New Integrated Management Reporting and Control Systems in Healthcare: Moving to Multiple Values and Key Performance Indicators of Healthy Healthcare

2020 ◽  
pp. 279-300
Author(s):  
Koos Wagensveld
Keyword(s):  
Control Systems ◽  
Performance Indicators ◽  
Integrated Management ◽  
Key Performance Indicators ◽  
And Control ◽  
Management Reporting

Methodology of Operationalization of KPIs for Shop-Floor

2019 ◽  
pp. 163-191
Author(s):  
Mariana Raposo Oliveira ◽  
Diogo Jorge ◽  
Paulo Peças
Keyword(s):  
Industrial Organization ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Shop Floor ◽  
Floor Level ◽  
And Control

Key performance indicators (KPIs) are a critical tool to support activities and results' monitoring in any industrial organization. The published literature and the available approaches on KPIs focus on the business and administrative level, being computed with information retrieved at the shop-floor level. Despite that, there is a scarcity of structured and comprehensive approaches to support the generation of KPIs to be used at the shop-floor level (the few existent approaches are empiric-based). In this chapter, a methodology to support the selection and organization of KPIs at the shop-floor level is proposed. Departing from the Hoshin Kanri strategy deployment, it identifies the levels of decision and control in the company regarding the production activities and derives the most adequate KPIs for each level based on universal questions about “what performance to assess.” The build-up of visual management boards for each level is also proposed.

Naar ontzuiling en samenwerking in de studie van gedrag en organisatie

2004 ◽  
Vol 17 (5) ◽  
Author(s):  
Sandra G.L. Schruijer
Keyword(s):  
Control Systems ◽  
Performance Indicators ◽  
Organizational Psychology ◽  
Multidisciplinary Research ◽  
And Control ◽  
Structure Measurement ◽  
Practice Of Science ◽  
Current Practices

Towards depolarization and collaboration in the study of behaviour and organization Towards depolarization and collaboration in the study of behaviour and organization S.G.L. Schruijer, Gedrag & Organisatie, Volume 17, October 2004, nr. 5, pp. 303-309 In this article I discuss the current practices of social and organizational psychology in view of the necessity to collaborate between both as established by Gedrag & Organisatie. I argue that social and organizational psychology are overspecialized and pillarized, reinforced by the nature of universities' structure, measurement culture and personnel- and control systems. An exclusive attention to performance indicators leads tot instrumental and individualistic behaviour. Room for diversity and collaboration is hardly present at universities although the call for multidisciplinary research is strong. I provide some suggestions on how collaboration can be realized and conclude with the wish that Gedrag en Organisatie will devote attention to the reflection on the practice of science.

Methods of Calculation of Performance Indicators of Spacecraft Flight Control Systems

2019 ◽  
pp. 55-65
Author(s):  
I.N. Panteleymonov ◽  
A.Y. Potyupkin ◽  
V.M. Trankov ◽  
A.V. Panteleymonova ◽  
V.V. Filatov ◽  
...  
Keyword(s):  
Control Systems ◽  
Flight Control ◽  
Performance Indicators ◽  
Communication Systems ◽  
Space Systems ◽  
Space System ◽  
Spacecraft Control ◽  
Methods Of Calculation ◽  
Labour Costs ◽  
And Control

The article examines the problem of developing methods for evaluation of the effectiveness of space systems in flight. The criteria of spacecraft control efficiency are introduced, justified and calculated on examples. The accessibility and operational efficiency of on-board instrumentation, labour costs associated with the preparation and execution of communication and control sessions as well as reliability of communication systems are set as the main criteria of efficiency. As an example, the criteria of efficiency of space systems controlled with and without relay satellites are calculated. A comparative analysis of various approaches to the realization of space system in-flight control is performed. The developed methods can be used as a tool to evaluate the efficiency of space system in-flight control.

Performance Management in Dutch Central Government

2004 ◽  
Vol 70 (1) ◽  
pp. 33-50 ◽  
Author(s):  
Nico P. Mol ◽  
Johan A.M. de Kruijf
Keyword(s):  
Performance Management ◽  
Control Systems ◽  
Performance Indicators ◽  
Central Government ◽  
Management Control ◽  
Research Management ◽  
Government Organizations ◽  
Planning And Control ◽  
Familiar Expression ◽  
And Control

This article investigates how and to what extent performance indicators in Dutch central government are actually embedded in performance management. In a case study encompassing 12 government organizations, the relevance of the indicators presented is analysed in three stages: (1) with respect to the responsibilities for results intended in performance measurement, (2) with respect to responsibilities actually implied in resource allocation and (3) with respect to responsibilities ultimately to be inferred from governance – planning and control – systems applied. In our research, management control systems appear to be only partially tuned to the performance indicators specified in advance. The familiar expression ‘What you measure is what you get’ is thereby invalidated by all kinds of restrictions imposed on a manager’s actual responsibility for measurement outcomes.

scholarly journals Identification of Key Performance Indicators in Project-Based Organisations through the Lean Approach

2020 ◽  
Vol 12 (15) ◽  
pp. 5977
Author(s):  
Carolina Cruz Villazón ◽  
Leonardo Sastoque Pinilla ◽  
José Ramón Otegi Olaso ◽  
Nerea Toledo Gandarias ◽  
Norberto López de Lacalle
Keyword(s):  
Performance Indicators ◽  
Project Success ◽  
Key Performance Indicators ◽  
Relevant Information ◽  
Daily Basis ◽  
Qualitative Approach ◽  
Lean Principles ◽  
Innovation Project ◽  
And Control

For the time being, companies and organisations are being forced to compete in utterly complex and globalised environments, facing massive natural, economic, and technological challenges on a daily basis. Addressing these challenges would be impossible without a proper approach that helps them identify, measure, understand, and control the performance of their organisations. Lean principles and techniques rise as a solution. This paper justifies and proposes the use of lean principles and techniques to identify key performance indicators (KPIs) in project-based organisations based on their organisational and operational needs. The research focuses mainly on the identification and categorisation of KPIs through a qualitative approach, based on systematic literature review (SLR) of performance indicators, project management, and project success. As a case study, an analysis of relevant information of an R&D and innovation project-based organisation, such as quality manuals, a benchmarking process, internal studies, and surveys regarding what success means for different kinds of stakeholders and for the organisation itself was conducted. As a result, this research is of a high value for project-based organisations, especially those that are not apprised of how to correctly formulate a series of KPIs, or whose path to it is still not clear.

scholarly journals Safety KPIs - Monitoring of safety performance

2014 ◽  
Vol 2 (11) ◽  
pp. 9
Author(s):  
Andrej Lališ ◽  
Peter Vittek
Keyword(s):  
Performance Indicators ◽  
Organizational Factors ◽  
Key Performance Indicators ◽  
Aviation Safety ◽  
Control Mechanisms ◽  
Safety Issues ◽  
Efficient Control ◽  
Navigation Service ◽  
And Control

<span style="font-family: 'Times New Roman','serif'; font-size: 10pt; mso-fareast-font-family: 'MS Mincho'; mso-ansi-language: EN-GB; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;" lang="EN-GB">This paper aims to provide brief overview of aviation safety development focusing on modern trends represented by implementation of Safety Key Performance Indicators. Even though aviation is perceived as safe means of transport, it is still struggling with its complexity given by long-term growth and robustness which it has reached today. Thus nowadays safety issues are much more complex and harder to handle than ever before. We are more and more concerned about organizational factors and control mechanisms which have potential to further increase level of aviation safety. Within this paper we will not only introduce the concept of Key Performance Indicators in area of aviation safety as an efficient control mechanism, but also analyse available legislation and documentation. Finally we will propose complex set of indicators which could be applied to Czech Air Navigation Service Provider.</span>

scholarly journals Integrated management of an organization: from strategic management by goals to a system of key performance indicators (the case of a large production company).

2020 ◽  
Vol 18 (3) ◽  
pp. 59-71
Author(s):  
Elena G. Kalabina
Keyword(s):  
Performance Indicators ◽  
Integrated Management ◽  
Holistic Approach ◽  
Key Performance Indicators ◽  
Management Tools ◽  
Business Units ◽  
Development Goals ◽  
Large Production ◽  
Management Functions ◽  
Production Company

The article explores the possibilities of using integrated management of an organization as a concept of a holistic approach to the implementation of basic management functions, taking into account the organization's development goals and building metrics of key performance indicators on the example of a large production company in the field of electric power in the context of modern conditions. The theoretical roots and modern understanding of the management paradigm of integrated management are revealed. The author has diagnosed problem areas during the transition to integrated management, including the selection of an irrelevant set of key performance indicators for business units and their inconsistency with the goals of its development, information incompatibility of the source data for establishing key performance indicators for business units, incorrect data collection and processing, insufficient development of methodological support for calculations, heterogeneity of information flows for establishing key performance indicators, taking into account the accepted organizational structure of the company. The current conditions for using the integrated management tools of an organization with a focus on developing rules and procedures for using key performance indicators are identified. It is established that implementation of integrated management in the company associated with the transition from correct formulation of the development goals of the organization, its business units to a diversified set of key performance indicators for evaluation of the employee organization that requires the use of adequate software support and system administration. On the example of a large production company in the Ural region, a practical example of prototyping the use of integrated management is considered and an algorithm for its sequential implementation for one of the company's business units is proposed.

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