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Tundys, Blanka, and Fernando Yudi. "Sustainable Supply Chain Management - Key Performance Indicators (KPI) as an Element for Measuring of Processes." Transport Economics and Logistics 83 (September 17, 2019): 31–50. http://dx.doi.org/10.26881/etil.2019.83.03.
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In the considerations, an attempt was made to organize the knowledge about the KPIs used in the literature and economic practice in relation to the implementation of a new business strategy, which is a sustainable supply chain. Based on theliterature, the KPIs used tomeasure the supply chain were identified and a reference model for the implementation of sustainable indicators (Su-KPI’s) at the supply chain level was developed. A content analysis was also carried out in order to indicate the interest of authors in measuring performance in sustainable and green supply chains.
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Uifălean, Oana Bianca Pop, Dorel Cristian Uifălean, and Rozalia Manuela Gabor. "Analysis of Key Performance Indicators Impact in a Company of Change Requests brought to Speed Sensors in the Automotive Industry in Order to Optimize the Manufacturing Process." Acta Marisiensis. Seria Oeconomica 15, no. 2 (December 1, 2021): 1–10. http://dx.doi.org/10.2478/amso-2021-0006.
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Abstract Key performance indicators (KPIs/KPRs) made in a company with a field of activity in automotive allow for the gathering of knowledge and explore the best way to achieve the organisation’s objectives. Many researchers have offered different ideas for determining KPIs either manually, semiautomatically or automatically applied on different fields. This paper focuses on providing a study of an approach to explore key performance indicators (KPI/KPR). This work presents explanations about the process organization, the selection path of KPI/KPR and a practical example of measuring KPI/KPR in production department with the meaning of providing an interesting image of how people work and analyze complex situations and design or react to their strategies.
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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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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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Mahmoud, Abubakar Sadiq, Mohd Hamdan Ahmad, Yahya Mohd Yatim, and Yakubu Aminu Dodo. "Key Performance Indicators (KPIs) to Promote Building Developers Safety Performance in the Construction Industry." Journal of Industrial Engineering and Management 13, no. 2 (July 1, 2020): 371. http://dx.doi.org/10.3926/jiem.3099.
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Purpose: The aim of this study is to establish key performance indicators (KPIs) that can be deployed in the evaluation and promotion of safety performance of building developer`s in NigeriaDesign/methodology/approach: A thorough review of the literature was performed to generally identify sets of KPIs used to evaluate the safety performances of building developer`s during construction. Interviews and focus group discussions were conducted with eleven (11) subject matter experts and professionals to ensure inclusion, validation and clarity of the indicators and to further provide agreement/disagreement, and importance ratings for the identified KPIs. The KPIs was grouped into appropriate categories, keeping out redundant KPIs, and ensuring KPIs are clear and measurable. The Relative Importance Index (RII) and Mean values were computed.Findings: Results from the study consist of 137 KPIs, grouped into 9 categories including: Planning, design and procurement, communication on & maintenance of effective safety behaviour, construction safety policy, construction safety personnel, management effort and support, safety training and enlightenment, administration of safety processes, investigation and reporting of accidents, and rewards and sanctions for project stakeholders. These KPIs were observed to be at different levels of importance from the respondents. The following KPIs were considered based on their extreme importance judging from the respective RII values: communicating safety requirements to designer (98.18%), safety performance set as part of contractor selection criterion (96.36%), availability and accessibility of the relevant insurance policies (98.18%) and appropriate issuance of motivational directives by the top management (100%).Originality/value: Many studies have been done in the past where KPIs as it relates to construction safety were identified. However, the specificity of these KPIs to countries other than Nigeria requires similar research be conducted to identify building developer safety performance KPIs for the Nigerian construction industry.
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Ogunsanmi, Olabode. "Stakeholders' perception of key performance indicators (KPIs) of Public-Private Partnership (PPP) projects." International Journal of Construction Supply Chain Management 3, no. 2 (December 31, 2013): 27–38. http://dx.doi.org/10.14424/ijcscm302013-27-38.
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The study investigates key performance indicators (KPIs) that could improve performance of public-private partnership PPP)projects in Nigeria. The study objectives include a comparison of stakeholders’ perception on KPIs and to investigate if significant difference exists between stakeholders’ perceptions on most KPIs. A structured questionnaire was used to collect information from various respondents who were recently involved in PPP projects. Random sampling technique was used to select forty-five (45) respondents out of which thirty-one (31) responses were used forthe data analysis. The results indicate that top KPIs for performance improvement are levels of design complexity and technological advancement,and return on investment. Stakeholders agree on most of the rankings of the KPIs. The general perception of stakeholders was similar on most KPIs except for a few divergent opinions. The study findings have an implication for policy and decision making such that stakeholders could pay special attention to the KPIs identified, that could improve construction project performance. Finally the study recommends further research to explore KPIs for other procurement options.
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de Jong, Ilse Svensson. "Misfit? The Use of Metrics in Innovation." Journal of Risk and Financial Management 14, no. 8 (August 19, 2021): 388. http://dx.doi.org/10.3390/jrfm14080388.
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Measuring innovation is a challenging but essential task to improve business performance. To tackle this task, key performance indicators (KPIs) can be used to measure and monitor innovation. The objective of this study is to explore how KPIs, designed for measuring innovation, are used in practice. To achieve this objective, the author draws upon literature on business performance in accounting and innovation, yet moves away from the functional view. Instead, the author focuses explicitly on how organizational members, through their use of KPIs in innovation, make sense of conflicting interpretations and integrate them into their practices. A qualitative in-depth case study was conducted at the innovation department of an organization in the process industry that operates production sites and sales organizations worldwide. In total, 28 interviews and complementary observations were undertaken at several organizational levels (multi-level). The empirical evidence suggests that strategic change, attributed to commoditization, affects the predetermined KPIs in use. Notably, these KPIs in innovation are used, despite their poor fit to innovation subject to commoditization. From a relational perspective, this study indicates that in innovation, KPIs are usually complemented by or supplemented with other information, as stand-alone KPIs exhibit a significant degree of incompleteness. In contrast to conventional studies in innovation and management accounting, this study explores the use of key performance indicators (KPIs) in innovation from an interpretative perspective. This perspective advances our understanding of the actual use of KPIs and uncovers the complexity of accounting and innovation, which involve numerous angles and organizational levels. Practically, the findings of this study will inform managers in innovation about the use of KPIs in innovation and the challenges individual organizational members face when using them. In innovation, KPIs appear to be subjective and used in unintended ways. Thus, understanding how KPIs are used in innovation is a game of reading between the lines, and these KPIs can be regarded as misfits.
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Mahmoud, Abubakar Sadiq, Muizz O. Sanni-Anibire, Mohammad A. Hassanain, and Wahhaj Ahmed. "Key performance indicators for the evaluation of academic and research laboratory facilities." International Journal of Building Pathology and Adaptation 37, no. 2 (April 8, 2019): 208–30. http://dx.doi.org/10.1108/ijbpa-08-2018-0066.
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PurposeThe purpose of this paper is to develop a comprehensive list of key performance indicators (KPIs) that can be employed in determining the functional performance of academic and research laboratory facilities.Design/methodology/approachThe study employed a two-phase approach. First, a thorough literature review was conducted to identify potential KPIs specific to the performance of laboratory facilities. This was followed by an assessment of the KPIs by 12 respondents including 6 professionals and 6 users. The KPIs were arranged in the form of a questionnaire survey containing response columns for agree/disagree, and importance rating scales for evaluation. The relative importance index values were also computed.FindingsThe result of the study was a comprehensive list of 161 KPIs classified into nine categories including: space, access/circulation, utilities and waste, environmental conditions, furniture, appearance/finishes/image, communications, storage within the space and special building features. These KPIs were perceived to be at varying levels of importance by the respondents.Originality/valueThough previous studies developed KPIs for the performance of facilities, these KPIs are not universal. Thus, the originality of this study is in its identification of a comprehensive set of KPIs unique to the design, evaluation and management of research and academic laboratory facilities.
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Dwivedi, Ashish, and Jitender Madaan. "A hybrid approach for modeling the key performance indicators of information facilitated product recovery system." Journal of Modelling in Management 15, no. 3 (February 3, 2020): 933–65. http://dx.doi.org/10.1108/jm2-01-2019-0003.
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Purpose This study aims to propose a comprehensive framework among Key Performance Indicators (KPIs) for analyzing the Information Facilitated Product Recovery System (IFPRS) on the basis of feedback captured from the industry experts and researchers. Design/methodology/approach Total Interpretive Structural Modeling (TISM) methodology interspersed with fuzzy MICMAC is used to extract the interrelationships and develop a hierarchical structure among the identified KPIs. Further, the Fuzzy Decision-Making Trial and Evaluation Laboratory (F-DEMATEL) method has been enforced to determine the intensity of these relationships and identify the most influential KPIs among identified KPIs from literature review and expert opinions. The outcome indicates that “information sharing,” “technology capacity” and “technology standards such as EDI, RFID” are the KPIs that have attained highest driving power. Findings This study has identified 15 KPIs of IFPRS and developed an integrated model using TISM and the fuzzy MICMAC approach, which is helpful to describe and organize the important KPIs and reveal the direct and indirect effects of each KPI on the IFPRS implementation. The integrated approach is developed, as the TISM model provides only binary relationship among KPIs, while fuzzy MICMAC analysis provides explicit analysis related to driving and dependence power of KPIs. Research limitations/implications Structural Equation Modeling (SEM) analysis can be performed based on the adequate number of responses collected using structured questionnaire. More qualitative techniques like ELECTRE, TOPSIS, etc. can be used to establish the strength of relationship among the KPIs and ranking them to focus on the few critical KPIs. Practical implications The proposed modeling could empower various governmental and non-governmental regulatory bodies in formulation of policies to effectively tackle the problem related to product recovery systems. This study has strong practical implications, for both practitioners as well as academicians. The practitioners need to concentrate on identified KPIs more cautiously during IFPRS implementation in their organizations and the top management could formulate strategy for implementing these KPIs obtained. Originality value There is a lack of studies related to the modeling of KPIs of IFPRS. As vast information is essential about the products returned during different product recovery stages, this study bridges the gap in literature by providing a framework for KPIs related to IFPRS. It is expected that the results originated will assist the experts to relevantly identify the significant and drop insignificant KPI for successful product recovery implementation and performance improvement of IFPRS.
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Elhadjamor, Emna Ammar, and Sonia Ayachi Ghannouchi. "AHP and SMART Criteria for KPI Selection in Higher Education." International Journal of Knowledge-Based Organizations 12, no. 2 (April 2022): 1–15. http://dx.doi.org/10.4018/ijkbo.295076.
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Identifying and choosing the most pertinent Key Performance Indicators (KPIs) has a crucial impact on decision making: if the wrong KPIs are measured, or if they are measured in the wrong way, the information may be misleading and the quality of decisions can be significantly affected. Choosing appropriate KPIs requires a deep understanding of the organization. Moreover, a successful selection of appropriate KPIs relies on a number of well-defined criteria. We propose in this paper a new approach to facilitate the structuring, and/or synthesis of a set of specific, measurable, attainable, realistic and timebased KPIs (SMART KPIs) based on the Analytic Hierarchy Process (AHP) method. The approach steps are illustrated and validated with a real case study. This case study is related to the candidates’ selection process in a Tunisian higher education institute.
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Spencer, M. J. "Measuring Success with KPIs." Yearbook of Dentistry 2007 (January 2007): 256–57. http://dx.doi.org/10.1016/s0084-3717(08)70501-4.
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Jonsson, Henric, and Martin Rudberg. "KPIs for measuring performance of production systems for residential building." Construction Innovation 17, no. 3 (July 10, 2017): 381–403. http://dx.doi.org/10.1108/ci-06-2016-0034.
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Purpose This paper aims to define key performance indicators (KPIs) for measuring performance of production systems for residential building from a production strategy perspective. Design/methodology/approach A literature review is done to identify suitable competitive priorities and to provide grounds for developing KPIs to measure them. The KPIs are evaluated and validated through interviews with industry experts from five case companies producing multifamily residences. Furthermore, two of the case companies are used to illustrate how the KPIs can be employed for analysing different production systems from a manufacturing strategy perspective. Findings Defined, and empirically validated, KPIs for measuring the competitive priorities quality, cost (level and dependability), delivery (speed and dependability) and flexibility (volume and mix) of different production systems. Research limitations/implications To further validate the KPIs, more empirical tests need to be done and further research also needs to address mix flexibility, which better needs to account for product range to provide a trustworthy KPI. Practical implications The defined KPIs can be used to evaluate and monitor the performance of different production systems’ ability to meet market demands, hence focusing on the link between the market and the firm’s production function. The KPIs can also be used to track a production systems’ ability to perform over time. Originality/value Most research that evaluate and compare production systems for residential building is based on qualitative estimations of manufacturing outputs. There is a lack of quantitative KPIs to measure performance at a strategic level. This research does this, identifying what to measure, but also how to measure four competitive priorities through 14 defined KPIs.
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Uriarte Marcos, Sugoi, Raul Rodriguez-Rodriguez, Maier Uriarte Marcos, and Juan-Jose Alfaro-Saiz. "Performance measurement in Judo: main KPIs, cluster categorization and an ANP-based approach." International Journal of Production Management and Engineering 7, no. 2 (July 31, 2019): 145. http://dx.doi.org/10.4995/ijpme.2019.12035.
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<span lang="EN-US">Performance measurement in Judo usually focuses on some KPIs whose values indicate the final performance of the athlete. This paper deals with firstly identifying which these main KPIs in Judo are. Once this is done, the KPIs are classified into four different clusters: Physical training, specific training, Psychology and Lifestyle. Then, it proposes the multi-criteria decision aim technique of Analytic Network Process as the most indicate one to link not only the impact of the Judo KPIs with the achievement of the judoka’s strategic objectives but also to identify both the relative and the global importance of each of these KPIs. </span>
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Mlinarić, Tomislav Josip, Boban Đorđević, and Evelin Krmac. "Evaluation Framework for Key Performance Indicators of Railway ITS." PROMET - Traffic&Transportation 30, no. 4 (September 11, 2018): 491–500. http://dx.doi.org/10.7307/ptt.v30i4.2774.
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The aim of this study is to develop a framework for investigating a comprehensive set of Key Performance Indicators (KPIs) for the assessment of railway Intelligent Transportation Systems (ITS). The framework is established through four main steps: (1) development of a comprehensive set of KPIs for railway ITS; (2) validation of developed KPIs and collection of judgments from experts through a Delphi questionnaire; (3) evaluation of KPIs weights for assessing railway ITS with the Group Analytical Hierarchy Process (GAHP); and (4) presentation of a SWOT analysis for the developed KPIs by the authors. The results of the framework are presented as a set of 25 indicators for evaluation of railway ITS and their impacts. The framework could be helpful for selecting KPIs of ITS in another mode of transportation. Monitoring of the contributions of ITS towards sustainable railway can be achieved by a developed set of indicators which are classified in accordance with sustainable dimensions.
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Sayed, Naqi, and Camillo Lento. "Developing a strategy map for environmental consulting firms." International Journal of Productivity and Performance Management 67, no. 5 (June 11, 2018): 916–34. http://dx.doi.org/10.1108/ijppm-06-2017-0139.
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Purpose The purpose of this paper is to identify key performance indicators (KPIs) for environmental consulting firms, explore their causal linkages and develop a strategy map around the balanced scorecard (BSC) perspectives. Design/methodology/approach Relevant KPIs are identified through interviews and secondary data. Causal relationships between KPIs are explored by using the decision-making trial and evaluation laboratory (DEMATEL) method to analyze survey responses from senior partners and industry experts. Findings The results suggest that the learning and growth perspective plays a pivotal role for consulting firms. In addition, and contrary to views held by some, internal process perspective can play a significant cause factor role for service businesses. Among the KPIs which were identified as important, acquiring new skills/techniques, increased customer value proposition, personnel utilization, new product solutions and start to end solutions as KPIs exhibited both cause and effect characteristics. Practical implications The results isolate core KPIs which self-reinforce, complement each other and form a feedback loop. Active management and monitoring of these KPIs is likely to result aid a consulting firm in achieving strategic objectives. The strategy map developed in this study can also serve as a reference point for similar businesses. Originality/value This is the first known study to develop a strategy map for a consulting business by adopting a structured approach and identify causal link among BSC perspectives and their respective KPIs. The study provides further empirical evidence for usefulness of a structured approach such as the DEMATEL.
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Lavy, Sarel, John A. Garcia, and Manish K. Dixit. "KPIs for facility's performance assessment, Part I: identification and categorization of core indicators." Facilities 32, no. 5/6 (April 1, 2014): 256–74. http://dx.doi.org/10.1108/f-09-2012-0066.
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Purpose – The purpose of this paper is to synthesize the previously established list of key performance indicators (KPIs), to identify and categorize the core performance indicators that are measurable and quantifiable. Design/methodology/approach – A literature-based qualitative approach is adopted for accumulating desired information on identifying and categorizing the core indicators. The list of KPIs established in an earlier paper is narrowed down considering the future research needs suggested by the literature. Findings – The quantifiable and measurable core indicators are identified and categorized in the form of a list. The core indicators are defined and the variables required to quantify them are described by citing peer-reviewed literature. Research limitations/implications – This paper represents the first step toward establishing a relevant list of quantifiable and measurable core KPIs. Future research papers could emphasize derivation of mathematical expressions for determining the identified core KPIs and validating these KPIs using simulation of real building data. Practical implications – The need to establish a concise and relevant list of quantifiable and measurable KPIs that could express more than one type of information about a facility's performance is identified in this paper. This paper presents and describes a narrowed down list of core KPIs, which could be utilized by facility management industry professionals while performing a holistic performance assessment. Originality/value – This paper provides a list of core KPIs that could express more than one aspect of a facility's performance and that is measurable and quantifiable.
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Dasandara, Miyami, Piumi Dissanayake, and Devsayura Jude Fernando. "Key performance indicators for measuring performance of facilities management services in hotel buildings: a study from Sri Lanka." Facilities 40, no. 5/6 (January 11, 2022): 316–32. http://dx.doi.org/10.1108/f-02-2021-0009.
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Purpose The concept of facilities management (FM) has been acknowledged as a novel avenue brought in to ensure productivity and customer satisfaction in the Sri Lankan hotel industry. Accordingly, performance measurement (PM) has become a crucial entity, where key performance indicators (KPIs) have become the most important instruments of PM in determining how well these FM services are performing. Unfortunately, nowadays, the service quality of hotel buildings has significantly retreated due to the absence of a proper PM system with relevant KPIs. Thus, the purpose of this study was to identify relevant KPIs to measure the performance of the FM services in Sri Lankan hotel buildings. Design/methodology/approach A mixed approach was used to conduct this study. Data were gathered through expert interviews and an expert survey. The expert interviews were conducted to identify the relevancy of KPIs that are discovered through literature review to the Sri Lankan context, and the expert survey was conducted to identify their level of importance. Collected data were analysed using content and statistical data analysis methods. Findings Empirical findings revealed that a PM system with relevant KPIs can be identified as a crucial requirement for FM services in hotel buildings in Sri Lanka to meet the customer needs successfully. Adequate and relevant KPIs are significantly vital for an effective PM system for FM services. Thus, ultimately, 68 most important KPIs have been captured amongst the generally identified KPIs, which can be used in developing a proper PM system to measure the performance of FM services in hotel buildings. Originality/value The previous studies have just focused on the PM in FM services in a general manner where a significant dearth in existing knowledge can be identified when it comes to exploring relevant KPIs for an effective PM system to be implemented in hotel buildings in Sri Lanka to measure the performance of FM services. Accordingly, the current study unveils the most important KPIs, which can be used in measuring the performance of FM services in hotel buildings. The study recommends the use of a proper PM system with identified KPIs by respective industry practitioners to enrich the performance of FM services in hotel buildings in Sri Lanka and thereby achieve the ultimate goals successfully.
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Altini, Mattia, William Balzi, Roberta Maltoni, Fabio Falcini, Flavia Foca, Giovanni Messori Ioli, Andrea Ricotti, et al. "Key performance indicators for monitoring the integrated care pathway in breast cancer: the E.Pic.A. project." AboutOpen 6, no. 1 (June 5, 2019): 31–38. http://dx.doi.org/10.33393/abtpn.2019.291.
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Introduction: Due to its high incidence, evaluating performance of care delivered to breast cancer patients is a crucial issue. The multidisciplinary panel E.Pic.A. (Economic Appropriateness of an Integrated Care Pathway) defined a set of key performance indexes (KPIs) to evaluate economic waste in breast cancer healthcare interventions. Methods: The E.Pic.A. panel identified the principal KPIs that are crucial within the breast cancer care pathway to evaluate the performance of care. KPIs were defined taking into account their reliability, validity, usability and feasibility of measurement through the linkage between multiple routine healthcare data sources. Results: 7 KPIs were identified: 3 on instrumental diagnostics, 2 on surgery and 2 on treatment. The 3 KPIs regarding instrumental diagnostics are aimed at assessing the inappropriateness of diagnostic tests performed before and after the index surgery. The 2 KPIs regarding surgery measure the inappropriateness of possible repeated interventions considering the time elapsed from the index surgery. The 2 KPIs regarding oncologic therapy measure the inappropriateness about the administration time of adjuvant therapy and radiotherapy considering the time elapsed from the index surgery. Conclusion: E.Pic.A methodology could help to evaluate economic waste in healthcare interventions with the objective of redirecting resources to interventions with greater value.
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Sangwan, Kuldip Singh, Vikrant Bhakar, and Abhijeet K. Digalwar. "A sustainability assessment framework for cement industry – a case study." Benchmarking: An International Journal 26, no. 2 (March 4, 2019): 470–97. http://dx.doi.org/10.1108/bij-01-2018-0021.
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Purpose The purpose of this paper is to develop a framework and key performance indicators (KPIs) to assess the sustainability of the manufacturing organizations along the integrated supply chain. Design/methodology/approach A systematic literature review of existing peer-reviewed articles has been carried out to understand the strengths and weaknesses of current frameworks. A sustainability assessment framework has been proposed for the manufacturing sector. KPIs to assess sustainability performance of manufacturing organizations are identified. An empirical study is carried out for the cement industry to test the proposed framework and KPIs. Findings The existing frameworks on sustainability assessment lacks an integrated assessment consisting product life cycle, resources, critical factors (product, process and policy), KPIs and their interrelationship with sustainability dimensions. In total, 121 KPIs are identified for sustainability assessment of manufacturing organizations. The empirical study of the Indian cement industry identifies 52 KPIs (17 social, 15 economic and 20 environmental), which are classified into 13 factors using exploratory factor analysis. Research limitations/implications The proposed framework is tested for the cement sector. More studies are required to validate and refine the framework to make it generalized for the manufacturing sector. Originality/value This study has developed for the first time a close interrelation among life cycle engineering, resources, critical factors, KPIs and sustainability dimensions.
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Amoah, Gloria Bosomtwi, and Mabel Khayisia Minishi-Majanja. "Key performance indicators (KPIs) in Ghanaian university libraries: developing outcome-based metrics for staff performance." Performance Measurement and Metrics 23, no. 2 (December 6, 2022): 41–52. http://dx.doi.org/10.1108/pmm-05-2022-0018.
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PurposeThis study aims to audit the key performance indicators (KPIs) in Ghanaian university libraries. It aimed at finding out the KPIs used by Ghanaian university libraries and how effective they have been in correcting lapses in staff performance.Design/methodology/approachEmploying a quantitative research approach, the views of 218 librarians were elicited from nine universities in Ghana. Due to the manageable size of staff population in the libraries, the census sampling technique was adopted.FindingsResults indicated even though staff members were unaware of KPIs in their libraries, most of the respondents understood the concept and perceived is to be measuring the success and tracking performance in libraries. It was also revealed that most of the libraries did not have clear and measurable KPIs. Close to 80% of the libraries under study did not have clearly stated KPIs of which members of staff were aware. The study revealed that KPIs may differ from one library to the other, depending on the mission and vision statement of the library. For increased staff performance in Ghanaian university libraries the study recommends management to develop clear and measurable outcome-based metrics that will lead to high performance. This will not only address the needs of clients but also improve the libraries' efficiency in terms of information provision. Management should also have clear and measurable KPIs and make them available to library staff.Practical implicationsFor increased staff performance in Ghanaian university libraries the study recommends management to develop clear and measurable outcome-based metrics that will lead to high performance. This will not only address the needs of clients but also improve the libraries' efficiency in terms of information provision. Management should also have clear and measurable KPIs and make them available to library staff.Originality/valueThe study provides information on KPIs in Ghanaian university libraries and how to effectively deal with the challenges associated with its usage.
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Zahar Djordjevic, Marija, Barbara Simeunovic, Snezana Nestic, Aleksandar Aleksic, and Hrvoje Puskaric. "Study on performance evaluation of the production process - fuzzy MCDM approach." Journal of Intelligent & Fuzzy Systems 39, no. 3 (October 7, 2020): 4009–26. http://dx.doi.org/10.3233/jifs-200159.
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Improvement of the production process presents a very important management task for both researchers and practitioners and enables a better market position of the enterprise. Key Performance Indicators (KPIs) of the production process can provide useful information on the current state of the ongoing process. In this paper, the relative importance of KPIs and their values at the enterprise level were assessed by the experts and decision-makers. Their estimates are described by the linguistic variables which were modeled by intuitionistic fuzzy numbers. The weights vector of KPIs at the level of the considered enterprise is given by the Fuzzy Analytic Hierarchical Process (FAHP) with Triangular Intuitionistic Fuzzy Numbers (TIFNs). The rank of enterprises with respect to KPIs’ values and their weights was calculated using the modified TOPSIS with TIFNs. The developed model was tested on 30 enterprises from Serbia, belonging to the sector of small and medium-sized (SME) production enterprises. The improvement strategies of KPIs should be proposed at the level of each enterprise, separately, respecting the KPIs’ values of the first-ranked enterprise.
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Rodrigues, Diogo, Radu Godina, and Pedro Espadinha da Cruz. "Key Performance Indicators Selection through an Analytic Network Process Model for Tooling and Die Industry." Sustainability 13, no. 24 (December 14, 2021): 13777. http://dx.doi.org/10.3390/su132413777.
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In the last few decades, the fast technological development has caused high competitiveness among companies, encouraging a pursuit for strategies that allow them to gain competitive advantage, such as the monitoring of performance by using key performance indicators (KPIs). However, its selection process is complex since there are several KPIs available to evaluate performance and different relationships between them. To overcome this challenge, the use of a multiple criteria decision-making model (MCDM) was proposed, namely the analytic network process (ANP) through which a reduced number of them are prioritized. To identify which KPIs are suitable for the press cast and die manufacturing industry, a literature review was made, and 58 unique KPIs were identified. Thus, to validate the proposed methodology, a case study was carried out in an automotive press molding industry. With the implementation of the proposed ANP model it was possible to identify 9 KPIs that ensure the correct molding process monitoring, while being aligned with the Balanced Scorecard criteria. The results show that the proposed model is suitable for selecting KPIs for the molding industry.
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Liên, Phạm Thị, Nguyễn Quang Hiệp, and Phạm Hồng Việt. "KPIs - NÂNG CAO HIỆU QUẢ HOẠT ĐỘNG KINH DOANH CHO DOANH NGHIỆP." TNU Journal of Science and Technology 226, no. 11 (July 2, 2021): 71–78. http://dx.doi.org/10.34238/tnu-jst.4654.
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Hiệu suất của nhân viên là một mục tiêu quan trọng trong quản lý kinh doanh. Vì nó cho phép doanh nghiệp có cái nhìn rõ ràng, lâu dài về hiệu quả công việc của nhân viên. Một kỹ thuật mà các doanh nghiệp hiện nay sử dụng để đánh giá hiệu quả công việc của cả nhân viên và đơn vị quản lý là sử dụng hệ thống thông tin quản lý dựa trên các chỉ số hiệu suất chính - KPIs (Key Performance Indicators) trong hoạt động kinh doanh. Nghiên cứu này nhằm mục đích phân tích, thiết kế và đánh giá hiệu quả hoạt động của hệ thống thông tin về các chỉ số hiệu suất chính trong lĩnh vực thiết kế, xây dựng phần mềm và kinh doanh thương mại điện tử. Hệ thống được nghiên cứu và phát triển mang tính ứng dụng. Sản phẩm là phần mềm quản lý. Hệ thống sẽ thống kê các số liệu KPIs tương ứng của từng nhân viên. Dựa trên các số liệu KPIs đó, người quản lý thực hiện các đánh giá cần thiết cho từng nhân viên: Vượt KPIs, Đạt KPIs, Không đạt KPIs, từ đó đưa ra các quyết định phù hợp. Hệ thống KPIs được xây dựng tích hợp với hệ thống quản lý nội bộ EMS và đã thử nghiệm tại Công ty TNHH dịch vụ và phát triển công nghệ EXP Thái Nguyên. Hệ thống hoạt động hiệu quả và kết quả thống kê KPIs được báo cáo hàng ngày.
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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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Ho, Man Ying (Annie), Joseph H. K. Lai, Huiying (Cynthia) Hou, and Dadi Zhang. "Key Performance Indicators for Evaluation of Commercial Building Retrofits: Shortlisting via an Industry Survey." Energies 14, no. 21 (November 4, 2021): 7327. http://dx.doi.org/10.3390/en14217327.
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Key performance indicators (KPIs) are quintessentially useful for performance evaluation, but a set of pragmatic KPIs for holistic evaluation of retrofits for commercial buildings is hitherto unavailable. This study was conducted to address this issue. Built upon the findings of a systematic literature review and a focus group meeting in the earlier stages of the study, a questionnaire survey covering 19 KPIs for environmental (embracing energy), economic, health and safety, and users’ perspective evaluations of building retrofits was developed. Data of the survey, collected from facility management (FM) practitioners in Hong Kong, underwent a series of statistical analyses, including Kruskal–Wallis H test, Mann–Whitney U test, and Spearman Rank Correlation. The analysis results revealed the levels of importance of KPIs perceived by different groups of FM practitioners and the rankings of KPIs. Based upon these results, eight KPIs were shortlisted, which are energy savings, payback period, investment cost, actual-to-target ratio of the number of statutory orders removed, actual-to-target ratio of the number of accidents reduced, target indoor air temperature, target indoor air quality (IAQ) class, and target workplane illuminance. These KPIs serve as keystones for further development of an analytic evaluation scheme for commercial building retrofit performance assessment. The methodology of this study can also serve as a reference for similar KPI studies in other research domains.
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Pfaffel, Sebastian, Stefan Faulstich, and Kurt Rohrig. "Considering Uncertainties of Key Performance Indicators in Wind Turbine Operation." Applied Sciences 10, no. 3 (January 30, 2020): 898. http://dx.doi.org/10.3390/app10030898.
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Key performance indicators (KPIs) are commonly used in the wind industry to support decision-making and to prioritize the work throughout a wind turbine portfolio. Still, there is little knowledge of the uncertainties of KPIs. This article intends to shed some light on the uncertainty and reliability of KPIs in general and performance KPIs in particular. For this purpose, different uncertainty causes are discussed, and three data handling related uncertainty causes are analyzed in detail for five KPIs. A local sensitivity analysis is followed by a more detailed analysis of the related uncertainties. The work bases on different sets of operational data, which are manipulated in a large number of experiments to carry out an empirical uncertainty analysis. The results show that changes in the data resolution, data availability, as well as missing inputs, can cause considerable uncertainties. These uncertainties can be reduced or even mitigated by simple measures in many cases. This article provides a comprehensive list of statements and recommendations to estimate the relevance of data handling related KPI uncertainties in the day-to-day work as well as approaches to correct KPIs for systematic deviations and simple steps to avoid pitfalls.
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Ganguly, Kunal, and Siddharth Shankar Rai. "Evaluating the key performance indicators for supply chain information system implementation using IPA model." Benchmarking: An International Journal 25, no. 6 (August 6, 2018): 1844–63. http://dx.doi.org/10.1108/bij-03-2017-0041.
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Purpose To enhance the transparency of the supply chain and ensure proper dissemination of information among the supply chain members in a timely manner, more and more companies are implementing supply chain information system (SCIS). Often the challenge among the organizations is how to go for a proper SCIS implementation and to identify the key performance indicators (KPIs) to evaluate the SCIS. The purpose of this paper is to provide a framework to evaluate the KPIs for SCIS of SCISs implementation from user’s perspectives. Design/methodology/approach In this paper, 16 KPIs were identified based on extensive literature survey. A fuzzy analytic hierarchy process (AHP) model is constructed to measure the users’ perceived importance and satisfaction for the KPIs. Subsequently, based on these two measurements, an importance-performance analysis (IPA) model along with a customer satisfaction attitude (SA) index is developed to categorize and prioritize the KPIs. As an empirical study, SCIS users across five industries belonging to different sectors were investigated to validate the model. Findings An IPA model along with a customer SA index is developed based on a fuzzy AHP model to evaluate the KPIs and provide the priorities of their improvement. Based on this result, some management implications and suggestions are proposed. Research limitations/implications The study was limited to five organizations. More representative samples which can be sector specific can ensure better confirmation of the empirical results. Originality/value The KPIs identified in the research indicate the nature and dynamics of a complex SCIS implementation. It can serve as a checklist of areas that require attention when implementing a SCIS. The KPIs are presented through grouping in a systemic way. The development of the SAs in IPA model using fuzzy AHP is a novel approach.
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Ukoette Jeremiah Ekah and Chibuzo Emeruwa. "Guaging of key performance indicators for 2G mobile networks in Calabar, Nigeria." World Journal of Advanced Research and Reviews 12, no. 2 (November 30, 2021): 157–63. http://dx.doi.org/10.30574/wjarr.2021.12.2.0550.
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The increase in the number of mobile subscribers, coupled with the increase in mobile services is enough reason to monitor the QoS of mobile network operators frequently. This work looks into the QoS of network operators in Calabar, Nigeria, taking into consideration some KPIs ((CSSR, DCR, CST, HOSR, and network quality and network coverage). Analysis of data obtained after a benchmarking drive test shows that Globacom network was within NCC performance threshold for all network KPIs monitored. Also, MTN network performed poorly in HOSR but met the minimum benchmark in other network KPIs. Airtel network failed in the required DCR benchmark but was within the minimum benchmark for other KPIs while 9mobile failed in CSSR and DCR performance threshold but met the performance threshold for other KPIs. This result will be useful to the regulatory body, NCC, those in academic, RF engineers, network subscribers and especially, the network operators which we expect, will optimize their networks immediately.
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Silvi, Riccardo, and Monica Bartolini. "The role of performance indicators in management commentary." FINANCIAL REPORTING, no. 3 (October 2011): 61–79. http://dx.doi.org/10.3280/fr2011-su003004.
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Recent literature on financial reporting underlines that, in order to meet the changing needs of business reporting users, more information with a forward-looking perspective should be provided, with a focus on those factors that are responsible for longer- term value, including non-financial measurers. This article hence focuses on the importance of Key Performance Indicators (KPIs) in Management Commentary (MC). Through content analysis, we examine a sample of 111 reports from around the world (following different local and/or international regulations). The paper explores how organizations in practice use KPIs for external purposes, first investigating to what extent KPIs provide the information required by the MC frameworks, and, secondly, whether such KPIs have the suggested characteristics. Results show that although KPIs seem to potentially play a valuable and recognized role in providing the information required by the different MC frameworks, a large number of companies have not provided an effective and balanced picture of the drivers and factors that will lead their future performance. This paper contributes to the scarce research on the effectiveness of different approaches to regulate MC reports, with a specific focus on KPIs. It also highlights some critical issues concerning what and how KPI information should be produced and reported.
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Winkler, Howard. "Developing KPIs at Southern Company." Strategic HR Review 4, no. 4 (May 2005): 28–31. http://dx.doi.org/10.1108/14754390580000804.
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Oshika, Tomoki, and Chika Saka. "Sustainability KPIs for integrated reporting." Social Responsibility Journal 13, no. 3 (August 7, 2017): 625–42. http://dx.doi.org/10.1108/srj-07-2016-0122.
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Purpose The framework of the International Integrated Reporting Council (IIRC) is principles-based and does not provide specific key performance indicators (KPIs) for integrated thinking and reporting. Therefore, the purpose of this paper is to propose KPIs for integrated reporting which decipher a firm’s sustainability through empirical analysis. Design/methodology/approach As a proxy of firms’ sustainability, the authors focus on firms that have survived for more than 100 years and that have already achieved sustainability, and analyze these firms to reveal the financial features that distinguish sustainable firms from the other firms. Findings The study found two distinguishing facts: the value added that is distributed to stakeholders other than shareholders is significantly larger, and the stability of profitability and the profitability itself are significantly higher in sustainable firms. Practical implications The study proposes a value-added distribution and the stability of profitability as sustainability KPIs for integrated reporting. Originality/value First, this study provides the first evidence that value added distribution and the stability of profitability distinguish a firm’s sustainability. Second, it provides a new perspective in the search for sustainability KPIs. Third, as the empirical data consist of all listed firms in 136 countries, the results should be robust and general.
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Bishop, David Anthony. "How to Create “Killer” KPIs." IEEE Engineering Management Review 46, no. 2 (June 1, 2018): 21–23. http://dx.doi.org/10.1109/emr.2018.2825431.
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Russ, Martin. "How KPIs changed my practice." Contact Lens and Anterior Eye 34 (December 2011): S11. http://dx.doi.org/10.1016/s1367-0484(11)60057-x.
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Gilsing, Rick, Anna Wilbik, Paul Grefen, Oktay Turetken, Baris Ozkan, Onat Ege Adali, and Frank Berkers. "Defining business model key performance indicators using intentional linguistic summaries." Software and Systems Modeling 20, no. 4 (June 15, 2021): 965–96. http://dx.doi.org/10.1007/s10270-021-00894-x.
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AbstractTo sustain competitiveness in contemporary, fast-paced markets, organizations increasingly focus on innovating their business models to enhance current value propositions or to explore novel sources of value creation. However, business model innovation is a complex task, characterized by shifting characteristics in terms of uncertainty, data availability and its impact on decision making. To cope with such challenges, business model evaluation is advocated to make sense of novel business models and to support decision making. Key performance indicators (KPIs) are frequently used in business model evaluation to structure the performance assessment of these models and to evaluate their strategic implications, in turn aiding business model decision making. However, given the shifting characteristics of the innovation process, the application and effectiveness of KPIs depend significantly on how such KPIs are defined. The techniques proposed in the existing literature typically generate or use quantitatively oriented KPIs, which are not well-suited for the early phases of the business model innovation process. Therefore, following a design science research methodology, we have developed a novel method for defining business model KPIs, taking into account the characteristics of the innovation process, offering holistic support toward decision making. Building on theory on linguistic summarization, we use a set of structured templates to define qualitative KPIs that are suitable to support early-phase decision making. In addition, we show how these KPIs can be gradually quantified to support later phases of the innovation process. We have evaluated our method by applying it in two real-life business cases, interviewing 13 industry experts to assess its utility.
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Al-Aomar, Raid, and Sohail Chaudhry. "Simulation-based Six Sigma value function for system-level performance assessment and improvement." International Journal of Productivity and Performance Management 67, no. 1 (January 8, 2018): 66–84. http://dx.doi.org/10.1108/ijppm-01-2016-0007.
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Purpose The purpose of this paper is to develop a simulation-based value function (VF) that combines multiple key performance indicators (KPIs) into a unified Sigma rating (SR) for system-level performance assessment and improvement. Design/methodology/approach Simulation is used as a platform for assessing the multiple KPIs at the system level. A simple additive VF is formed to combine the KPIs into a unified SR using the analytical hierarchy process and the entropy method. Value mapping is utilized to resolve the conflict among KPIs and generate a unified value. These methods are integrated into the standard Six Sigma define-measure-analyze-improve-control (DMAIC) process. Findings Simulation results provided the Six Sigma DMAIC process with system-level performance measurement and analysis based on multiple KPIs. The developed VF successfully generated unified SRs that were used to assess various performance improvement plans. Research limitations/implications The accuracy and credibility of the results obtained from using the proposed VF are highly dependent on the availability of pertinent data and the accuracy of the developed simulation model. Practical implications The proposed approach provides Six Sigma practitioners and performance mangers with a mechanism to assess and improve the performance of production and service system based on multiple KPIs when conducting Six Sigma studies. Originality/value This paper contributes to the previous research by handling multiple KPIs in Six Sigma studies conducted at the system level using simulation and VF. The research also provides guidelines for using the different methods of weights assessment to form the VF within the DMAIC process.
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Bayne, Lyndie, and Marvin Wee. "Non-financial KPIs in annual report narratives: Australian practice." Accounting Research Journal 32, no. 1 (May 7, 2019): 7–19. http://dx.doi.org/10.1108/arj-02-2018-0033.
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Purpose The purpose of this paper is to provide preliminary evidence on current practices in non-financial key performance indicator (KPI) reporting in annual reports by listed Australian companies to inform Australian legislators and accounting standard setters contemplating regulations and guidance for non-financial performance disclosure, including input into the revision of IFRS Practice Statement 1: Management Commentary (2010). Design/methodology/approach Non-financial KPIs were hand-collected from the annual report narratives of 40 listed Australian companies from five sectors in 2016. Trends in the type, quantity, comparability and range of non-financial KPIs were analysed, and the association between company characteristics and non-financial disclosure was explored. Findings In total, 78 per cent of the sampled companies disclose non-financial KPIs in their annual reports, reporting 11 non-financial KPIs per company on average. The most common category is Employee, followed by Environment, accounting for 68 per cent of non-financial KPIs. Provision of comparators is low, with only 28 per cent of non-financial KPIs disclosed with prior year results and 24 per cent disclosed with a target. Companies disclose across a median of two out of seven categories. Company size is shown to be associated with non-financial measures. Originality/value The study contributes initial detailed empirical Australian evidence of non-financial KPI reporting practices. A framework is established for assessing non-financial KPI disclosure, adding to voluntary disclosure studies. A data collection method is developed for collecting KPIs from annual report narratives, contributing to the methodology used in voluntary reporting content analysis.
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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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Janakova M, Suchanek P., Padysak P., and J. Botlik. "The KPI Hierarchy for CRM and Marketing." GIS Business 15, no. 1 (January 24, 2020): 263–77. http://dx.doi.org/10.26643/gis.v15i1.18378.
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The purpose of this paper is to specify the recommended KPI hierarchy for marketing in CRMs in case small business. There are proven KPIs (hard) based on financial resources such as total revenues, summary expenses, revenues by customers, expenses by campaign, or revenue generated by campaign. These KPIs have a clear impact on business development. It is not such important for small business because their owners know the true status of the business account. They have to grow. From this point of view, other soft KPIs help better. They are not focused on finance, but rely on measuring active work with customers and the usefulness of marketing campaigns. The recommended KPI hierarchy helps to select the optimal soft KPIs for CRM marketing through multiple levels.
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Alomary, Fahad Omar. "Evaluation of Scientific Research Based on Key Performance Indicators (KPIs): A Case Study in Al-Imam Mohammad Ibn Saud Islamic University." Computer and Information Science 13, no. 1 (January 10, 2020): 34. http://dx.doi.org/10.5539/cis.v13n1p34.
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Several years ago Key Performance Indicators (KPIs) becoming a best measurement practiced by the government sectors. The Ministry of Higher Education in Saudi Arabia opens up to new technology, opportunities, and improved ways to acquire and disseminate scientific teaching and research to bring quality at par with the international standards. KPIs provide quality assurance to the scientific research and higher education. The KPIs are variable and designed specifically for a particular entity such as education, research, finance, operation management etc. Scientific research in Saudi Arabia needs special attention from governing bodies and those who are already involved in scientific research. In case of Al-Imam Muhammad Ibn Saud Islamic University (IMAMU), performance indicators are implemented but with skepticism. In future research, the Ministry of Higher Education, Saudi Arabia should provide the best indicators to measure the performance of Saudi universities by putting some value added in implementation of KPIs. Furthermore, third parties such as government servant and stakeholders should togetherness in performing their jobs to make sure everybody is complying with KPIs sets by its agencies.
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Kristiansen, Jimmi Normann, and Paavo Ritala. "Measuring radical innovation project success: typical metrics don’t work." Journal of Business Strategy 39, no. 4 (July 16, 2018): 34–41. http://dx.doi.org/10.1108/jbs-09-2017-0137.
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Purpose Firms frequently struggle with measuring the performance of their radical innovation activities. Due to the uncertainty and ambiguity involved, key performance indicators (KPIs) used for incremental innovation projects are often not useful in this context. The purpose of this paper is to explore suitable KPIs particularly useful for radical innovation projects. Design/methodology/approach This study first reviews commonly used measures for innovation projects, which is then followed by case-study evidence from three industry-leading international firms. This study includes 13 in-depth interviews with innovation managers and directors in these firms, providing insights on how they measure the progress and performance of radical innovation projects. Findings KPIs used commonly in incremental innovation showed lackluster results in the case firms and were problematic for radical innovation context. A key finding was that radical innovation project performance should be evaluated based on the process rather than on the expected outcome. Concurrently, based on the literature review and the cases, three sets of KPIs with 13 specific KPIs useful for radical innovation projects are proposed. Originality/value The paper addresses a core challenge in using established KPIs in a radical innovation context. The paper gathers and synthesizes a range of measurement points suitable for radical innovation projects and provides specific suggestions for appropriate metrics that innovation managers can use.
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Ohlig, Jasmin, Thomas Hellebrandt, Amelie I. Metzmacher, Patrick Pötters, Ina Heine, Robert H. Schmitt, and Bert Leyendecker. "Performance management on the shop floor – an investigation of KPI perception among managers and employees." International Journal of Quality and Service Sciences 12, no. 4 (July 24, 2020): 461–73. http://dx.doi.org/10.1108/ijqss-04-2020-0051.
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Purpose The purpose of this paper is to investigate the application of key performance indicators (KPIs) on shop floor level in German small- and medium-sized enterprises (SMEs). The paper focuses on the examination of perception differences between shop floor employees and managers with regard to collection, calculation and consolidation of KPIs as well as visualization and motivational aspects. Design/methodology/approach To examine the hypothesis on differing perceptions regarding KPIs, 27 qualitative interviews with shop floor employees and production managers within 6 SMEs from the German machinery and equipment industry were conducted on basis of a semi-structured guideline. Findings The findings show that shop floor employees self-assess a lack of relevant knowledge when it comes to understanding KPIs. Moreover, the results show that shop floor employees perceive the visualization of shop floor KPIs as insufficient and non-motivational. This goes along with the finding that managers are aware of the lacking benefit of KPIs resulting from the rather negative perception of shop floor employees. The interviewed managers recognize a strong potential for improvement of their KPI systems. Originality/value The interview results confirm the need to design a performance management system on the shop floor that considers and aligns both management and operations, is directed to the shop floor level, considers explicitly the perspective of employees and integrates motivational elements.
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Dumitrascu, Oana, Manuel Dumitrascu, and Dan Dobrotǎ. "Performance Evaluation for a Sustainable Supply Chain Management System in the Automotive Industry Using Artificial Intelligence." Processes 8, no. 11 (October 30, 2020): 1384. http://dx.doi.org/10.3390/pr8111384.
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Increasing the sustainability of a system can be achieved by evaluating the system, identifying the issues and their root cause and solving them. Performance evaluation translates into key performance indicators (KPIs) with a high impact on increasing overall efficacy and efficiency. As the pool of KPIs has increased over time in the context of evaluating the supply chain management (SCM) system’s performance and assessing, communicating and managing its risks, a mathematical model based on neural networks has been developed. The SCM system has been structured into subsystems with the most relevant KPIs for set subsystems and their most important contributions on the increase in the overall SCM system performance and sustainability. As a result of the performed research based on the interview method, the five most relevant KPIs of each SCM subsystem and the most relevant problems are underlined. The main goal of this paper is to develop a performance evaluation model that links specific problems with the most relevant KPIs for every subsystem of the supply chain management. This paper demonstrates that by using data mining, the relationship between certain problems that appear in the supply chain management of every company and specific KPIs can be identified. The paper concludes with a graphical user interface (GUI) based on neural networks using the multilayer perceptron artificial intelligence algorithm where the most trustworthy KPIs for each selected problem can be predicted. This aspect provides a highly innovative contribution in solving supply chain management problems provided by organizations by allowing them to holistically track, communicate, analyze and improve the SCM system and ensure overall system sustainability.
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Moktadir, Md Abdul, Yead Mahmud, Audrius Banaitis, Tusher Sarder, and Mahabubur Rahman Khan. "Key Performance Indicators for Adopting Sustainability Practices in Footwear Supply Chains." E+M Ekonomie a Management 24, no. 1 (March 2021): 197–213. http://dx.doi.org/10.15240/tul/001/2021-1-013.
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The footwear industry has contributed notably to different countries’ economic development. Therefore, it needs to focus on operational excellence in order to achieve a sustainable level of development. Achieving sustainability in the footwear industry, however, is a complex task since various issues are involved in the footwear manufacturing process. Currently, in order to see how firms can sustain their place in the competitive global business environment, researchers and practitioners are giving special attention to operational excellence in the footwear manufacturing industry. Operational excellence is a business term that indicates the actual performance of an organization. To make the supply chain agile, resilient, and sustainable, it is imperative that firms incorporate sustainable practices in the footwear industry, and operational excellence can help in this regard. The sustainability of the footwear industry can be examined by using a set of key performance indicators (KPIs). Therefore, identifying and examining the KPIs for adopting sustainable practices in the footwear supply chain is a very important task. There is still a knowledge gap in research on the KPIs for attaining sustainability in the footwear industry. To fill in this knowledge gap, this study contributes to the existing literature by identifying and assessing the KPIs by using a novel multi-criteria decision-making (MCDM) method named the best-worst method (BWM). This study uses a previous study to identify some relevant KPIs, some of which were included in the assessment process based on footwear industry experts’ feedback. After finalizing the relevant KPIs, BWM was utilized to find the most important KPIs for adopting sustainability practices in the footwear industry’s supply chains. The findings of this study reveal that the KPIs “quality production”, “timely order processing” and “accuracy of moulding” received the first three positions in the rankings we performed. The results of this study will help practitioners, industry experts, and decision-makers to find out a pathway for easily adopting sustainability practices in the footwear supply chains.
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Shawahna, Ramzi. "Development of Key Performance Indicators for Capturing Impact of Pharmaceutical Care in Palestinian Integrative Healthcare Facilities: A Delphi Consensus Study." Evidence-Based Complementary and Alternative Medicine 2020 (June 25, 2020): 1–14. http://dx.doi.org/10.1155/2020/7527543.
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Background. The current study was performed to develop a consensus-based core inventory of key performance indicators (KPIs) to be used in capturing the impact of pharmaceutical care in healthcare facilities that employ integrative medicine paradigm in Palestine. Methods. A panel of healthcare professionals and risk/quality assurance managers was composed employing a judgmental sampling technique. The study tool was a questionnaire. Views and opinions of the panelists on the roles of pharmacists in caring for patients admitted to or visiting healthcare facilities that employ integrative medicine were collected using 11 statements. An initial inventory of activities and services that potentially can be used as KPIs was compiled from the literature and interviews with key contact experts in the domain. Three iterative Delphi rounds were conducted among the panelists (n = 50) to achieve formal consensus on the KPIs that should be used. The consensus-based KPIs were ordered by the scores of the panelists. Results. A total of 8 consensus-based KPIs were developed. The KPIs related to the number of problems related to medications and complementary and alternative medicine (CAM) that were resolved by pharmacists and CAM practitioners (p < 0.0001), number of patients for whom reconciliations were documented (p < 0.0001), number of patients receiving direct, comprehensive, and/or collaborative care (p < 0.0001), and number of patients for whom pharmacists and CAM practitioners were involved in implementing a therapeutic plan (p < 0.05) were rated significantly higher than the KPI (#8) related to the participation in multi-healthcare provider discussions/deliberations. Conclusions. Consensus-based KPIs that can be used in capturing the impact of evidence-based CAM and pharmaceutical care of patients in healthcare facilities that employ integrative medicine paradigm were developed. Future studies are still needed to investigate if implementing these KPIs might promote evidence-based CAM and pharmaceutical care in healthcare facilities that employ the integrative medicine paradigm.
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Salgado, Teresa M., Taylor N. Reynolds, Laura M. Frankart, David A. Holdford, Joseph T. DiPiro, and VCU School of Pharmacy KPIs Redefinition Taskforce. "A key performance indicators redefinition initiative at a school of pharmacy using a modified Delphi consensus technique." Pharmacy Practice 18, no. 4 (November 24, 2020): 2120. http://dx.doi.org/10.18549/pharmpract.2020.4.2120.
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Objective: The Outcomes and Assessment Committee at the Virginia Commonwealth University School of Pharmacy was tasked with refining the school’s key performance indicators (KPIs) to improve programmatic assessment by focusing on the most important measures.
Methods: Initially, 56 KPIs were tracked, nine of which were university mandated, divided into 10 modules: admissions, community outreach, continuing education, diversity, faculty experience and success, fundraising, graduate program, research and scholarship, staff experience and success, and student experience and success. Using a three-round Delphi consensus technique, KPIs were reviewed by faculty and staff. Each participant responded whether they considered each KPI to be essential or not essential for school quality assessment and improvement. Consensus for the first, second, and third rounds was defined as ≥90%, ≥80%, and ≥75% agreement, respectively.
Results: Of 109 faculty and staff invited, 49 participated in the first round, 51 in the second, and 42 in the third. At the end of the third round, accumulated consensus was achieved for 35 out of 88 (39.8%) KPIs that were considered essential and 3 out of 88 (3.4%) that were considered non-essential. Consensus percentage per module was: 15.4% (2/13) admissions, 28.6% (2/7) community outreach, 33.3% (3/9) continuing education, 27.3% (3/11) diversity, 62.5% (5/8) faculty experience and success, 55.6% (5/9) fundraising, 40% (4/10) graduate program, 33.3% (3/9) research and scholarship, 57.1% (4/7) staff experience and success, and 66.7% (4/6) student experience and success.
Conclusions: Ultimately, 35 KPIs achieved consensus as essential to measure achievement of benchmarks for the school, which totals 44 KPIs, including nine university mandated KPIs. The process facilitated faculty and staff involvement in KPI selection and achieved improved focus for programmatic assessment.
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Lavy, Sarel, John A. Garcia, and Manish K. Dixit. "KPIs for facility's performance assessment, Part II: identification of variables and deriving expressions for core indicators." Facilities 32, no. 5/6 (April 1, 2014): 275–94. http://dx.doi.org/10.1108/f-09-2012-0067.
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Purpose – The purpose of this paper is to identify key variables that affect the quantifiable key performance indicators (KPIs) and to derive equations to measure these indicators. Qualitative KPIs are also discussed in terms of the aspects that need to be covered while carrying out qualitative performance assessment. Design/methodology/approach – A combination of literature and an industry opinion-based qualitative approach is applied to develop equations to calculate the quantifiable KPIs. A facility asset management consulting firm is included in the process of deriving the equations. Key aspects of a facility's qualitative performance assessment are categorized and discussed by performing a literature review. Findings – Mathematical expressions for core performance indicators are presented and discussed along with key variables. In addition, the information needed to quantify these core indicators is also discussed. Research limitations/implications – This paper represents the second step towards establishment of a relevant list of quantifiable and measurable core KPIs, which were identified and categorized in Part I of this paper. In Part II, the authors derive equations to quantify the core KPIs. Future research is needed to use relevant information from industry for validating these equations. Practical implications – A need for a concise and relevant list of KPIs was identified in Part I of this paper. Part II provides an approach to quantify the core KPIs based on information that is available in the industry. This research will help facility management professionals in not only selecting the indicators of choice, but also quantifying them based on available information yielding enhanced facility management decisions with measurable facility performance outcomes. Originality/value – This paper provides equations and variables to measure a facility's physical, functional and financial performance using both quantitative and qualitative performance assessments.
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Dwivedi, Ashish, Dindayal Agrawal, and Jitender Madaan. "Sustainable manufacturing evaluation model focusing leather industries in India." Journal of Science and Technology Policy Management 10, no. 2 (June 3, 2019): 319–59. http://dx.doi.org/10.1108/jstpm-06-2018-0054.
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Purpose Sustainability is an integrating concept and demands strategic attention in developing countries like India. Due to strict environmental regulations and ongoing government sustainable policies such as “Namami Gange,” leather industries are extensively facing challenges to conform themselves toward these sustainable policies. The major challenge faced by leather industries is the exponentially increasing cost of adaptation to sustainable product and process. Under these operational constraints, survival of Indian leather industries has become a major challenge. In this context, this paper aims to identify and evaluate sustainable manufacturing policies. The key performance indicators (KPIs) based on triple bottom line of sustainability can assist leather industries that are about to initiate adopting sustainable practices. Design/methodology/approach This paper demonstrates the role of KPIs for evaluating sustainable manufacturing policies for leather industries in India. Initially, an in-depth literature review analysis has been carried out to identify indicators for evaluation of sustainable manufacturing policies. In this work, an integrated methodology has been developed to refine the priority map of the aforementioned KPIs based on consensus building among experts using Kappa analysis. Total interpretive structural modeling (TISM) has been used to demonstrate relationships which explain the significance of the KPIs. Further, Matriced Impact Croises Multiplication Applique analysis has been carried out to explore the relationships amongst KPIs. Findings Based on above analysis, identified interactive relationships among the KPIs will assist managers and decision-makers to incorporate effective sustainable policies in leather industries. Practical implications It is expected that these identified interactive interrelationships between KPIs will certainly facilitate the leather industry to achieve higher sustainable performance and competitiveness. Originality/value This study carries out an in-depth literature review analysis of sustainable manufacturing policies in leather industry. The author proposes an integrated methodology using kappa analysis, consensus building and TISM for evaluation of sustainable policies based on the literature review analysis and expert opinion.
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Andary, Elie Georges, Caesar Abi Shdid, Arindam Chowdhury, and Irtishad Ahmad. "Integrated project delivery implementation framework for water and wastewater treatment plant projects." Engineering, Construction and Architectural Management 27, no. 3 (November 1, 2019): 609–33. http://dx.doi.org/10.1108/ecam-02-2019-0075.
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Purpose The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years. Shortcomings inherent to DBB have had a negative effect on the key performance indicators (KPIs) of these projects. Numerous studies have been published about the benefits offered by integrated project delivery (IPD) in improving the delivery of DBB projects. Links correlating IPD principles to improvements in KPIs of DBB construction projects have not been established scientifically, thus leaving owners with no guidance on which IPD principle(s) to implement in order to improve a particular project KPI. The paper aims to discuss this issue. Design/methodology/approach Actual data were collected from 43 water and wastewater construction projects – including two control projects with full implementation of selective IPD principles – and used to compute major projects KPIs. Regression analysis and a focus group are then utilized to determine the effect of each implemented IPD principle on various project KPIs. Findings Implementation of open communication was found to have a significant effect on reducing project cost overrun, and the co-location of teams significantly reduced the time to respond to RFIs. Collaborative decision making significantly reduced the cost of field rework. Other IPD principles showed less-significant effects on project KPIs and were concluded to be ineffective at improving the projects’ performance. Practical implications An implementation framework is developed that can guide utility owners on which IPD principle(s) to implement in order to improve specific project KPIs. Originality/value This study demonstrates that not all IPD principles will result in performance improvement of a project. A selective and cost-effective implementation of certain IPD principle will have to be based on the nature of the project and the particular KPIs targeted for improvement.
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Krasodomska, Joanna, and Ewelina Zarzycka. "Non-financial key performance indicators: regulations and guidelines versus business practice." Zeszyty Teoretyczne Rachunkowości 108, no. 164 (September 21, 2020): 115–32. http://dx.doi.org/10.5604/01.3001.0014.3598.
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According to Directive 2014/95/EU, large public interest entities (PIEs) must disclose, i.a., a description of their business model, policies regarding environmental, social and employee matters, as well as non- financial key performance indicators (KPIs). The aim of the paper is to identify the practices of large PIEs operating in Poland as regards non-financial KPIs disclosures and to recognize any regularities among them. Our sample consists of 169 public companies that are required to provide non-financial dis-closures according to the Act on Accounting. The data was hand-collected from non-financial statements (reports) in 2019. The main research method is content analysis. The data was examined using cluster analysis. Research findings indicate that although companies present KPIs in a very diverse way, some regularities can be observed. Two groups of PIEs have been identified: (1) those that reveal KPIs on oper-ational and social activities, and (2) those that report environmental and employee indicators. Further analysis made it possible to identify companies that focus on reporting KPIs on (1) the environment, (2) operating activities, and (3) with generally moderate disclosure levels of non-financial KPIs in operational, environ-mental, and social areas. The results of the research increase knowledge in the field of reporting of non-financial information by large PIEs and are of practical importance for companies themselves, as well as for institutions and organizations which deal with corporate reporting in Poland.
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Amos, Daniel, Cheong Peng Au-Yong, and Zairul Nisham Musa. "Developing key performance indicators for hospital facilities management services: a developing country perspective." Engineering, Construction and Architectural Management 27, no. 9 (May 28, 2020): 2715–35. http://dx.doi.org/10.1108/ecam-11-2019-0642.
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PurposeKey performance indicators (KPIs) help to monitor performance, thereby revealing the gap between planned and executed results relative to organizational objectives. The purpose of this paper is to develop KPIs for performance measurement of facilities management (FM) services in public hospitals.Design/methodology/approachFollowing a comprehensive literature review of KPIs in FM, a set of KPIs were first selected. This was then subjected to content validation by experts. Thereafter a questionnaire survey was conducted to identify participants perception on the level of importance of the proposed KPIs. The main analytical tool used was SPSS factor analysis/principal component extraction.FindingsAdapting an expanded balanced scorecard typology, the paper identifies 17 KPIs, which are useful for performance improvement of FM. The study also introduces new financial dimensions beyond the traditional cost and profit-centered metrics.Research limitations/implicationsThe study was limited to three FM services. Although the results of the Kruskal–Wallis test shows no significant difference in the level of importance on more than 80% of the indicators, larger sample is required in future studies to examine indicator preference for the respective services. An empirical study to test the proposed indicators to measure FM performance could also be a next step.Originality/valueThe paper presents the first step to develop performance indicators, which are of relevance to FM performance measurement and could be utilized to improve performance. The indicators are largely generic and can easily be adapted by other FM service sectors for performance measurement.