國外的一份績效管理講義200多頁ppt

1、kasetsart university1 topic: performance management kongkiti phusavat, ph.d. associate professor international graduate program in industrial engineering kasetsart university bangkok, thailand kasetsart university2 overview management functions: planning, coordinating, and controlling processes: mea

2、surement, analysis/ evaluation, and improvement emphasis on the organizational and functional level kasetsart university3 overview measurement: understanding of the term kpi or performance measures, identification of the kpi, application of mfpmm, audit to improve kpi by linking with policies, objec

3、tives, database, etc., ratio networking, and target setting analysis: trend/ variation understanding with mcpmt, benchmarking process, and scorecard and root-cause analysis improvement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and supplier p

4、artnership kasetsart university4 overview what reflects or represents the term ? kaplan and norton (1992): financial, customer, internal business, and innovation/ learning sink and tuttle (1989): profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency ha

5、rper (1984): productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation kasetsart university5 introduction multi-national, national, and industrial levels organizational, functional, program, and project levels team and individual levels individual level ma

6、nagementworkforces knowledge and white-collar blue-collar kasetsart university6 introduction (1) measuring productivity/ performance requires a system view of an organization or a unit of analysis. (2) measuring productivity/ performance is common. (3) understanding of impacts from low productivity

7、is critical for management (competitiveness). (4) understanding of unit dimensions and definitions are essential for measurement. kasetsart university7 introduction ongoing issues for “productivity” management (1) total-, multi-, and single-factor productivity consideration (2) combination of variou

8、s input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, reporting and information format on tabular and/or graphical forms, etc.) as well as output factors kasetsart university8 introduction system view of an organization processesoutputsi

9、nputsdownstreamupstream kasetsart university9 purposes of performance measurement: to identify whether we are meeting customer requirements to help use understand our processes to ensure decisions are based on facts, not on emotion to show where improvements need to be made to show if improvements a

10、ctually happened to identify whether our contractors or suppliers are meeting our requirements (department of energy, usa) introduction kasetsart university10 performance measurement should be used and integrated into a management system and process, based on the following reasons. control: performa

11、nce measurement helps reduce process variation. continuous improvement: performance measurement helps identify defect resources, process trends, and defect prevention as well as opportunities for improvement. need to have feedback by management: performance measurement helps mangers and administrato

12、rs realize what is to be done, what is being done, when to take corrective and preventive actions, and when to change the expectation. (department of energy, usa) introduction kasetsart university11 introduction downstream or outcomes: customers, users, consumers, buyers, and stakeholders (impacts,

13、reaction, satisfaction, financial growth, sales, return, replacement, recall, survival, etc.) upstream: providers, suppliers, contractors, and vendors (relationships, partnerships, contractual agreements, etc.) kasetsart university12 introduction outputs intangible tangible outcomes satisfaction, ex

14、pectation, desirable impacts, etc. kasetsart university13 basics on measurement deming “you cannot manage what you cannot measure.” “you cannot measure what you cannot define.” “you cannot define what you do not understand.” kasetsart university14 basics on measurement mandated by the government per

15、formance and results act (gpra) of 1993 federal agencies must be accountable and focus on improving service quality and customer satisfaction. coupled with the government management reform act of 1994 which emphasizes performance improvement and openness for annual financial audit (i.e., part, activ

16、ity- based management, performance-based contract, adaptive process for planning and budgeting, ownership cost, etc.) kasetsart university15 basics on measurement the 1993 government performance and results act (gpra) requires the following: (1) establishing top-level agencys policies and objectives

17、 as well as annual program goals (2) defining how the agency intends to achieve these objectives and goals (3) demonstrate how the agency will measure its own performance, including the programs kasetsart university16 basics on measurement bush administration (2001): “performance measurement is not

18、an annual event; rather it is a continuous process requiring clear performance expectations, periodic feedback for review, and analysis for improvement.” bush administration (2001): “performance measurement is not an option; the only question is how well it is done.” kasetsart university17 basics on

19、 measurement measurement: understanding on static/dynamic measure, and total-/ partial-/ single- factor measure, and surrogate measure static ratio: revenue cost dynamic ratio:revenue46 revenue45 cost46 cost45 kasetsart university18 basics on measurement single-factor measure: output labor partial-

20、or multi-factor measure: output (labor + material) total-factor measure: output (labor + material + capital + machine + facility + utility + information) kasetsart university19 basics on measurement case study for single-factor measure (labor only): 5 employees producing 500 output units in one mont

21、h by working 22 days per month and 8 hours per day. for the second month, 600 units were made with 5 employees but working 20 days with the same working hours in one day. 880 = 5 22 8 and 800 = 5 20 8 static measures (one month): 500 units 880 labor hours = 0.57 units per labor hour 500 units 5 pers

22、ons = 100 units per person 600 units 800 labor hours = 0.75 units per labor hour 600 units 5 persons = 120 units per person dynamic measures (one month): (600 500) (800 880) = 1.20 0.909 = 1.32 or 0.75 0.57 = 1.32 (600 500) (5 5) = 1.20 1.00 = 1.20 or 120 100 = 1.20 no unit dimension! kasetsart univ

23、ersity20 basics on measurement case study for multi- or partial- factor measure: 5 employees producing 500 output units in one month by working 22 days per month and 8 hours per day. for the second month, 600 units were made with 5 employees but working 20 days with the same working hours in one day

24、. the amount of materials used are 1,000 and 1,250 units respectively. the price for the outputs for the first and second month is $1,000 per unit while the costs of labor over the two months is $15 per labor hour and $150 per material unit (m2) for material. 880 = 5 22 8 and 800 = 5 20 8 multi- or

25、partial- factor measures are as follows. month # 1: (500 1000) (880 15) + (1000 150) = 3.06 month # 2: (600 1000) (800 15) + (1250 150) = 3.01 months 1 and 2: (600 1000) (500 1000) = 0.98 (800 15) + (1250 150) (880 15) + (1000 150) static ratio static ratio dynamic ratio kasetsart university21 basic

26、s on measurement surrogate measures represent the implication of outputs and inputs that are to be examined. nowadays, they are used to reflect upstream and downstream as well. “transportation services” = total mileage traveled or total passenger mileage traveled such as total miles buses or total m

27、iles employees, etc. “restaurant services” = level of satisfaction, revenue, and profit such as revenue staffs, level of satisfaction electricity, etc. “quality students,” “innovation in product development,” “quality of work life for office workers,” and so on kasetsart university22 basics on measu

28、rement performance measures or kpis descriptive kpis data reliability and accuracy questionnaire format occurrence format size, weight, scale, reliability, and comprehensive- ness weight, scale, accuracy, and comprehensive -ness definition of terms non-ratio format cross-ratio format cross-ratio for

29、mat kasetsart university23 basics on measurement ratio format: useful for identifying kpi as well as enhancing the quality of information and of information analysis r normalization for trend analysis, benchmarking, etc. r consideration into changes in an organization (such as takeover, new product

30、introduction, etc.) kasetsart university24 past and present projects: internal benchmarking for electricity generating authority of thailand (egat) on generation and transmission counterpart on behalf of provincial electricity authority (pea): pwc report on productivity and efficiency benchmarking w

31、ith 5 other public utilities (prepared for the ministry of energy) internal benchmarking for pea on distribution kasetsart university25 basics on measurement issues of measurement “robustness” (financial and non-financial dimensions such as weight, distance, volume, time, utility consumption, and so

32、 on): labor: $, hours, and headcounts materials: $, kilograms, m3, and m2 space: $ and m2 machines: $ and hours kasetsart university26 basics on measurement revenues new customersrepeated customers target group unexpected group primary group secondary group robustness kasetsart university27 system a

33、vailability reliability (uptime) maintainability (downtime) operating timestandby active maintenance time delay time corrective timepreventive time logisticsadministration basics on measurement robustness kasetsart university28 business and industries 1. bad debt as a % of revenue 2. unplanned overt

34、ime as a % of overtime 3. % of suppliers with 100% lot acceptance over one year 4. % of shipments requiring more than one attempt to invoice 5. % of customers using “invoiceless” processing 6. recycled material values as a % of purchased material values 7. total time lost due to injuries 1,000,000 h

35、ours worked 8. total time lost due to strikes 1,000 hours worked 9. % of qualified suppliers and subcontractors receiving 90% of total purchased value examples kasetsart university29 business and industries 1.% of requests for engineering actions open for more than two weeks 2.spare parts cost after

36、 warranty as a % of total cost suggested by design teams 3.standard parts in new releases as a % of total parts 4.% of parts with two or more suppliers 5.suppliers with quality and productivity improvement programs as a % of total suppliers 6.% of employment requested filled on schedule 7.average ti

37、me to process health and accident insurance claims 8.% of employees who have not been trained in the past 12 months examples kasetsart university30 government (function) 1.information technology expenditures as a % of revenue (government of new south wales, australia ) 2.recycled material values as

38、a % of purchased material values (government of new south wales, australia ) 3.% of late reports (department of energy, usa) 4.% of errors in reports (department of energy, usa) 5.errors reported by outside auditors as a % of total errors (department of energy, usa) 6.error in time estimates total v

39、alue of estimates (department of energy, usa) 7. number of hours lost due to all equipment downtime as a % of total available hours (department of energy, usa) 8.% deviation from budget (department of energy, usa) 9.% variation to cost estimates (department of energy, usa) examples kasetsart univers

40、ity31 government (program/project) by department of trade and industry, united kingdom 1.time predictability on design = (actual duration at commit to construct - the estimated duration at commit to invest) the estimated duration at commit to invest 100. 2.time predictability on construction = (actu

41、al duration at available for use - the estimated duration at commit to construct) the estimated duration at commit to construct 100. 3.cost predictability on construction = (actual cost at available for use - the estimated cost at commit to construct) the estimated cost at commit to construct 100 4.

42、differences in the planned completion duration and the actual contract (client-agreed) completion duration as a % of the contract (client- agreed) completion duration 5.total number of change orders issued by the client project duration time 6.value of work subcontracted to or supplied by other part

43、ies as a % of total project cost examples kasetsart university32 education 1.% of graduates who can find work within 6 months 2.% of graduates who have received job offers from multi- national corporations 3.publications in international journals staffs 4.publications in international journals resea

44、rch projects 5.% of laboratory equipment in use 6.% of texts in elective courses that have been published in the past 10 years 7.% of courses that have adapted the use of multi-media software 8.% of incoming students from top-tier high schools examples kasetsart university33 dimensions (conditions r

45、eflecting satisfaction) weight right day, late service 1 wrong day, late service 5 complaints reopened by customers 5 missing proof of delivery 1 invoice adjustment requested 1 missed pick-ups 10 damaged packages 10 lost packages 10 over-goods (packages received in lost and found) 5 abandoned calls

46、1 occurrence format (source: fedex from neely, 1998) descriptive kpis score points kasetsart university34 basics on measurement data performance measurement information roles of measurement is to convert data to information for decision/actions. analysis of information for improvement (interventions

47、 and budgeting), and rating and ranking (external parties) hr consideration (to be referred to as appraisal not measurement, and to be related to functional job analysis) involves pay-scale, par hike, placement, skill development, promotion, etc. this is not the focus of the material! kasetsart univ

48、ersity35 basics on measurement potential problems: 1. lack of knowledge on inputs and outputs in terms of priority and impacts (what are the primary inputs? what constitutes the primary outputs? what represents the inputs and outputs? current data being collected?) 2. multiple outputs in terms of pr

49、oducts and services 1 truck + 1 car + 1 motorcycle + 1 repair work 4 units 1 tv + 1 radio 2 units kasetsart university36 basics on measurement potential problems (cont.): 3. multiple inputs 10 m2 of space + 30 m2 of materials 40 m2 4. consideration must be made into a time-effect for using inputs to

50、 generate outputs. outputs (labor + materials) outputs (labor + new investment capital) kasetsart university37 basics on measurement potential problems (cont.): 5. integration with the database (is the database robust enough?) 6. rapid changes in prices (per unit of outputs) and costs (per unit of i

51、nputs). you must be able to differentiate the contributions to the profits whether they are from the productivity improvement or the changes in unit price/ cost. kasetsart university38 023451 unit assume constant arbitrary origin interval scale (use of mean and standard deviation) such as temperatur

52、e and position 2nd3rd4th5th1st no unit between two points order ordinary scale (use of median and percentiles) such as preference and street numbers basics on measurement kasetsart university39 023451 constant unit non-arbitrary zero ratio scale (use of mean and standard deviation) such as length an

53、d time # 6 # 3 # 4 # 5 # 1 # 2 # 7 nominal scale (use of mode) such as assignment of numbers for queuing or sport teams basics on measurement kasetsart university40 % month scrap and rework- to- sales ratio (in %) definition sale: the value of goods and services sold during the period ($) scrap and

54、rework: the value in terms of cost with respect to direct labor, material, and other indirect support ($) starting points, variation, trends, and satisfaction? basics on measurement kasetsart university41 linking with analysis/ evaluation 1. internal analysis/ evaluation (comparison with past perfor

55、mance in terms of trend and variation, and with the internally-established targets, expectation, and anticipation) 2. external analysis/ evaluation (comparison with standards, benchmarks, industrial averages with respect to the industries/ clusters, benchmarking partners, and competitors) kasetsart

56、university42 linking with improvement desirable impacts should be anticipated prior to improvement interventions. for example, to improve productivity, one may expect at least one of the following five desirable impacts. output input output input output input output input output input kasetsart univ

57、ersity43 more on measurement department of energy, usa on “performance framework” sink and tuttles seven performance criteria profitability/ budgetability productivityinnovation efficiencyquality of work lifeeffectiveness quality kasetsart university44 more on measurement definitions: : degree to wh

58、ich the system utilizes the “right” thing. this definition may be represented by the ratio of “resources planned for consumption” to “actual consumption of resources.” : degree to which the system accomplishes the “right” thing. this definition may be represented by the ratio of “actual outputs” to

59、“planned outputs.” : ability to generate profit/revenue based on resources consumed : relationships between outputs generated and resources consumed for output generation anywhere in the process model): degree to which the system conforms to requirements, specification, or expectations. : ability to

60、 change over time within processes or operations, and products/services offered in the market. : reflecting on how people feel toward their workplace. feeling in driven by factors such as pay, safety, culture, relationships with co-workers and supervisors, flexibility, autonomy, etc kasetsart univer