A presentation discussing how best KPIs are developed with examples from airlines and railways, with some suggestions on how we might adopt some in a national KPI set for Medical Engineering.
This document discusses key performance indicators (KPIs). It defines KPIs as quantifiable metrics that reflect how well an organization is achieving its goals and objectives. The document provides examples of KPIs for healthcare, supply chain, and financial sectors. It also lists examples of IT-related KPIs including costs as a percentage of budget, uptime, and storage costs. The document outlines factors to consider when selecting KPIs such as understanding strategy, objectives, and critical success factors. It emphasizes aligning KPIs with strategic goals. Tools discussed for measuring KPIs include measurement plans, dashboards, and communication plans.
Key performance indicators selection and implementationRania Elsharkawy
The quality indicators are one of the effective tools that monitors the performance ; selecting the indicator then checking it's validity and reliability is very crucial in effective indicator system implementation
Why meaning matters - Outcomes, Benefits, CSFs, KPIs, Metrics and MeasuresAdaptiveOrg Inc.
The document discusses key concepts related to measuring performance, including outcomes, benefits, critical success factors, and key performance indicators. It provides definitions and examples for each concept. An incident management example is used to illustrate how outcomes, benefits, critical success factors, and key performance indicators can be defined and linked together for a specific process. The summary focuses on linking these concepts at a high level for the incident management example.
The document discusses key performance indicators (KPIs) for an infection control nurse position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, determining work procedures, and creating metrics to measure results. The document recommends that KPIs be clearly linked to strategy and answer important questions, and that they empower employees. It also lists different types of KPIs and provides resources for additional KPI materials.
You may use these steps after setting your strategy. Once you have identified your strategy and assigned resources aligned with your budget, you need the right governance to ensure delivery against plan. Use these to identify, measure, track, and report on KPIs. A KPI is a metric that is used to evaluate factors that are crucial to the success of an organization or initiative.
The document discusses key performance indicators (KPIs) and their use in measuring organizational performance. It defines KPIs as quantitative and qualitative measures used to track progress against strategic goals. KPIs should be specific, measurable, attainable, relevant and time-bound. When developing KPIs for the health sector, it is important to consult stakeholders, select areas for measurement that can be improved, and achieve a balance across domains like economy, efficiency and effectiveness. KPIs can measure performance, set targets for improvement, and allow comparison over time and between organizations.
3rd Homecare Conference Presentation - Dr. Amer AlataDr. Amer Alata
This document discusses key performance indicators (KPIs) for homecare facilities. It defines KPIs and explains why they are important for homecare. The document provides guidance on selecting appropriate KPIs and describes a standard format for KPIs with an example. It identifies potential KPIs for homecare across several domains: clinical, satisfaction, access, structure, efficiency, and financial. The document aims to help homecare facilities develop and implement effective KPIs to measure and improve performance.
This document discusses key performance indicators (KPIs). It defines KPIs as quantifiable metrics that reflect how well an organization is achieving its goals and objectives. The document provides examples of KPIs for healthcare, supply chain, and financial sectors. It also lists examples of IT-related KPIs including costs as a percentage of budget, uptime, and storage costs. The document outlines factors to consider when selecting KPIs such as understanding strategy, objectives, and critical success factors. It emphasizes aligning KPIs with strategic goals. Tools discussed for measuring KPIs include measurement plans, dashboards, and communication plans.
Key performance indicators selection and implementationRania Elsharkawy
The quality indicators are one of the effective tools that monitors the performance ; selecting the indicator then checking it's validity and reliability is very crucial in effective indicator system implementation
Why meaning matters - Outcomes, Benefits, CSFs, KPIs, Metrics and MeasuresAdaptiveOrg Inc.
The document discusses key concepts related to measuring performance, including outcomes, benefits, critical success factors, and key performance indicators. It provides definitions and examples for each concept. An incident management example is used to illustrate how outcomes, benefits, critical success factors, and key performance indicators can be defined and linked together for a specific process. The summary focuses on linking these concepts at a high level for the incident management example.
The document discusses key performance indicators (KPIs) for an infection control nurse position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, determining work procedures, and creating metrics to measure results. The document recommends that KPIs be clearly linked to strategy and answer important questions, and that they empower employees. It also lists different types of KPIs and provides resources for additional KPI materials.
You may use these steps after setting your strategy. Once you have identified your strategy and assigned resources aligned with your budget, you need the right governance to ensure delivery against plan. Use these to identify, measure, track, and report on KPIs. A KPI is a metric that is used to evaluate factors that are crucial to the success of an organization or initiative.
The document discusses key performance indicators (KPIs) and their use in measuring organizational performance. It defines KPIs as quantitative and qualitative measures used to track progress against strategic goals. KPIs should be specific, measurable, attainable, relevant and time-bound. When developing KPIs for the health sector, it is important to consult stakeholders, select areas for measurement that can be improved, and achieve a balance across domains like economy, efficiency and effectiveness. KPIs can measure performance, set targets for improvement, and allow comparison over time and between organizations.
3rd Homecare Conference Presentation - Dr. Amer AlataDr. Amer Alata
This document discusses key performance indicators (KPIs) for homecare facilities. It defines KPIs and explains why they are important for homecare. The document provides guidance on selecting appropriate KPIs and describes a standard format for KPIs with an example. It identifies potential KPIs for homecare across several domains: clinical, satisfaction, access, structure, efficiency, and financial. The document aims to help homecare facilities develop and implement effective KPIs to measure and improve performance.
KPIs are quantifiable measures that help companies assess their performance against strategic goals. They measure both financial and operational metrics. Key advantages of KPIs include improved visibility of performance, more agile decision-making, and increased efficiency. There are different types of KPIs, including process, input, output, leading, and lagging indicators. Setting specific, measurable, achievable, relevant and time-bound KPIs helps companies monitor progress and drive improvements.
This document discusses key performance indicators (KPIs). It defines KPIs as quantifiable measures that are critical to an organization's success. KPIs are tied to an organization's strategy and help evaluate progress towards goals. The document outlines steps for selecting KPIs, including clarifying objectives, developing a list of potential indicators, assessing them based on criteria like meaningfulness and practicality, and selecting the best few indicators. It also discusses features of KPIs like being measurable, quantitative, and providing reliable data in a timely manner. Finally, the document notes that KPIs for projects differ and may track estimates, variances, milestones and issues.
Maintenance Leading and Lagging Key Performance Indicators (KPIs)Ricky Smith CMRP
“It is not possible to manage what you cannot control and you cannot control what you cannot measure!” (Peter Drucker)
Performance measurement is a fundamental principle of management. The measurement of performance is important because it identifies current performance gaps between current and desired performance and provides indication of progress towards closing the gaps. Carefully selected key performance indicators identify precisely where to take action to improve performance.
This paper deals with the identification of key performance indicators for the maintenance function, by first looking at the ways that maintenance performance metrics relate to manufacturing metrics. Since performance measurements for maintenance must include both results metrics and metrics for the process that produces the results, this document presents a representation for the business process for maintenance. The document then identifies typical business process and results metrics that can be used as key performance indicators for the maintenance function.
This document discusses key performance indicators (KPIs) and how to identify, measure, and monitor them. It provides the following information:
- KPIs are used to understand how local goals align with overall objectives and to measure key elements of processes. They are part of policy deployment.
- KPIs can be used at the local level to monitor outputs and goals, as part of understanding customer needs, and to align with business objectives.
- When choosing KPIs, considerations include existing metrics, how customers define quality, and whether changes would impact customers. Metrics should be important, easy to measure, and enable appropriate actions.
Social media footprint: Developing KPI based on Word-of-MouseOsama Dukhan
This study uses content analysis to develop a key performance indicator based on customers’ word-of-mouse, collected randomly from three different social networking and user review sites. Using LIWC text-based analysis software, we conducted a content analysis of over 420 customers’ reviews and comments containing a reference to one of Nokia smartphones models. Our results show that each of Nokia smartphones models has a unique sentiment multi-dimensional profile. Thus, there are differences in customers’ attitudes toward Nokia products. Later, we based on this fact to build consumers’ attitudes index to measure Nokia’s performance from customers’ perspectives over time. Moreover, we go further by using this index to build an early warning system, which could lead Nokia to identify any potential improvements or even to predict potential future developments.
Infection control key performance indicators selection and establishmentRania Elsharkawy
This document discusses infection control indicators and how to select and implement them for monitoring and improvement purposes. It provides examples of key performance indicators (KPIs) for processes like hand hygiene and cleaning/disinfection. The document emphasizes that KPIs should be specific, measurable, aligned with goals, timely, realistic, ethical, and recorded. It also discusses determining desired performance by comparing to benchmarks, guidelines, or past performance. Creating dashboards and reviewing KPIs over time can help track progress and identify areas for improvement. Selecting the right KPIs and using them properly are important for enhancing infection prevention and control.
The document discusses critical success factors (CSFs) and key performance indicators (KPIs). CSFs are things that must happen for an activity like a service, process, project, or plan to succeed. KPIs are metrics used to measure achievement of CSFs and help manage activities. The document provides examples of vision and goal statements, KPIs, and CSFs for improving customer satisfaction at a company and increasing market share for a coffee chain.
Justin M. Skipper is a business analyst with experience in supply chain management, systems analysis, process mapping, and lean transformations. He currently serves as a Commodity Manager at United Technologies, where he manages $40 million in supplier spend. Prior to this role, he performed financial analysis and reporting as a Business Analyst and identified issues in SAP as an SAP Analyst/Buyer. He leverages strong analytical skills to inform senior management and has delivered cost savings through process improvements and supplier negotiations.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
Performance management involves tracking key performance indicators (KPIs) to align decisions with corporate goals. An effective performance dashboard provides real-time data visualization of KPIs, allows drill-down into data, and is customizable. True performance dashboards also use compatible data sources and are quick to deploy. Identifying value-adding processes, standards, and implementing dashboards or balanced scorecards are important parts of performance management.
The document discusses using key performance indicators (KPIs) to improve financial performance in dental practices. It recommends measuring important metrics like income per hour, surgery occupancy rates, and numbers of plan patients. These "Tier 1 KPIs" provide insight into how efficiently the practice is operating. Additional "Tier 2 KPIs" like conversion rates, marketing costs, and wait times can also be tracked. Creating a dashboard to monitor KPI trends over 12 months allows practices to identify areas for increased efficiency and profitability.
Key Performance Indicators And Knowledge ManagementJames Mullan
Key Performance Indicators (KPIs) can be used to measure knowledge management performance and objectives. When identifying KPIs, they should be specific, measurable, achievable, relevant and time-bound. KPIs can measure the overall KM program, projects, activities, and systems at the organizational, team and personal levels. Examples of KPIs include the number of knowledge assets created, the percentage of staff contributing or accessing documents, and the number of searches. Relating KPIs to what matters most to the audience, such as financial results or performance, helps make the metrics more meaningful.
This document introduces seven quality tools that can help with data collection and analysis: flowcharts, check sheets, histograms, Pareto diagrams, cause-and-effect diagrams, scatter diagrams, and control charts. Each tool is briefly described and its benefits are listed. Flowcharts map out process steps to improve understanding. Check sheets create easy-to-interpret data. Histograms show data distributions and capabilities. Pareto diagrams identify the most impactful causes. Cause-and-effect diagrams organize variable relationships. Scatter diagrams test relationships. And control charts monitor process performance over time.
The Metrics of Project Management Performance and PMBOKLiana Underwood
The document discusses the 3Ms approach to creating performance metrics for project management. The 3Ms include Measure, Manage, and Magnify. It provides examples of how to:
1. Measure qualitative and quantitative performance objectives and key value areas.
2. Manage systems, methodologies and programs to influence performance.
3. Magnify performance standards over time to "raise the bar".
Additional concepts covered include aligning objectives, rewarding results, defining value, and using metrics to drive organizational culture. Case studies demonstrate applying the 3Ms approach to customer service training and project delivery metrics.
The document provides a checklist for planning and evaluating organizational change. It outlines key questions to consider in areas such as resources required, stakeholder consultation, communication plans, change readiness assessments, and evaluation criteria. Questions address issues like impact on staff, resistance factors, management support, and sustainability of changes. The checklist aims to help ensure change initiatives are well-planned and their success can be properly assessed.
More information:https://flevy.com/browse/flevypro/key-performance-indicator-kpi-strategies-part-2-4006
The 2018 Strategic Measurement Global Executive Study and Research Report showed that business leaders worldwide are struggling to strike a workable balance between tactical and strategic Key Performance Indicators (KPIs); operational and financial KPIs; and KPIs that effectively capture the moment while anticipating the future. This imbalance is a source of measurable dissatisfaction and concern as data for KPI improvements continues to increase.
In today's accelerating technological innovation, intensifying competitive pressure, and increasing customer expectations, business leaders are forced to rethink how they use KPIs to lead and manage the enterprise.
These trends--individually and collectively--have particular relevance to chief marketing officers and other marketing executives. They are increasingly finding themselves accountable for growth-oriented objectives. Hence, there is a need to explore new and novel KPIs for assessing growth. For the data-driven enterprises, KPI definition, development, and deployment will command the lion's share of leadership time and focus.
This framework provides organizations the strategic foundation towards effective use of KPIs as drivers of growth. There are 7 advanced KPI Strategies, which are powerful and persuasive mechanisms to enhancing revenue and customer satisfaction.
1. Use KPIs to Lead and Manage the Organization
2. Leverage KPIs to Align the Organization
3. Develop an Integrated, Holistic Customer View
4. Use KPIs for Machine Learning (ML)
5. Deep Dive into KPI Components
6. Share KPI Data
7. Adopt the Less-Is-More Mentality
This presentation focuses on the last 4 KPI Strategies.
Tomorrow's most important KPI arguments and debates will focus on how—and what—performances are truly key to the organization's future success. Being ahead makes a big difference.
This deck also includes slide templates for you to use in your own business presentations.
Metric management seems to be one of the hottest topics in project management today. Unfortunately, rushing into metrics management without understanding what can go wrong can lead to detrimental results.
The document provides an overview of cause and effect analysis and how it can be used to push teams beyond surface-level symptoms to uncover potential root causes of problems. It defines causes and effects and outlines tools like the 5 whys technique and fishbone diagrams that can help identify specific root causes. The document also provides examples of questions to consider for different potential sources of variation like materials, machines, manpower, methods, and measurements. It describes using a cause and effect matrix to relate process steps to inputs and outputs in order to determine where to focus improvement efforts.
Using KPIs for Tracking Strategy and Driver Based Budgetingjarobertson2
This document discusses using key performance indicators (KPIs) for tracking strategy and driver-based budgeting. It outlines best practices for KPI design and implementation, including ensuring KPIs are defined and agreed upon, using both leading and lagging indicators, addressing measurability creatively, and updating KPIs as needed. The document also discusses integrating KPIs with driver-based planning and forecasting by linking KPIs to strategic objectives and cascading drivers from strategy to operations.
This document introduces a new sales forecasting and reporting tool called Sales Forecaster Plus. It allows users to forecast revenue, track actual revenue against forecasts, analyze top customers and business contributions by product. The tool integrates data from multiple sources like CRM and accounting systems. It provides forecasts and reporting at the account, product and project level over 5 years. The tool is designed to help with budget planning, sales tracking and resource allocation.
KPIs are quantifiable measures that help companies assess their performance against strategic goals. They measure both financial and operational metrics. Key advantages of KPIs include improved visibility of performance, more agile decision-making, and increased efficiency. There are different types of KPIs, including process, input, output, leading, and lagging indicators. Setting specific, measurable, achievable, relevant and time-bound KPIs helps companies monitor progress and drive improvements.
This document discusses key performance indicators (KPIs). It defines KPIs as quantifiable measures that are critical to an organization's success. KPIs are tied to an organization's strategy and help evaluate progress towards goals. The document outlines steps for selecting KPIs, including clarifying objectives, developing a list of potential indicators, assessing them based on criteria like meaningfulness and practicality, and selecting the best few indicators. It also discusses features of KPIs like being measurable, quantitative, and providing reliable data in a timely manner. Finally, the document notes that KPIs for projects differ and may track estimates, variances, milestones and issues.
Maintenance Leading and Lagging Key Performance Indicators (KPIs)Ricky Smith CMRP
“It is not possible to manage what you cannot control and you cannot control what you cannot measure!” (Peter Drucker)
Performance measurement is a fundamental principle of management. The measurement of performance is important because it identifies current performance gaps between current and desired performance and provides indication of progress towards closing the gaps. Carefully selected key performance indicators identify precisely where to take action to improve performance.
This paper deals with the identification of key performance indicators for the maintenance function, by first looking at the ways that maintenance performance metrics relate to manufacturing metrics. Since performance measurements for maintenance must include both results metrics and metrics for the process that produces the results, this document presents a representation for the business process for maintenance. The document then identifies typical business process and results metrics that can be used as key performance indicators for the maintenance function.
This document discusses key performance indicators (KPIs) and how to identify, measure, and monitor them. It provides the following information:
- KPIs are used to understand how local goals align with overall objectives and to measure key elements of processes. They are part of policy deployment.
- KPIs can be used at the local level to monitor outputs and goals, as part of understanding customer needs, and to align with business objectives.
- When choosing KPIs, considerations include existing metrics, how customers define quality, and whether changes would impact customers. Metrics should be important, easy to measure, and enable appropriate actions.
Social media footprint: Developing KPI based on Word-of-MouseOsama Dukhan
This study uses content analysis to develop a key performance indicator based on customers’ word-of-mouse, collected randomly from three different social networking and user review sites. Using LIWC text-based analysis software, we conducted a content analysis of over 420 customers’ reviews and comments containing a reference to one of Nokia smartphones models. Our results show that each of Nokia smartphones models has a unique sentiment multi-dimensional profile. Thus, there are differences in customers’ attitudes toward Nokia products. Later, we based on this fact to build consumers’ attitudes index to measure Nokia’s performance from customers’ perspectives over time. Moreover, we go further by using this index to build an early warning system, which could lead Nokia to identify any potential improvements or even to predict potential future developments.
Infection control key performance indicators selection and establishmentRania Elsharkawy
This document discusses infection control indicators and how to select and implement them for monitoring and improvement purposes. It provides examples of key performance indicators (KPIs) for processes like hand hygiene and cleaning/disinfection. The document emphasizes that KPIs should be specific, measurable, aligned with goals, timely, realistic, ethical, and recorded. It also discusses determining desired performance by comparing to benchmarks, guidelines, or past performance. Creating dashboards and reviewing KPIs over time can help track progress and identify areas for improvement. Selecting the right KPIs and using them properly are important for enhancing infection prevention and control.
The document discusses critical success factors (CSFs) and key performance indicators (KPIs). CSFs are things that must happen for an activity like a service, process, project, or plan to succeed. KPIs are metrics used to measure achievement of CSFs and help manage activities. The document provides examples of vision and goal statements, KPIs, and CSFs for improving customer satisfaction at a company and increasing market share for a coffee chain.
Justin M. Skipper is a business analyst with experience in supply chain management, systems analysis, process mapping, and lean transformations. He currently serves as a Commodity Manager at United Technologies, where he manages $40 million in supplier spend. Prior to this role, he performed financial analysis and reporting as a Business Analyst and identified issues in SAP as an SAP Analyst/Buyer. He leverages strong analytical skills to inform senior management and has delivered cost savings through process improvements and supplier negotiations.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
Performance management involves tracking key performance indicators (KPIs) to align decisions with corporate goals. An effective performance dashboard provides real-time data visualization of KPIs, allows drill-down into data, and is customizable. True performance dashboards also use compatible data sources and are quick to deploy. Identifying value-adding processes, standards, and implementing dashboards or balanced scorecards are important parts of performance management.
The document discusses using key performance indicators (KPIs) to improve financial performance in dental practices. It recommends measuring important metrics like income per hour, surgery occupancy rates, and numbers of plan patients. These "Tier 1 KPIs" provide insight into how efficiently the practice is operating. Additional "Tier 2 KPIs" like conversion rates, marketing costs, and wait times can also be tracked. Creating a dashboard to monitor KPI trends over 12 months allows practices to identify areas for increased efficiency and profitability.
Key Performance Indicators And Knowledge ManagementJames Mullan
Key Performance Indicators (KPIs) can be used to measure knowledge management performance and objectives. When identifying KPIs, they should be specific, measurable, achievable, relevant and time-bound. KPIs can measure the overall KM program, projects, activities, and systems at the organizational, team and personal levels. Examples of KPIs include the number of knowledge assets created, the percentage of staff contributing or accessing documents, and the number of searches. Relating KPIs to what matters most to the audience, such as financial results or performance, helps make the metrics more meaningful.
This document introduces seven quality tools that can help with data collection and analysis: flowcharts, check sheets, histograms, Pareto diagrams, cause-and-effect diagrams, scatter diagrams, and control charts. Each tool is briefly described and its benefits are listed. Flowcharts map out process steps to improve understanding. Check sheets create easy-to-interpret data. Histograms show data distributions and capabilities. Pareto diagrams identify the most impactful causes. Cause-and-effect diagrams organize variable relationships. Scatter diagrams test relationships. And control charts monitor process performance over time.
The Metrics of Project Management Performance and PMBOKLiana Underwood
The document discusses the 3Ms approach to creating performance metrics for project management. The 3Ms include Measure, Manage, and Magnify. It provides examples of how to:
1. Measure qualitative and quantitative performance objectives and key value areas.
2. Manage systems, methodologies and programs to influence performance.
3. Magnify performance standards over time to "raise the bar".
Additional concepts covered include aligning objectives, rewarding results, defining value, and using metrics to drive organizational culture. Case studies demonstrate applying the 3Ms approach to customer service training and project delivery metrics.
The document provides a checklist for planning and evaluating organizational change. It outlines key questions to consider in areas such as resources required, stakeholder consultation, communication plans, change readiness assessments, and evaluation criteria. Questions address issues like impact on staff, resistance factors, management support, and sustainability of changes. The checklist aims to help ensure change initiatives are well-planned and their success can be properly assessed.
More information:https://flevy.com/browse/flevypro/key-performance-indicator-kpi-strategies-part-2-4006
The 2018 Strategic Measurement Global Executive Study and Research Report showed that business leaders worldwide are struggling to strike a workable balance between tactical and strategic Key Performance Indicators (KPIs); operational and financial KPIs; and KPIs that effectively capture the moment while anticipating the future. This imbalance is a source of measurable dissatisfaction and concern as data for KPI improvements continues to increase.
In today's accelerating technological innovation, intensifying competitive pressure, and increasing customer expectations, business leaders are forced to rethink how they use KPIs to lead and manage the enterprise.
These trends--individually and collectively--have particular relevance to chief marketing officers and other marketing executives. They are increasingly finding themselves accountable for growth-oriented objectives. Hence, there is a need to explore new and novel KPIs for assessing growth. For the data-driven enterprises, KPI definition, development, and deployment will command the lion's share of leadership time and focus.
This framework provides organizations the strategic foundation towards effective use of KPIs as drivers of growth. There are 7 advanced KPI Strategies, which are powerful and persuasive mechanisms to enhancing revenue and customer satisfaction.
1. Use KPIs to Lead and Manage the Organization
2. Leverage KPIs to Align the Organization
3. Develop an Integrated, Holistic Customer View
4. Use KPIs for Machine Learning (ML)
5. Deep Dive into KPI Components
6. Share KPI Data
7. Adopt the Less-Is-More Mentality
This presentation focuses on the last 4 KPI Strategies.
Tomorrow's most important KPI arguments and debates will focus on how—and what—performances are truly key to the organization's future success. Being ahead makes a big difference.
This deck also includes slide templates for you to use in your own business presentations.
Metric management seems to be one of the hottest topics in project management today. Unfortunately, rushing into metrics management without understanding what can go wrong can lead to detrimental results.
The document provides an overview of cause and effect analysis and how it can be used to push teams beyond surface-level symptoms to uncover potential root causes of problems. It defines causes and effects and outlines tools like the 5 whys technique and fishbone diagrams that can help identify specific root causes. The document also provides examples of questions to consider for different potential sources of variation like materials, machines, manpower, methods, and measurements. It describes using a cause and effect matrix to relate process steps to inputs and outputs in order to determine where to focus improvement efforts.
Using KPIs for Tracking Strategy and Driver Based Budgetingjarobertson2
This document discusses using key performance indicators (KPIs) for tracking strategy and driver-based budgeting. It outlines best practices for KPI design and implementation, including ensuring KPIs are defined and agreed upon, using both leading and lagging indicators, addressing measurability creatively, and updating KPIs as needed. The document also discusses integrating KPIs with driver-based planning and forecasting by linking KPIs to strategic objectives and cascading drivers from strategy to operations.
This document introduces a new sales forecasting and reporting tool called Sales Forecaster Plus. It allows users to forecast revenue, track actual revenue against forecasts, analyze top customers and business contributions by product. The tool integrates data from multiple sources like CRM and accounting systems. It provides forecasts and reporting at the account, product and project level over 5 years. The tool is designed to help with budget planning, sales tracking and resource allocation.
Jacqueline Lara has over 15 years of experience in program management, data analysis, and process improvement at Intel Corporation. She has a background in business management and liberal arts. As a program manager at Intel, she streamlined processes, developed tools to support organizations, and managed systems across global locations to reduce defects. Lara also has experience training employees, developing reporting tools, analyzing data, and standardizing data entry requirements.
The document discusses performance indicators and key performance indicators (KPIs) which are used to measure and monitor the performance of organizations. It provides examples of KPIs for different business functions such as manufacturing, purchasing, sales, finance, maintenance, and human resources. Some key aspects covered include selecting KPIs based on critical success factors and customer requirements, using a balanced scorecard and performance dashboards to monitor KPIs, and characteristics of effective performance indicators.
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
The document discusses several topics related to cost analysis and improvement. It defines cost reduction as initiatives to lower costs from the current to a desired lower level in a targeted way. It defines cost control as efforts to limit cost growth within accounts. It discusses life cycle costing (LCC) as assessing the total costs of owning a product over its lifetime, including installation, operation, maintenance, and decommissioning costs. LCC can help evaluate alternatives and make optimal design decisions.
The document discusses benchmarking and function points as metrics for software projects. It defines benchmarking as comparing business processes and performance metrics to industry best practices. It outlines the benchmarking process which includes identifying what to benchmark, creating a team, collecting data from other organizations, analyzing gaps, and implementing an action plan. The document also discusses function points as a standardized software metric that measures functionality rather than lines of code. It notes the strengths and weaknesses of using function points for economic and quality analyses in software projects.
The document discusses KPIzone and the KPI Engine, which are tools developed to help contractors measure and benchmark their performance over time and against peers. KPIzone was created by Constructing Excellence to help contractors measure time, cost, and quality and understand their performance compared to others. The KPI Engine from CCI aims to meet additional needs like allowing clients to measure contractors and compare consultants. Both tools use standardized KPIs from across the industry and benchmark scores to compare users' performance to national data. The document provides guidance on implementing a performance measurement system including deciding what to measure, collecting data, calculating KPIs, reporting results, analyzing results, and taking action.
Portfolio Analysis is the gist of portfolio management. To maximize the portfolio value, the configuration and project selection need mindful consideration.
Show of pac presentation process and templateDaveOrton4
The document outlines a product development process and product acceptance committee (PAC) for a company. The process involves idea generation, market research, business analysis, product development, and launch. A PAC template is provided for team members to present new product ideas, including an overview, benefits, resources required, return on investment, implementation plan, and conclusions. The PAC aims to provide a structured way to evaluate ideas and bring the best ones to life.
The document provides an overview of benchmarking and the benchmarking process. It defines benchmarking as a systematic process of comparing an organization's performance metrics and processes to others for the purpose of self-improvement. The document outlines a typical 4-phase benchmarking process: 1) Planning, 2) Data Collection, 3) Analysis of data and identification of best practices, 4) Adapting improvements. It also discusses benchmarking terminology, tools, and best practices for effective benchmarking.
Benchmarking involves measuring performance against internal or external standards to improve processes. There are 5 key stages in a construction project's lifecycle used for benchmarking: commit to construct, available for use, end of defects period, end of project lifetime. Benchmarking can be internal, competitive, or generic. It provides benefits like better customer satisfaction and identifying best practices. Successful benchmarking requires management commitment, willingness to change, and information sharing. The 5 steps are plan, analyze gaps, develop improvement plans, review performance, and repeat benchmarking.
Faheem Ahmed Shariff is a quality analyst and process analyst with nearly 6 years of experience implementing six sigma at various industries. He has extensive experience analyzing metrics, conducting root cause analysis, and implementing best practices. He is skilled at statistical analysis and using tools like control charts, Pareto analysis, and fishbone diagrams to identify issues, improve processes, and reduce defects. He is also experienced in process automation, documentation, auditing, and driving continuous improvement initiatives.
The Ambulatory Surgery Center Association offers the Outcomes Monitoring Project, a quarterly benchmarking tool used by over 400 ASCs to compare 22 operational and financial indicators. Amerinet provides benchmarking solutions and reports to help ASCs measure performance against national benchmarks and identify opportunities to reduce costs. The Accreditation Association for Ambulatory Health Care Institute for Quality Improvement also conducts clinical performance measurement studies that ASCs can participate in for benchmarking purposes.
Benchmarking is defined as systematically measuring one's performance against recognized leaders to determine best practices that can lead to superior performance. Project benchmarking compares projects to best-in-class examples to identify innovative practices. When done correctly, benchmarking can help project managers and organizations achieve breakthrough performance by thinking outside their current approaches. The benchmarking process involves determining critical success factors, defining metrics, collecting data, identifying performance gaps, and integrating best practices into processes for continuous improvement.
This document contains sample exam questions and answers for a Production & Operations Management course. It discusses six key elements of operations strategy: production system design, facilities, product/service design, technology selection, resource allocation, and facilities planning. It also covers location decision factors, quality analysis tools like Pareto analysis and acceptance sampling, Juran's quality trilogy, and Taguchi's quality loss function. The document provides short answers to questions on project management characteristics, Gantt chart advantages, aggregate planning steps and strategies, and scheduling classifications. The remaining answers are available for purchase.
Similar to Key Performance Indicators, a spy in the camp or a useful tool? (20)
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Project Management Semester Long Project - Acuityjpupo2018
Acuity is an innovative learning app designed to transform the way you engage with knowledge. Powered by AI technology, Acuity takes complex topics and distills them into concise, interactive summaries that are easy to read & understand. Whether you're exploring the depths of quantum mechanics or seeking insight into historical events, Acuity provides the key information you need without the burden of lengthy texts.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
OpenID AuthZEN Interop Read Out - AuthorizationDavid Brossard
During Identiverse 2024 and EIC 2024, members of the OpenID AuthZEN WG got together and demoed their authorization endpoints conforming to the AuthZEN API
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Key Performance Indicators, a spy in the camp or a useful tool?
1. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Performance Indicators –
a Spy in the Camp
or a Useful Tool?
Paul A Blackett
Lancashire Teaching Hospitals NHS Foundation Trust
2. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Overview
• Definitions of KPIs
• How other industries are using them
• Tips for good KPIs
• Suggestions for Clinical Engineering KPIs
& Discussion
3. Paul A Blackett
NPAG Clinical Engineering Conference 2011
What are Key Performance
Indicators?
A specific measure of some
aspect of an organisation's
performance.
“A quantitative tool (for example rate, ratio, index,
percentage) that provides an indication of an
organisations performance in relation to a specified
process or outcome.” [1]
“
”
4. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Why do we need to use them?
• Controls Assurance (up until 2004)
• SfBH now CQC
• CNST now NHSLA
• ISO 9001:2008
• How do you know how well you are
doing?
5. Paul A Blackett
NPAG Clinical Engineering Conference 2011
A look at how others do it!
16. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Tips for good KPIs
[4]
17. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Relevant
Focus on the right topics
• What is important to your dept?
• What is it you are wanting to achieve?
• What are your core objectives?
The 3 E’s
• Economy (eg cost of repairs this year)
• Efficiency (cost per repair)
• Effectiveness (users satisfied with cost of repair)
Tips for good KPIs
18. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Tips for good KPIs
Relevant
Balanced
A Balanced Scorecard
• Originally from the private sector
• Four perspectives;
Service
users
InternalM
anagem
ent
C
ontinuous
im
provem
entFinancial(taxpayers)
19. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Relevant
Understandable
Balanced
Tips for good KPIs
Easy to understand
• Avoid Jargon
• Straightforward
Clearly defined
• How the data is obtained
Verifiable
• Have you the evidence?
20. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Tips for good KPIs
Relevant
Understandable
Balanced
Comparable
My KPI Your KPI
Between Organisations
Over time
My Old
KPI
21. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Relevant
Understandable
Balanced
Timely
Comparable
Tips for good KPIs
Nobody wants to read yesterdays news!
• How responsive are your PI figures?
• Weekly data may be too
late if it takes a week
to calculate them!
22. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Relevant
Action
focused
Understandable
Balanced
Timely
Comparable
Tips for good KPIs
What are you going
to do with the data?
Don’t stifle
Innovation!
Avoid perverse
incentives
23. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Action
focused
If you are setting targets -
are they reasonable?
Tips for good KPIs
Is it a pass/fail or is there
some middle ground?
24. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Relevant
Action Focused
Understandable
Balanced
Timely
Comparable
Viewpoint
Tips for good KPIs
Who is the data for?
• The Public
• Technical Staff
• Your Manager
What are their needs?
Tailor your KPIs to your audience!
25. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Table form
Presenting KPIs
26. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Graphically
Presenting KPIs
27. Paul A Blackett
NPAG Clinical Engineering Conference 2011
DashboardsPresenting KPIs
28. Paul A Blackett
NPAG Clinical Engineering Conference 2011
From Theory to Practise!
Requirements for Clinical
Engineering KPIs
• Simple
• Common functions
• Suitable for all to use
• Not onerous to produce
• Allow for local adjustment
• Reported once a year
29. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Suggested National Set of Clinical and Medical Engineering KPIs
for discussion!
for discussion!
for discussion!
for discussion!
Service User Internal Management
Continuous Improvement Financial
• Response Time - from
requesting phone call to first
action.
• Time to Completion – from
requesting phone call to
completed job.
• Scheduled maintenance
completion – percentage
attempted in a 12 month
period.
• Repair jobs open for more
than 3 months.
• Annual Customer
Satisfaction survey
• Time spent on Engineer
training – hrs per year
• Annual cost per device
• Annual cost per bed
30. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Response Time
The time taken from the first contact reporting an unscheduled job to
the time that it is first attended to. Measured in days. Expressed as an
average for the financial year.
Option - Exclude non-working days
Option – Categorise into priorities, for example Urgent, Routine, Low
Local Targets set to indicate, KPI met, borderline, or fail
31. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Time to Completion
The time taken from the first contact reporting an unscheduled job to
the time that it is completed. Measured in days. Expressed as an
average for the financial year.
Option - Exclude non-working days
Option - Categorise into priorities, for example Urgent, Routine, Low
Option – Exclude jobs where external influences delay work
Local Targets set to indicate, KPI met, borderline, or fail
32. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Customer Satisfaction Survey
An annual survey should be undertaken to determine user satisfaction
with the service. This survey should be tailored to the organisations
needs.
Pass / Fail
Time spent on Engineer Training
The number of hours over the financial year that a engineers have
been undergoing training or other educational process. Expressed as
hours per full time equivalent.
Option – Categorise into external and in-house providers.
Local target - Compare to other departments
33. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Scheduled Maintenance Completion
The number of scheduled jobs attempted over the financial year.
Expressed as a percentage of those due in that year.
Option – Categorise, eg completed, not available, missing.
Local Targets set to indicate, KPI met, borderline, or fail
Repair Jobs open over 3 months
The number of ongoing unscheduled jobs whose current time to
completion is over 3 months at the financial year end. Expressed as a
simple count.
Option – Exclude incident investigations
Local Targets set to indicate, KPI met, borderline, or fail
34. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Annual Cost Per Device
The average cost of maintaining a medical device over the financial
year. Expressed as cost per device.
State whether systems are considered single devices
Local target - Compare to other departments
Annual Cost Per Bed
The average cost of maintaining a medical device over the financial
year. Expressed as cost per bed.
State type of Trust eg Teaching, Acute, DGH
Local target - Compare to other departments
35. Paul A Blackett
NPAG Clinical Engineering Conference 2011
Finally…a quote…
“We are not in competition with each other. Rather, we are all
striving toward a theoretically correct performance. We each
get to set our own individual goals within the larger scope ..”
36. Paul A Blackett
NPAG Clinical Engineering Conference 2011
[1] http://www.jcaho.org/pms/core+measures/appendixd.pdf
[2] https://www.directives.doe.gov/directives/archive-directives/440.2b-
EGuide-1a2/at_download/file
[3] http://www.rail-reg.gov.uk/upload/pdf/370.pdf
[4] http://www.audit-
commission.gov.uk/SiteCollectionDocuments/AuditCommissionReports/
NationalStudies/archive_mptarget.pdf
[5]
http://www.hfmmagazine.com/hfmmagazine_app/jsp/articledisplay.jsp?dc
rpath=HFMMAGAZINE/Article/data/02FEB2010/1002HFM_FEA_Biomedi
cal&domain=HFMMAGAZINE
Product and Quality Performance Indicators for Services in Engineering.
Peter Smithson IPEM Scope. Vol 11#3 Sept 2002
Benchmarking – The new ‘Soldering Iron’ for Effective Equipment
Support. Paul Robbins. IPEM Scope. Vol 11#3 Sept 2002
References…