老外的一份績效管理講義（英文PPT 213頁）

1、Topic: Performance ManagementKongkiti Phusavat, Ph.D.Associate ProfessorInternational Graduate Program in Industrial EngineeringKasetsart UniversityBangkok, Thailand1OverviewManagementFunctions: planning, coordinating, and controllingProcesses: measurement, analysis/ evaluation, and improvementEmpha

2、sis on the organizational and functional level2OverviewMeasurement: understanding of the term KPI or performance measures, identification of the KPI, application of MFPMM, audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target settingAnalysis: trend/

3、variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysisImprovement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and supplier partnership3OverviewWhat reflects or represents the term performance? Kaplan an

4、d Norton (1992): Financial, customer, internal business, and innovation/ learningSink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiencyHarper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix

5、, and input allocation4IntroductionMulti-national, national, and industrial levelsOrganizational, functional, program, and project levelsTeam and individual levelsIndividual levelManagementWorkforcesKnowledge and white-collarBlue-collar5IntroductionMeasuring productivity/ performance requires a syst

6、em view of an organization or a unit of analysis.Measuring productivity/ performance is common.Understanding of impacts from low productivity is critical for management (competitiveness).Understanding of unit dimensions and definitions are essential for measurement.6IntroductionOngoing Issues for “P

7、roductivity” ManagementTotal-, multi-, and single-factor productivity considerationCombination of various 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 we

8、ll as output factors7IntroductionSystem View of an Organization ProcessesOutputsInputsDownstreamUpstream8Purposes of performance measurement: To identify whether we are meeting customer requirementsTo help use understand our processesTo ensure decisions are based on facts, not on emotionTo show wher

9、e improvements need to be madeTo show if improvements actually happenedTo identify whether our contractors or suppliers are meeting our requirements (Department of Energy, USA)Introduction9Performance measurement should be used and integrated into a management system and process, based on the follow

10、ing reasons.Control: Performance 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 hel

11、ps mangers and administrators 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)Introduction10IntroductionDownstream or outcomes: customers, users, consumers, buyers, and stakeholders (impacts

12、, reaction, satisfaction, financial growth, sales, return, replacement, recall, survival, etc.) Upstream: providers, suppliers, contractors, and vendors (relationships, partnerships, contractual agreements, etc.)11IntroductionOutputsIntangibleTangibleOutcomesSatisfaction, Expectation, Desirable Impa

13、cts, etc.12Basics on MeasurementDeming “You cannot manage what you cannot measure.” “You cannot measure what you cannot define.” “You cannot define what you do not understand.”13Basics on Measurement Mandated by the Government Performance and Results Act (GPRA) of 1993 Federal agencies must be accou

14、ntable 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, activity-based management, performance-based contract, adaptive process for

15、 planning and budgeting, ownership cost, etc.)14Basics on MeasurementThe 1993 Government Performance and Results Act (GPRA) requires the following:(1) Establishing top-level agencys policies and objectives as well as annual program goals(2) Defining how the agency intends to achieve these objectives

16、 and goals(3) Demonstrate how the agency will measure its own performance, including the programs15Basics on MeasurementBush Administration (2001): “Performance measurement is not an annual event; rather it is a continuous process requiring clear performance expectations, periodic feedback for revie

17、w, and analysis for improvement.” Bush Administration (2001): “Performance measurement is not an option; the only question is how well it is done.”16Basics on MeasurementMeasurement: understanding on static/dynamic measure, and total-/ partial-/ single- factor measure, and surrogate measureStatic Ra

18、tio: Revenue CostDynamic Ratio:Revenue46 Revenue45 Cost46 Cost4517Basics on MeasurementSingle-factor measure: Output laborPartial- or multi-factor measure: Output (labor + material)Total-factor measure: Output (labor + material + capital + machine + facility + utility + information)18Basics on Measu

19、rementCase study for single-factor measure (labor only): 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. 880 = 5 22 8 and 800 =

20、 5 20 8Static measures (one month):500 units 880 labor hours = 0.57 units per labor hour500 units 5 persons = 100 units per person600 units 800 labor hours = 0.75 units per labor hour600 units 5 persons = 120 units per personDynamic measures (one month):(600 500) (800 880) = 1.20 0.909 = 1.32 or0.75

21、 0.57 = 1.32(600 500) (5 5) = 1.20 1.00 = 1.20 or120 100 = 1.20 No unit dimension!19Basics on MeasurementCase 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 w

22、ith 5 employees but working 20 days with the same working hours in one day. 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

23、 material unit (m2) for material. 880 = 5 22 8 and 800 = 5 20 8Multi- or partial- factor measures are as follows.Month # 1: (500 1000) (880 15) + (1000 150) = 3.06Month # 2: (600 1000) (800 15) + (1250 150) = 3.01Months 1 and 2: (600 1000) (500 1000) = 0.98 (800 15) + (1250 150) (880 15) + (1000 150

24、) Static RatioStatic RatioDynamic Ratio20Basics on MeasurementSurrogate 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 t

25、raveled such as total miles buses or total miles 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 s

26、o on21Basics on MeasurementPerformance Measures or KPIsQuantitative KPIsDescriptive KPIsRatio FormatData Reliability and AccuracyQuestionnaire FormatOccurrence FormatSize, weight, scale, reliability, and comprehensive-ness Weight, scale, accuracy, and comprehensive-nessDefinition of TermsNon-ratio F

27、ormatCross-ratio Format Cross-ratio Format 22Basics on MeasurementRatio format: useful for identifying KPI as well as enhancing the quality of information and of information analysis Normalization for trend analysis, benchmarking, etc. Consideration into changes in an organization (such as takeover,

28、 new product introduction, etc.)23Past 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 with 5 Oth

29、er Public Utilities (Prepared for the Ministry of Energy) Internal Benchmarking for PEA on Distribution 24Basics on MeasurementIssues of Measurement “Robustness”(financial and non-financial dimensions such as weight, distance, volume, time, utility consumption, and so on): Labor: $, hours, and headc

30、ounts Materials: $, kilograms, m3, and m2 Space: $ and m2 Machines: $ and hours25Basics on MeasurementRevenuesNew CustomersRepeated CustomersTarget GroupUnexpected GroupPrimary GroupSecondary GroupRobustness26System AvailabilityReliability (Uptime)Maintainability (Downtime)Operating TimeStandbyActiv

31、e Maintenance TimeDelay TimeCorrective TimePreventive TimeLogisticsAdministrationBasics on MeasurementRobustness27Business and Industries1. Bad Debt as a % of Revenue2. Unplanned Overtime as a % of Overtime3. % Of Suppliers with 100% Lot Acceptance over One Year4. % Of Shipments Requiring More Than

32、One Attempt to Invoice5. % Of Customers Using “Invoiceless” Processing6. Recycled Material Values as a % of Purchased Material Values 7. Total Time Lost Due to Injuries 1,000,000 Hours Worked 8. Total Time Lost Due to Strikes 1,000 Hours Worked 9. % Of Qualified Suppliers and Subcontractors Receivin

33、g 90% of Total Purchased Value Examples28Business and Industries% Of Requests for Engineering Actions Open for More Than Two Weeks Spare Parts Cost after Warranty as a % of Total Cost Suggested by Design Teams Standard Parts in New Releases as a % of Total Parts % Of Parts with Two or More Suppliers

34、 Suppliers with Quality and Productivity Improvement Programs as a % of Total Suppliers % Of Employment Requested Filled on Schedule Average Time to Process Health and Accident Insurance Claims % Of Employees Who Have Not Been Trained in the Past 12 Months Examples29Government (Function)Information

35、Technology Expenditures as a % of Revenue (Government of New South Wales, Australia )Recycled Material Values as a % of Purchased Material Values (Government of New South Wales, Australia )% Of Late Reports (Department of Energy, USA) % Of Errors in Reports (Department of Energy, USA) Errors Reporte

36、d by Outside Auditors as a % of Total Errors (Department of Energy, USA)Error in Time Estimates Total Value of Estimates (Department of Energy, USA) Number of Hours Lost due to All Equipment Downtime as a % of Total Available Hours (Department of Energy, USA)% Deviation from Budget (Department of En

37、ergy, USA)% Variation to Cost Estimates (Department of Energy, USA)Examples30Government (Program/project) by Department of Trade and Industry, United Kingdom Time Predictability on Design = (Actual Duration at Commit to Construct - the Estimated Duration at Commit to Invest) the Estimated Duration a

38、t Commit to Invest 100.Time Predictability on Construction = (Actual Duration at Available for Use - the Estimated Duration at Commit to Construct) the Estimated Duration at Commit to Construct 100.Cost Predictability on Construction = (Actual Cost at Available for Use - the Estimated Cost at Commit

39、 to Construct) the Estimated Cost at Commit to Construct 100Differences in the Planned Completion Duration and the Actual Contract (client-agreed) Completion Duration as a % of the Contract (client-agreed) Completion Duration Total Number of Change Orders Issued by the Client Project Duration Time V

40、alue of work subcontracted to or supplied by other parties as a % of Total Project CostExamples31Education% Of graduates who can find work within 6 months% Of graduates who have received job offers from multi-national corporationsPublications in international journals staffsPublications in internati

41、onal journals research projects% Of laboratory equipment in use% Of texts in elective courses that have been published in the past 10 years% Of courses that have adapted the use of multi-media software% Of incoming students from top-tier high schoolsExamples32Dimensions (Conditions Reflecting Satisf

42、action)WeightRight day, late service1Wrong day, late service5Complaints reopened by customers5Missing proof of delivery1Invoice adjustment requested1Missed pick-ups10Damaged packages10Lost packages10Over-goods (packages received in lost and found)5Abandoned calls1Occurrence Format (Source: FedEx fro

43、m Neely, 1998)Descriptive KPIs#ScorePoints33Basics on MeasurementDataPerformance measurementInformation Roles of measurement is to convert data to information for decision/actions. Analysis of information for improvement (interventions and budgeting), and rating and ranking (external parties) HR con

44、sideration (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!34Basics on MeasurementPotential Problems:Lack of knowledge on inputs and output

45、s 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?)Multiple outputs in terms of products and services 1 truck + 1 car + 1 motorcycle + 1 repair work 4 units 1 TV + 1 radio 2 unit

46、s35Basics on MeasurementPotential Problems (cont.):3. Multiple inputs10 m2 of Space + 30 m2 of Materials 40 m24. Consideration must be made into a time-effect for using inputs to generate outputs. Outputs (labor + materials)Outputs (labor + new investment capital)36Basics on MeasurementPotential Pro

47、blems (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 inputs). You must be able to differentiate the contributions to the profits whether they are from the productivity improvement or the changes in unit

48、 price/ cost.37023451Unit assume constantArbitrary origin Interval Scale (use of mean and standard deviation) such as temperature and position2nd3rd4th5th1stNo unit between two pointsOrder Ordinary Scale (use of median and percentiles) such as preference and street numbersBasics on Measurement380234

49、51Constant unitNon-arbitrary zero Ratio Scale (use of mean and standard deviation) such as length and time# 6# 3# 4# 5# 1# 2# 7Nominal Scale (use of mode) such as assignment of numbers for queuing or sport teamsBasics on Measurement39%MonthScrap and Rework- to- Sales Ratio (in %)DefinitionSale: the

50、value of goods and services sold during the period ($)Scrap and Rework: the value in terms of cost with respect to direct labor, material, and other indirect support ($)Starting points, variation, trends, and satisfaction?Basics on Measurement40Linking with Analysis/ evaluationInternal analysis/ eva

51、luation (comparison with past performance in terms of trend and variation, and with the internally-established targets, expectation, and anticipation)External analysis/ evaluation (comparison with standards, benchmarks, industrial averages with respect to the industries/ clusters, benchmarking partn

52、ers, and competitors)41Linking with ImprovementDesirable 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.OutputInputOutputInputOutputInputOutputInputOutputInput42More on Measur

53、ementDepartment of Energy, USA on “Performance Framework”Sink and Tuttles Seven Performance CriteriaProfitability/ budgetabilityProductivityInnovationEfficiencyQuality of Work LifeEffectivenessQuality43More on MeasurementDefinitions: Efficiency: Degree to which the system utilizes the “right” thing.

54、 This definition may be represented by the ratio of “Resources planned for consumption” to “Actual consumption of resources.” Effectiveness: Degree to which the system accomplishes the “right” thing. This definition may be represented by the ratio of “Actual outputs” to “Planned outputs.” Profitabil

55、ity/budgetability: Ability to generate profit/revenue based on resources consumed Productivity: Relationships between outputs generated and resources consumed for output generation Quality (anywhere in the process model): Degree to which the system conforms to requirements, specification, or expecta

56、tions. Innovation: Ability to change over time within processes or operations, and products/services offered in the market. Quality of Work Life: Reflecting on how people feel toward their workplace. Feeling in driven by factors such as pay, safety, culture, relationships with co-workers and supervi

57、sors, flexibility, autonomy, etc44Sink Performance Criteria InterrelationshipsVirginia Quality and Productivity Center at Virginia Tech45More on SinksQuality checkpoint 1Quality checkpoint 2Quality checkpoint 3Quality checkpoint 4TQM = Management of Quality at 5 CheckpointsQuality checkpoint 546More

58、 on Sinks47More on MeasurementUniversity of California FrameworkSafetyProductivityTimelinessQualityEffectivenessEfficiencyDefinitions: Effectiveness: A process characteristic indicating the degree to which the process output (work product) conforms to requirements (Are we doing the right things?)Eff

59、iciency: A process characteristic indicating the degree to which the process produces the required output at minimum resource cost. (Are we doing the things right?)Quality: Degree to which a product or service meets customer requirements and expectations.Timeliness: Degree to which a unit of work wa

60、s done correctly and on time. Criteria must be established to define what constitutes timeliness for a given unit of work. The criterion is usually based on customer requirements.Productivity: Reflecting the value added by the process divided by the value of the labor and capital consumed.Safety: De