日化行业外国的一份绩效管理(英文)课件

1、OverviewManagementFunctions: planning, coordinating, and controllingProcesses: measurement, analysis/ evaluation, and improvementEmphasis on the organizational and functional level1Kasetsart UniversityOverviewMeasurement: understanding of the term KPI or performance measures, identification of the K

2、PI, application of MFPMM, audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target settingAnalysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysisImprovement: outsourcing, development of manufactur

3、ing strategies, integration of knowledge learned on logistics and supplier partnership2Kasetsart UniversityOverviewWhat reflects or represents the term performance? Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learningSink and Tuttle (1989): Profitability, produc

4、tivity, quality, quality of work life, innovation, effectiveness, and efficiencyHarper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation3Kasetsart UniversityIntroductionMulti-national, national, and industrial levelsOrganizational, function

5、al, program, and project levelsTeam and individual levelsIndividual levelManagementWorkforcesKnowledge and white-collarBlue-collar4Kasetsart UniversityIntroductionMeasuring productivity/ performance requires a system view of an organization or a unit of analysis.Measuring productivity/ performance i

6、s common.Understanding of impacts from low productivity is critical for management (competitiveness).Understanding of unit dimensions and definitions are essential for measurement.5Kasetsart UniversityIntroductionOngoing Issues for “Productivity” ManagementTotal-, multi-, and single-factor productiv

7、ity 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 well as output factors6Kasetsart UniversityIntroductionSystem View o

8、f an Organization ProcessesOutputsInputsDownstreamUpstream7Kasetsart UniversityPurposes 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 where improvements need to be

9、madeTo show if improvements actually happenedTo identify whether our contractors or suppliers are meeting our requirements (Department of Energy, USA)Introduction8Kasetsart UniversityPerformance measurement should be used and integrated into a management system and process, based on the following re

10、asons.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 helps man

11、gers 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)Introduction9Kasetsart UniversityIntroductionDownstream or outcomes: customers, users, consumers, buyers, and stakehol

12、ders (impacts, reaction, satisfaction, financial growth, sales, return, replacement, recall, survival, etc.) Upstream: providers, suppliers, contractors, and vendors (relationships, partnerships, contractual agreements, etc.)10Kasetsart UniversityIntroductionOutputsIntangibleTangibleOutcomesSatisfac

13、tion, Expectation, Desirable Impacts, etc.11Kasetsart UniversityBasics on MeasurementDeming “You cannot manage what you cannot measure.” “You cannot measure what you cannot define.” “You cannot define what you do not understand.”12Kasetsart UniversityBasics on Measurement Mandated by the Government

14、Performance 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, ac

15、tivity-based management, performance-based contract, adaptive process for planning and budgeting, ownership cost, etc.)13Kasetsart UniversityBasics on MeasurementThe 1993 Government Performance and Results Act (GPRA) requires the following:(1) Establishing top-level agencys policies and objectives a

16、s 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 programs14Kasetsart UniversityBasics on MeasurementBush Administration (2001): “Performance measurement is not an annu

17、al 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.”15Kasetsart UniversityBasics on Measurem

18、entMeasurement: understanding on static/dynamic measure, and total-/ partial-/ single- factor measure, and surrogate measureStatic Ratio: Revenue CostDynamic Ratio:Revenue46 Revenue45 Cost46 Cost4516Kasetsart UniversityBasics on MeasurementSingle-factor measure: Output laborPartial- or multi-factor

19、measure: Output (labor + material)Total-factor measure: Output (labor + material + capital + machine + facility + utility + information)17Kasetsart UniversityBasics on MeasurementCase study for single-factor measure (labor only): 5 employees producing 500 output units in one month by working 22 days

20、 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 8Static measures (one month):500 units 880 labor hours = 0.57 units per labor hour500 units 5 persons = 100 units per per

21、son600 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 0.57 = 1.32(600 500) (5 5) = 1.20 1.00 = 1.20 or120 100 = 1.20 No unit dimension!18Kasetsart UniversityBasics on MeasurementCa

22、se 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. The amount of materials used ar

23、e 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 8Multi- or partial- factor measures are as fo

24、llows.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) Static RatioStatic RatioDynamic Ratio19Kasetsart UniversityBasics on MeasurementSurrogate measures repres

25、ent 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 miles employees, etc.“Restaurant services” =

26、 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 on20Kasetsart UniversityBasics on MeasurementPerformance Measures or KPIsQuantitative

27、 KPIsDescriptive KPIsRatio FormatData Reliability and AccuracyQuestionnaire FormatOccurrence FormatSize, weight, scale, reliability, and comprehensive-ness Weight, scale, accuracy, and comprehensive-nessDefinition of TermsNon-ratio FormatCross-ratio Format Cross-ratio Format 21Kasetsart UniversityBa

28、sics 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, new product introduction, etc.)22Kasetsart Uni

29、versityPast 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 Other Public Utilities (Prepar

30、ed for the Ministry of Energy) Internal Benchmarking for PEA on Distribution 23Kasetsart UniversityBasics on MeasurementIssues of Measurement “Robustness”(financial and non-financial dimensions such as weight, distance, volume, time, utility consumption, and so on): Labor: $, hours, and headcounts M

31、aterials: $, kilograms, m3, and m2 Space: $ and m2 Machines: $ and hours24Kasetsart UniversityBasics on MeasurementRevenuesNew CustomersRepeated CustomersTarget GroupUnexpected GroupPrimary GroupSecondary GroupRobustness25Kasetsart UniversitySystem AvailabilityReliability (Uptime)Maintainability (Do

32、wntime)Operating TimeStandbyActive Maintenance TimeDelay TimeCorrective TimePreventive TimeLogisticsAdministrationBasics on MeasurementRobustness26Kasetsart UniversityBusiness and Industries1. Bad Debt as a % of Revenue2. Unplanned Overtime as a % of Overtime3. % Of Suppliers with 100% Lot Acceptanc

33、e over One Year4. % Of Shipments Requiring More Than 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.

34、 % Of Qualified Suppliers and Subcontractors Receiving 90% of Total Purchased Value Examples27Kasetsart UniversityBusiness 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

35、 New Releases as a % of Total Parts % Of Parts with Two or More Suppliers 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

36、Trained in the Past 12 Months Examples28Kasetsart UniversityGovernment (Function)Information 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

37、(Department of Energy, USA) % Of Errors in Reports (Department of Energy, USA) Errors Reported 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 %

38、of Total Available Hours (Department of Energy, USA)% Deviation from Budget (Department of Energy, USA)% Variation to Cost Estimates (Department of Energy, USA)Examples29Kasetsart UniversityGovernment (Program/project) by Department of Trade and Industry, United Kingdom Time Predictability on Design

39、 = (Actual Duration at Commit to Construct - the Estimated Duration at Commit to Invest) the Estimated Duration at 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 Con

40、struct 100.Cost Predictability on Construction = (Actual Cost at Available for Use - the Estimated Cost at Commit 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 Contra

41、ct (client-agreed) Completion Duration Total Number of Change Orders Issued by the Client Project Duration Time Value of work subcontracted to or supplied by other parties as a % of Total Project CostExamples30Kasetsart UniversityEducation% Of graduates who can find work within 6 months% Of graduate

42、s who have received job offers from multi-national corporationsPublications in international journals staffsPublications in international 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 adapt

43、ed the use of multi-media software% Of incoming students from top-tier high schoolsExamples31Kasetsart UniversityDimensions (Conditions Reflecting Satisfaction)WeightRight day, late service1Wrong day, late service5Complaints reopened by customers5Missing proof of delivery1Invoice adjustment requeste

44、d1Missed pick-ups10Damaged packages10Lost packages10Over-goods (packages received in lost and found)5Abandoned calls1Occurrence Format (Source: FedEx from Neely, 1998)Descriptive KPIs#ScorePoints32Kasetsart UniversityBasics on MeasurementDataPerformance measurementInformation Roles of measurement is

45、 to convert data to information for decision/actions. Analysis of information for improvement (interventions 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, p

46、ar hike, placement, skill development, promotion, etc. This is not the focus of the material!33Kasetsart UniversityBasics on MeasurementPotential Problems:Lack of knowledge on inputs and outputs in terms of priority and impacts (What are the primary inputs? What constitutes the primary outputs? What

47、 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 units34Kasetsart UniversityBasics on MeasurementPotential Problems (cont.):3. Multiple inputs10 m2 of Space + 3

48、0 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)35Kasetsart UniversityBasics on MeasurementPotential Problems (cont.):5. Integration with the database (Is the database rob

49、ust 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 price/ cost.36Kasetsart University023451Unit assume constantArbitr

50、ary 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 Measurement37Kasetsart University023451Constant unitNon-arbitrar

51、y 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 Measurement38Kasetsart University%MonthScrap and Rework- to- Sales Ratio (in %)DefinitionSale: the value o

52、f 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 Measurement39Kasetsart UniversityLinking with Analysis/ evaluationInternal

53、analysis/ evaluation (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, bench

54、marking partners, and competitors)40Kasetsart UniversityLinking 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.OutputInputOutputInputOutputInputOutpu

55、tInputOutputInput41Kasetsart UniversityMore on MeasurementDepartment of Energy, USA on “Performance Framework”Sink and Tuttles Seven Performance CriteriaProfitability/ budgetabilityProductivityInnovationEfficiencyQuality of Work LifeEffectivenessQuality42Kasetsart UniversityMore on MeasurementDefini

56、tions: Efficiency: Degree to which the system utilizes the “right” thing. 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 repr

57、esented by the ratio of “Actual outputs” to “Planned outputs.” Profitability/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): Degre

58、e to which the system conforms to requirements, specification, or expectations. 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 factor

59、s such as pay, safety, culture, relationships with co-workers and supervisors, flexibility, autonomy, etc43Kasetsart UniversitySink Performance Criteria InterrelationshipsVirginia Quality and Productivity Center at Virginia Tech44Kasetsart UniversityMore on SinksQuality checkpoint 1Quality checkpoin

60、t 2Quality checkpoint 3Quality checkpoint 4TQM = Management of Quality at 5 CheckpointsQuality checkpoint 545Kasetsart UniversityMore on Sinks46Kasetsart UniversityMore on MeasurementUniversity of California FrameworkSafetyProductivityTimelinessQualityEffectivenessEfficiencyDefinitions: Effectivenes