PERFORMANCE INDICATORS (KPI): STUDI KASUS DI SMP-SMA INTEGRAL AR-ROHMAH DAU MALANG." AL-TANZIM: Jurnal Manajemen Pendidikan Islam 4, no. 2 (September 28, 2020): 14–27. http://dx.doi.org/10.33650/al-tanzim.v4i2.981.
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This research is to analyze the process of development of quality management by using the cycled approach of PDCA (Plan-Do-Check-Act) based on KPI (Key Performance Indicators). This research was conducted at SMP-SMA Integral Ar-Rohmah "Boarding School" Dau Malang by using descriptive qualitative methods. The object of this research is around 449 students at SMP-SMA Integral Ar-Rohmah Dau Malang. The research period is the even semester of the 2018/2019 school year. The results of this study can be concluded that; Planning (Plan), produces three KPI formulation products, namely; a) KPI monitoring; b) KPI filling formula; and c) KPI report card. Implementation (Do), by requiring all students to participate in filling the KPI monitoring form and activeness of the musyrif room in assisting the filling of KPI. Evaluation (Check) that has been carried out is by means of a random check (random) conducted by the room meeting from the results of filling KPI monitoring. The follow up (Act) is to publish KPI report cards.
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Jang, Sung Ok, and Jong In Lim. "Developing key Performance Indicators for Financial IT Security." Journal of Society for e-Business Studies 18, no. 3 (August 31, 2013): 125–42. http://dx.doi.org/10.7838/jsebs.2013.18.3.125.
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Jamaluddin, Siti Zaharah, Mohammad Abu Taher, and Ng Seng Yi. "KEY PERFORMANCE INDICATORS AND EMPLOYMENT CONTRACTS IN MALAYSIA: A LEGAL ANALYSIS." IIUM Law Journal 27, no. 2 (December 19, 2019): 549–69. http://dx.doi.org/10.31436/iiumlj.v27i2.430.
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Key performance indicators (KPIs) are considered as measurable values used by for companies, institutions, or organisations in order to estimate the success rate of their set objectives. Therefore, it is important to select appropriate indicators that will be used for the measurement. In Malaysia, the KPI came into the spotlight when the Prime Minister introduced it for measuring the performance of the cabinet ministers in 2009. Since then, KPIs became the focus in the private and the public sectors in Malaysia. Thus, this article attempts to examine the values behind KPIs and its function within the contract of employment. The article further examines whether non-performance of KPIs can be categorised as poor performance, which could open employees to termination or disciplinary actions. This article is mainly based on the analysis of existing literature, journal articles, books, information obtained in online news portals and judicial decisions. The article finds that non-performance of KPI can be used as a basis to terminate or dismiss an employee from employment.
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Romanenko, A. V. "A set of key performance indicators (KPI) in public food service." International Accounting 22, no. 4 (April 15, 2019): 409–29. http://dx.doi.org/10.24891/ia.22.4.409.
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Yonsel, Fatma, and Gulcin Vural. "KPI (KEY PERFORMANCE INDICATORS) APPLICATION ON BALLAST WATER TREATMENT SYSTEM SELECTION." Brodogradnja 68, no. 3 (March 15, 2017): 67–84. http://dx.doi.org/10.21278/brod68305.
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Buttkereit, Lisa. "Key Performance Indicators (KPI): Transparenz, Steuerung und Qualitätsbewertung von logistischen Versorgungsprojekten." Klinik Einkauf 02, no. 05 (October 2020): 32–33. http://dx.doi.org/10.1055/s-0040-1718667.
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Der Kennzahlenbericht und deren Auswertungen sind Hilfsmittel, um die Komplexität des Arbeitsalltags einer Einkaufsabteilung zu reduzieren. Wie genau das funktioniert, zeigt dieser Beitrag am Beispiel des BG Klinikums Duisburg.
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Soubjaki, Moetaz, and Radwan Choughri. "New Strategic Thinking in Mitigating the Challenges in Implementing Key Performance Indicators (KPIs) and Increasing Efficiency in Corporate Performance Management in MENA Region." Journal of Management and Strategy 10, no. 4 (June 20, 2019): 59. http://dx.doi.org/10.5430/jms.v10n4p59.
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The implementation of key performance indicators (KPIs) is a challenging task for many businesses. Yet, effective implementation of KPIs is among the major determinants of performance and success of an organization. This study explored the new strategic thinking in mitigating the challenges in implementing key performance indicators (KPIs) and increasing efficiency in corporate performance management in the Middle East & North Africa (MENA) region. The study sought to test three hypotheses: (i) there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs; (ii) there is a significant relationship between having KPI professionals and specialists and effective implementation of KPIs; and (iii) there is a significant relationship between having clear KPI goals and objectives, on one hand, and the effective implementation of KPIs on the other. Hypotheses 2 and 3 were proved to be true while results for hypothesis 1 were inconclusive. A total of 1007 participants from across the MENA region were involved in the study. The findings demonstrate the importance of having clear KPI goals and objectives and KPI professionals or specialists to oversee the KPI selection and implementation process. Further research should be conducted to establish whether there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs.
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Kaganski, S., and S. Toompalu. "Development of key performance selection index model." Journal of Achievements in Materials and Manufacturing Engineering 1, no. 82 (May 1, 2017): 33–40. http://dx.doi.org/10.5604/01.3001.0010.2077.
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Purpose: The main idea of this paper is to introduce the refined model for selection of the Key performance indicators (KPI). The KPI selection model can be considered as a tool for analysis of the enterprise, which should be able to simplify the choice of the right metrics for the company, where study has been conducted. The Enterprise analysis model (EAM) will provide the information regarding weak spots on the production and provide further steps to the management. Those actions will save time and reduce resources that are necessary to implement metrics in company. Design/methodology/approach: Main activities performed include: optimization of EAM; Fuzzy AHP and SMARTER criteria’s for ranking the KPIs; reliability analysis and weights appointment to questions and KPIs. In addition, the expert group has participated in the analysis of this work and has made a high impact on the results. Findings: The main result of this work is the final version of the KPI selection model. Research limitations/implications: The future research should be focused on optimization of the model and in adding additional module for automatic data collection. The Production Monitoring System (PMS) that should help to collect data about the status of the machine park, taking into account the downtime, overall equipment efficiency (OEE) and etc. Practical implications: The proposed model can be used in SME (small and medium enterprises) in order to improve the productivity. The concept was tested in particular company. Originality/value: The KPI selection model combine different methodologies into one general approach. Due to this fact, the process of finding right metrics can be reduced significantly. The proposed approach allows saving resources for the research of metrics.
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Singh, Rajwinder, H. S. Sandhu, B. A. Metri, and Rajinder Kaur. "Modeling Supply Chain Performance: A Structural Equation Approach." International Journal of Information Systems and Supply Chain Management 6, no. 4 (October 2013): 18–41. http://dx.doi.org/10.4018/ijisscm.2013100102.
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Supply chain management (SCM) has become an effective tool now a day to survive in this competitive world. Organizations do their best to improve performance by adopting better supply chain (SC) performance indicators. In this paper 19 key performance indicators (KPI) were identified based on strong literature support in consultation of practitioners and consultants in the field of non-livestock retailing (NLR). NLR is the retailing of agriculture and horticulture products. The technique of factor analysis using principal component analysis with Varimax rotation has classified KPI into four factors as; inventory metrics, customer metrics, flexibility metrics and growth and learning metrics. Structural Equation Modelling (SEM) approach was used to develop and validate a model for measuring SC performance of organized NLR industry based on KPI. The data for analysis was collected from top 10 organized NLR players operating in Punjab, Chandigarh, New Delhi and Gurgaon in India. The results were subjected to rigorous statistical tests for reliability and validity. Finally, these classified KPI were presented in the form of a model to measure SC performance of organized NLR industry using SEM.
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Dhillon, Sharanjit Kaur, Roliana Ibrahim, and Ali Selamat. "Strategy Identification For Sustainable Key Performance Indicators Delivery Process For Scholarly Publication and Citation." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 3, no. 3 (May 2, 2013): 103–13. http://dx.doi.org/10.24297/ijmit.v3i3.1728.
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Key Performance Indicator (KPI) is one of the performance measurement tools that assist someone in monitoring their performance against the target set by the management. Despite many implementations in delivering the KPIs, they are still unable to perform. It would involve investigating the current strategies undertaken by the management on how they deliver KPIs to academic staff in the Research Alliance of K-Economy (RAKE). This paper aims to investigate the problems of non-achieving KPI targets among academic staffs of RAKE. It also aims to highlight four areas of the strategy implementation that can be developed to deliver improved publication and citation outcomes for the targets set. The literature is reviewed and the targeted respondents extensive experience in the issues related to scholarly publication and citation is drawn on. The four areas of strategic implementation are discussed as a guide. The paper finds that the imposed strategies can be applied to achieve the targets set by management if initiatives are taken by all levels of academic staffs as well as the involvement by the top management of the institution. The paper has immediate practical benefits for academic staffs of RAKE that it provides a four steps guide for improving the publication and citation culture among the RAKE staffs by utilizing knowledge management. This will result in greater outcome for the management of the University in maintaining the status as a Research University (RU) in Malaysia. It can be concluded that the strategies imposed can be applied at the beginners level. Existing work has produced a sustainable KPI delivery process framework using Viable System Model (VSM) where it shows that there is a need to have integration among the university databases. However, this framework does not highlight details on how knowledge management contributes to the strategic initiatives of successful KPI delivery process.
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Streltsova, Darya Alekseevna. "Key performance indicators of production activity efficiency in the implementation of lean production methods in mechanical-engineering enterprises." Interactive science, no. 10 (44) (October 19, 2019): 51–56. http://dx.doi.org/10.21661/r-508275.
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The article is devoted to the consideration of methods of lean production in relation to mechanical-engineering enterprises; the main key indicators of efficiency, productivity and key performance indicators (KPI), their similarities and differences. The key performance indicators, the most preferred in the analysis and management of production at mechanical-engineering enterprises, are defined in the article.
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Irsan, Muhamad, Silvia Ayunda Murad, and Riri Oktaviani. "Report Key Performance Indicators for Employee Salaries at PT Mayora Indah Tbk." Jurnal ULTIMA InfoSys 8, no. 1 (August 7, 2017): 15–21. http://dx.doi.org/10.31937/si.v8i1.551.
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The purpose of this research to solve problems in making decisions on key performance indicator system report. To obtain the data needed for this research, the author uses several methods such as observation, interviews, and literature and uses analytical methods Balanced Score Card (BSC), which researchers use to get the perspectives of the company as a balanced and uses analytical methods PIECES to identify problems. The process of managing the information presented in this system ranging from data entry process, store and update it at any time so that employees and departments "head" to get the relevant information, the latest more easily and in real time, the system is also equipped with a graphic KPI report. With a system of this KPI Report, the manager can see the development of the company annually, making it easier to manage employee appraisal data and make recap the results of employee assessments and facilitate in taking a decision based on the results of this assessment.
Keywords: employee assessment, Key Performance Indicator, Report
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Zhang, Ke Wei. "Design for Enterprise Asset Management Evaluation System of Power Generation Enterprises Based on KPI." Advanced Materials Research 694-697 (May 2013): 3401–5. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.3401.
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Design for enterprise asset management (EAM) evaluation system of power generation enterprises based on key performance indicator (KPI) is proposed according to application of enterprise asset management system in power generation enterprises. KPIs preparations for implementation, goals and design principles are discussed. KPI-based EAM indicators of power generation enterprises are divided into operation management indicators, maintenance management indicators and materials management indicators in three parts. Finally benchmarking management analysis, comparative analysis of time trends and horizontal comparative analysis are used to analyze and evaluate the indicators.
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Elliot, Christopher, Cheryl Mcullagh, Michael Brydon, and Karen Zwi. "Developing key performance indicators for a tertiary children’s hospital network." Australian Health Review 42, no. 5 (2018): 491. http://dx.doi.org/10.1071/ah17263.
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Objective The aim of this study is to describe the experience of developing key performance indicators (KPIs) for Sydney Children’s Hospital Network (SCHN), the largest paediatric healthcare entity in Australia. Methods Beginning with a published methodology, the process of developing KPIs involved five phases: (1) identification of potential KPIs referencing the organisational strategic plan and pre-existing internal and external documents; (2) consolidation into a pragmatic set; (3) analysis of potential KPIs against selection criteria; (4) mapping these back against the strategic plan and management structure; and (5) presentation to key stakeholders to ensure suitability and traction. Consistent with the strategic plan, a subset of indicators was selected to address quality of care for children from priority populations. Results A pragmatic list of 60 mandated and 50 potential KPIs was created from the 328 new and 397 existing potentially relevant KPIs generated by the executive team. Of these, 20 KPIs were selected as the most important; 65% were process measures. The majority of mandated KPIs were process measures. Of the KPIs selected to highlight inequities, there were proportionately more outcome measures (44% outcome, 27% process). Less than one-third could currently be measured by the organisation and were thus aspirational. Conclusion Developing a KPI suite requires substantial time, effort and organisational courage. A structured approach to performance measurement and improvement is needed to ensure a balanced suite of KPIs that can be expected to drive an organisation to improve child health outcomes. Future directions for SCHN include a systematic approach to implementation beyond the mandated KPIs, including KPIs that reflect equity and improved outcomes for priority populations, development of meaningful measures for the aspirational KPIs, adding structure KPIs and measurement of changes in child health outcomes related to the development of this KPI process. What is known about the topic? Health services are increasingly required to demonstrate accountability through KPIs. There is a body of literature on both theoretical frameworks for measuring performance and a long list of possible measures, however developing a meaningful suite of KPIs remains a significant challenge for individual organisations. What does this paper add? This paper describes lessons learned from the practical, pragmatic application of a published methodology to develop a suite of KPIs for the largest paediatric healthcare entity in Australia. It provides a select list of the highest-level KPIs selected by the organisation to stimulate further discussion among similar organisations in relation to KPI selection and implementation. What are the implications for practitioners? Developing and implementing a suite of meaningful KPIs for a large organisation requires courage, an understanding of health informatics, stakeholder engagement, stamina and pragmatism. The process we describe can be replicated and/or modified as needed, with discussion of key lessons learned to help practitioners plan ahead.
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Toussaint, Nigel D., Lawrence P. McMahon, Gregory Dowling, Stephen G. Holt, Gillian Smith, Maria Safe, Richard Knight, et al. "Introduction of Renal Key Performance Indicators Associated with Increased Uptake of Peritoneal Dialysis in a Publicly Funded Health Service." Peritoneal Dialysis International: Journal of the International Society for Peritoneal Dialysis 37, no. 2 (March 2017): 198–204. http://dx.doi.org/10.3747/pdi.2016.00149.
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BackgroundIncreased demand for treatment of end-stage kidney disease has largely been accommodated by a costly increase in satellite hemodialysis (SHD) in most jurisdictions. In the Australian State of Victoria, a marked regional variation in the uptake of home-based dialysis suggests that use of home therapies could be increased as an alternative to SHD. An earlier strategy based solely on increased remuneration had failed to increase uptake of home therapies. Therefore, the public dialysis funder adopted the incidence and prevalence of home-based dialysis therapies as a key performance indicator (KPI) for its health services to encourage greater uptake of home therapies.MethodsA KPI data collection and bench-marking program was established in 2012 by the Victorian Department of Health and Human Services, with data provided monthly by all renal units in Victoria using a purpose-designed website portal. A KPI Working Group was responsible for analyzing data each quarter and ensuring indicators remained accurate and relevant and each KPI had clear definitions and targets. We present a prospective, observational study of all dialysis patients in Victoria over a 4-year period following the introduction of the renal KPI program, with descriptive analyses to evaluate the proportion of patients using home therapies as well as home dialysis modality survival.ResultsFollowing the introduction of the KPI program, the net growth of dialysis patient numbers in Victoria remained stable over 4 years, at 75 – 80 per year (approximately 4%). However, unlike the previous decade, about 40% of this growth was through an increase in home dialysis, which was almost exclusively peritoneal dialysis (PD). The increase was identified particularly in the young (20 – 49) and the elderly (> 80). Disappointingly, however, 67% of these incident patients ceased PD within 2 years of commencement, 46% of whom transferred to SHD.ConclusionsIntroduction of a KPI program was associated with an increased uptake of PD but not home HD. This change in clinical practice restricted growth of SHD and reduced pressure on satellite services. The effect was offset by a modest PD technique survival. Many patients in whom PD was unsuccessful were subsequently transferred to SHD rather than home HD.
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Žižek, Simona Šarotar, Zlatko Nedelko, Matjaž Mulej, and Živa Veingerl Čič. "Key Performance Indicators and Industry 4.0 – A Socially Responsible Perspective." Naše gospodarstvo/Our economy 66, no. 3 (September 1, 2020): 22–35. http://dx.doi.org/10.2478/ngoe-2020-0015.
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AbstractThe main aim of this contribution is to outline the role and importance of key performance indicators in the frame of Industry 4.0 implementation. These key performance indicators are presented as a cornerstone for industry 4.0 implementation in organizational practice, since they represent key input for needed data in digitalized organization. In that framework, the contribution first exposes some of the essential characteristics of “Industry 4.0”, followed by the methodology of key performance indicators (KPI). Next, the contribution outlined a proposed methodology for implementing KPIs in frame of Industry 4.0 adoption in organizations. Another section of the paper is dedicatd to the linkage between corporate social responsilbty and KPIs in frame of Industry 4.0. The paper also outlines implications, limitations and further research directions are outlined.
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Lubis, Putri Iglina. "Penilaian Kinerja Karyawan Menggunakan Metode Key Performance Indicators (KPI) (STUDI KASUS: CV. BUNDA BAKERY PEKANBARU)." Jurnal Sains dan Teknologi Industri 15, no. 2 (June 23, 2018): 113. http://dx.doi.org/10.24014/sitekin.v15i2.5121.
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ABSTRAKCV. Bunda Bakery merupakan produsen kue yang telah lama berdiri. Dalam produksi kue, CV. Bunda Bakery mempunyai target dalam pembuatanya. Akan tetapi dalam produksi kue CV. Bunda Bakery tidak selalu terpenuhi atau mencapai target. permasalahan ini disebabkan karena kurangnya tenaga kerja tetap sehingga target produksi tidak terpenuhi. Untuk mengatasi permasalahan di CV. Bunda Bakery tersebut memerlukan perbaikan kinerja menggunakan metode Key Performance Indicators (KPI) yang bersifat mengukur dan memeberikan informasi sejauh mana sasaran strategis yang dibebankan kepada suatu perusahaan sudah berhasil dicapai. Key Performance Indicators(KPI) merupakan alat bantu atau instrument manajemen agar suatu kegiatan atau proses dapat diikuti, dikendalikan (bila menyimpang, dapat dikenali untuk dikoreksi), dan dipastikan untuk mewujudkan kinerja yang dikehendaki. Adapun hasil yang didapatkan adalah meningkatnya kinerja pekerja, meningkatya target produksi sesuai target yang telah ditetapkan pada setiap produksinya dan memberikan usulan strategi peningkatan kinerja pekerja
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Radujković, Mladen, Mladen Vukomanović, and Ivana Burcar Dunović. "APPLICATION OF KEY PERFORMANCE INDICATORS IN SOUTH‐EASTERN EUROPEAN CONSTRUCTION." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 16, no. 4 (December 31, 2010): 521–30. http://dx.doi.org/10.3846/jcem.2010.58.
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The importance of performance based benchmarking has become a necessity in a modern construction company and presents a constant challenge for the construction industry. The aim of this paper is to elaborate significance, role and types of Key Performance Indicators (KPI) in the construction industry and show how different management perspectives perceive the indicators. A literature review was carried out in order to generate a listing of KPIs, used among academe and the industry. Afterwards, using surveys and semi‐structured interviews, the data was gathered from more than 30 South‐East European construction companies. Results were analyzed, producing a final set of 37 indicators. This study identified a low level of awareness of KPI models and performance management processes among the companies. Furthermore, the analysis showed a substantial difference in perception of KPIs among investors, consultants and contractors, which consequently led to a compiling list of KPIs. The top ten KPI's are: Quality, Cost, Number of investor interferences, Changes in project support, Time increase, Client satisfaction, Employees’ satisfaction, Innovation and learning, Time and Identification of client's interest. The paper concludes with final remarks and guidelines for the implementation of KPIs in practice. Santrauka Šiuolaikineje statybos imoneje efektyvumu pagristo lyginimo svarba jau yra neišvengiama, o statybu pramonei tai reiškia nuolatinius iššūkius. Šiuo darbu siekiama išnagrineti pagrindiniu statybu sektoriaus veiklos rodikliu (PVR) reikšme, vaidmeni ir rūšis bei pademonstruoti, kaip šie rodikliai vertinami remiantis skirtingais vadybos požiūriais. Apžvelgta literatūra, siekiant sudaryti akademineje aplinkoje ir pramoneje naudojamu PVR saraša. Pasitelkus apklausas ir iš dalies struktūrinius pokalbius, buvo surinkti duomenys iš daugiau kaip 30 pietryčiu Europos statybos imoniu. Išanalizavus rezultatus gautas galutinis 37 rodikliu rinkinys. Šiame tyrime nustatyta, kad imones menkai ka težino apie PVR modelius ir efektyvumo valdymo procesus. Be to, paaiškejo, kad investuotojai, konsultantai ir rangovai PVR suvokia gana skirtingai, ir del to teko sudaryti PVR saraša. Dešimt pagrindiniu PVR yra šie: kokybe, kaina, investuotojo kišimosi atveju skaičius, pasikeitusi parama projektui, nukelti terminai, kliento pasitenkinimas, darbuotoju pasitenkinimas, naujoves ir mokymasis, laikas, kliento interesu nustatymas. Darbo pabaigoje pateikiamos baigiamosios pastabos ir PVR taikymo praktikoje rekomendacijos.
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Muqimov, Xasan. "ORGANIZATIONAL AND METHODOLOGICAL ASPECTS OF KPI IMPLEMENTATION IN THE PERSONNEL MANAGEMENT SYSTEM." INNOVATIONS IN ECONOMY 4, no. 2 (February 28, 2021): 45–51. http://dx.doi.org/10.26739/2181-9491-2021-2-7.
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The article discusses key performance indicators, and also determines their role in improving the efficiency of personnel management. The main goals of application and functions of key performance indicators for employees of the Ministry of Internal Affairs of the Republic of Uzbekistan are reflected
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Kosim, Zunarni, Nor Hayati Ahmad, and Tan Sek Choo. "Determinants of Sales Force Performance in Banking Sector: A Case of Malaysia." Information Management and Business Review 8, no. 4 (September 23, 2016): 13–23. http://dx.doi.org/10.22610/imbr.v8i4.1389.
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Globalisation, deregulation, technology, competition and new customers’ needs influence the banks to adopt marketing approach in promoting their product and services to generate income. In this aspect, personal selling which focuses on selling skills of banking employees becomes a very important banking function. This study intends to investigate the relationship between the determinants namely teamwork, learning, leadership, communication and, high performance culture and Key Performance Indicators (KPI). Inspite of the importance of KPI in measuring performance of salesforce, there is a lack of published empirical findings to explain the influence of these predictors on KPI achievement in banking sector.This study reported that the model explains 0.21 percent of the variance in KPI achievement. In which teamwork and high performance culture are found to be positive and significantly related. This new finding appears to imply that bank should cultivate and promote teamwork and high performance culture to ensure KPI highly achievable and enhance banks profitability.
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Rosano, Andi, Bambang Setiawan, and Iwan Krisnadi. "Efisiensi Biaya dan Optimasi Data Rate pada Jaringan System Banking Online." Jurnal Telekomunikasi dan Komputer 2, no. 2 (February 27, 2017): 123. http://dx.doi.org/10.22441/incomtech.v2i2.1107.
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Operasional dan pelayanan kepada nasabah suatu bank dengan system online sangat tergantung kepada kinerja dari jaringan komunikasi data, baik komunikasi data antara kantor pusat dengan kantor cabang maupun pelayanan langsung kepada nasabah melalui terminal atau channel transaksi.Biaya suatu bank untuk mengoperasikan jaringan komunikasi data merupakan salah satu biaya operasional bank yang terbesar. Usaha melakukan efisiensi biaya dan optimasi pemakaian data rate jaringan system banking online harus dilakukan guna menurunkan biaya operasional sekaligus peningkatan kinerja jaringan. Untuk itu digunakan kerangka kerja terukur berdasarkan e-TOM (Enhanced Telecom Operation Map).Untuk mendapatkan nilai-nilai Key Performance Indicators (KPI) dilakukan pengukuran terhadap besarnya data rate yang diperlukan oleh banking system, jumlah seluruh paket data yang ditransmisikan, besarnya data yang mampu ditransmisikan, dan banyaknya data yang tak dikehendaki pada segmen jaringan.Berdasarkan Key Performance Indicators (KPI) tersebut dilakukan perubahan setting data rate dan pengaturan alokasi port data komunikasi pada segmen jaringan hingga didapatkan nilai KPI terbaik.
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Reznik, Nadiia, and Inna Podolyanko. "Theoretical and methodical basis of key indicators of agricultural enterprise activity." Actual problems of innovative economy, no. 4 (June 27, 2019): 33–38. http://dx.doi.org/10.36887/2524-0455-2019-4-6.
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Introduction. In the context of socio-economic transformation of particular importance is the study of the problem of labor quality management, the analysis of social factors of its growth, determination of the nature and forms of intellectual capital. At present, the availability of qualified personnel with technical skills is insufficient. The first is the need for em-ployees to have business qualities that are not only related to the technical component but also to the vision of the organiza-tion itself. The purpose of the research is to analyze practical recommendations for improving the enterprise management system and its activities based on KPI as a tool for effective management. Results. The authors argue that the KPI system is necessary for companies to understand how key performance indi-cators are in relation to goals and strategic initiatives in the long term. It is researched that when evaluating the personnel it is important to choose such indicators that can best identify the differences in the level of professional success, as a necessary prerequisite for the professional growth of employees, improving their qualification level, satisfaction, and as a result - a high quality of work is to deepen the content of work. The KPI metrics system promises employees clear goals and transpar-ent bonuses. It has been proven that the event is well-conducted, as a business evaluation of the staff can increase the efficien-cy of agricultural enterprises. Conclusions. It is proved that the system of balanced indices includes the KPIs required for each control object (structural, functional units) and the method of their evaluation. These systems or techniques form the basis for decision-making, are based on evaluating the effectiveness of the company and are aimed at achieving its strategic goals. Keywords: evaluation of enterprise activity, management system, KPI indicators, personnel policy, employee effi-ciency, business processes.
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Dzagurova, Nataliya B., and Maria E. Agamirova. "High-powered incentives and their possible dysfunctionality in public administration." Voprosy Ekonomiki, no. 3 (March 10, 2020): 28–45. http://dx.doi.org/10.32609/0042-8736-2020-3-28-45.
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The article discusses the normative documents associated with the introduction of Russian regions’ heads key performance indicators (KPI). It draws attention to negative contract externalities intensively discussed in the economic literature of recent decades. Negative contract externalities accompanying the incentive contracts are typically associated with multitask moral hazard. They can serve as an explanation of KPI failure in many business firms. The results of KPI application in the sphere of public administration will inevitably become even more disappointing.
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Dolzhenko, R. A. "KEY PERFORMANCE INDICATORS OF THE BANK’S DISTRESSED ASSETS AND THEIR CALCULATION." Finance: Theory and Practice 22, no. 4 (October 3, 2018): 130–45. http://dx.doi.org/10.26794/2587-5671-2018-22-4-130-145.
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At the present, the success of a credit institution is possible only if it can organize effective work with distressed assets. They can be managed through a system of key performance indicators, which allows decomposition of the goals of the organizational unit to specific, measurable indicators. The purpose of this article is a presentation of key performance indicators (KPI), grounded on the formation of the basic principles of management of distressed assets, the methodological approaches to their assessment and calculations, and also formulas for the calculation of specific KPIs. My research was conducted using the methods of theoretical knowledge, logical methods and methods of comparative analysis. First, I have identified the main signs of the problem of the consumers’ indebtedness, as well as a list of documents on the basis of which it is possible to conclude that the assets are distressed. Secondly, I have outlined the main tools for working with the bank’s distressed assets, implemented in the framework of the bank’s strategies of action. Thirdly, I identified key performance indicators of operations with distressed assets of the bank, methodological approaches to their evaluation, the sources for the calculation of the key performance indicators of operations with distressed assets of the bank, as well as the basic formulas by which one can calculate the necessary components of the KPI. The use of the proposed KPIs will allow the Bank to solve strategic and tactical (operational) tasks in the field of working with distressed assets, as well as to achieve the growth of the quality of work with distressed debts. The KPIs proposed in this article can be introduced into the system of assessing the activities of the division as a whole and its managers for working with distressed debts and can become the basis for the system of staff incentives.
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Kushlyk, Oksana, and Halyna Stepanyuk. "USE OF KEY PERFORMANCE INDICATORS (KPI) IN STRATEGIC MANAGEMENT OF HIGHER EDUCATION INSTITUTIONS." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 16(44) (March 26, 2020): 62–68. http://dx.doi.org/10.25264/2311-5149-2020-16(44)-62-68.
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Pekih, Mufti Imam, Adelina Sembiring, and Sugeng Santoso. "Key Performance Indicators Analysis for Quay Container Crane Performance Assessment (Case Study at Jakarta International Container Terminal)." International Journal of Mechanical Engineering Technologies and Applications 2, no. 2 (July 2, 2021): 115. http://dx.doi.org/10.21776/mechta.2021.002.02.5.
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<p><span lang="PT-BR">PT Jakarta International Container Terminal (JICT) is the largest container port in Indonesia. Currently, JICT capacity is 2.5 million TEUs (Twenty-foot Equivalent Units) per year, it continues to strive to improve international services and is supported by adequate container loading and unloading equipment. The requirement to establish common standards in different types of container port equipment and identify performance indicators to assess the performance of container handling equipment has increased. Although the Quay Container Crane (QCC) operating system may be different at each container terminal, there are similarities in its main movements, namely: Main Hoist, Trolley, Gantry, and Boom. By knowing the clock metric for each movement, it is possible to determine the Key Performance Indicator (KPI) that has been adopted and assess the performance of the Quay Container Crane (QCC). The results of the study identified that the value of MMBF (Mean Move Between Failures) decreased due to the accumulation of long-lasting heavy load operations, while the number of maintenance activities for machine parts and working hours continued to increase. Key Performance Indicator (KPI) as a management tool can guide QCC inspections and the results can provide useful insights for improving the performance of equipment and container loading and unloading operations in the future.</span></p>
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Dorcak, Peter, Peter Markovic, Nella Svetozarovova, and Frantisek Pollak. "Key Performance Indicators in the Process of Performance Evaluation Selected Approaches." International Journal of System Modeling and Simulation 2, no. 4 (December 29, 2017): 17. http://dx.doi.org/10.24178/ijsms.2017.2.4.17.
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Performance management at individual level requires a systematic approach for evaluating the work and expectations, supporting such efforts of employees by providing evaluation and feedback in the form of the subsequent implementation of the appropriate corrections, while rewarding. One of the strategic assessment tools of performance management in organizations are key performance indicators (KPI) and the underlying assumption that the selected indicators can be measured or quantified. However, the fundamental problem of any performance measurement system is it´s correct assessment. Based on this interpretation, the aim of the article is to analyze the statistically significant association between the application of performance evaluation methods in terms of the degree of KPIs implementation in organizations. For the purposes of assessing the afore mentioned relationship we have specified a set of fourteen most used evaluation methods which were then subjected to testing by Chi-square test of independence, which has been applied. To simplify and reduce the original amount of data, while maintaining a substantial part of the information, the analysis applied the multivariate statistical method of factor analysis. The research sample consists of small, medium and large organizations operating at the local, but also multinational level. The examined relationship was verified. Based on this, it can be stated that we need KPIs to make a complex picture of what organizations really need and how to achieve the set objectives.
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Angelakoglou, Komninos, Nikos Nikolopoulos, Paraskevi Giourka, Inger-Lise Svensson, Panagiotis Tsarchopoulos, Athanasios Tryferidis, and Dimitrios Tzovaras. "A Methodological Framework for the Selection of Key Performance Indicators to Assess Smart City Solutions." Smart Cities 2, no. 2 (June 22, 2019): 269–306. http://dx.doi.org/10.3390/smartcities2020018.
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Smart and sustainable cities are expected to form a cornerstone for achieving resource efficiency and sustainability worldwide. In this specific study we introduce a holistic framework for determining a repository of key performance indicators (KPIs) that are able to evaluate both business-as-usual and novel technologies and services related to smart city solutions. The framework includes six steps: (a) Clustering of the technology/service solutions into groups called Transition Tracks; (b) definition of the main groups of stakeholders; (c) definition of KPIs dimensions (or domains); (d) definition of KPIs repository per dimension; (e) definition of the scope of evaluation per KPI; and (f) threshold definition per KPI. The implementation of the proposed framework led to the development of a repository of 75 KPIs categorized in six dimensions (technical, environmental, economic, social, ICT and legal KPIs) with the corresponding levels of assessment and stakeholders’ group of interest. The proposed repository can serve as a great basis for similar projects to monitor and evaluate the performance of their solutions. Tips and guidance based on the actual implementation and lessons learned from a smart city project are provided.
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Singh, Rajwinder, H. S. Sandhu, B. A. Metri, and Rajinder Kaur. "Understanding Organized Retail Supply Chain Performance Indicators for Business Growth." International Journal of Knowledge-Based Organizations 4, no. 2 (April 2014): 64–76. http://dx.doi.org/10.4018/ijkbo.2014040105.
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The socio-economic developments in India have pushed the demand for fresh farm products at the doorsteps. This is good for organized non-livestock retailing (NLR) which is retailing of agriculture and horticulture products. Expecting the better return, many national and international retailers are in the arena. The intense market competition has changed the scenario to supply chain vs. supply chain competition. This has prompted to understand key performance indicators (KPI) for this industry. In this research, the KPI are classified using factor analysis (FA) as: inventory metrics, customer metrics, flexibility metrics, and growth and learning metrics. Structural Equation Modelling (SEM) approach has been applied to test the hypothesis. The results support the hypothesis; (1) firms with more focus on inventory need more focus on flexibility; (2) firms with more focus on flexibility shall have higher level of growth and learning; and (3) firms with more focus on inventory shall have higher level of growth and learning. The primary data was collected from top 10 organized NLR players operating in Punjab, Chandigarh, New Delhi, and Gurgaon in India. Finally, 401 questionnaires were received. The results were tested and validated by rigorous statistical analysis.