scholarly journals Lean Information Management: Criteria For Selecting Key Performance Indicators At Shop Floor

2015 ◽  
Vol 66 (1) ◽  
pp. 67-72 ◽  
Author(s):  
Maria Virginia Iuga ◽  
Claudiu Vasile Kifor ◽  
Liviu-Ion Rosca
Keyword(s):  
Information Management ◽  
Performance Indicators ◽  
Selection Criteria ◽  
Corporate Strategy ◽  
Performance Metrics ◽  
Key Performance Indicators ◽  
Shop Floor ◽  
Research Gaps ◽  
Floor Level ◽  
The Right

AbstractMost successful organizations worldwide use key performance indicators as an important part of their corporate strategy in order to forecast, measure and plan their businesses. Performance metrics vary in their purpose, definition and content. Therefore, the way organizations select what they think are the optimal indicators for their businesses varies from company to company, sometimes even from department to department. This study aims to answer the question of what is the most suitable way to define and select key performance indicators. More than that, it identifies the right criteria to select key performance indicators at shop floor level. This paper contributes to prior research by analysing and comparing previously researched selection criteria and proposes an original six-criteria-model, which caters towards choosing the most adequate KPIs. Furthermore, the authors take the research a step further by further steps to closed research gaps within this field of study.

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.

scholarly journals Cómo realizar una medición inteligente basada en indicadores de gestión

2015 ◽  
Vol 1 (1) ◽  
pp. 129 ◽  
Author(s):  
Gerardo Duque Gutiérrez
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators ◽  
Business World ◽  
Intelligent Measurement ◽  
Toma De Decisiones ◽  
The Right

ONTARE. REVISTA DE INVESTIGACIÓN DE LA FACULTAD DE INGENIERÍATomar decisiones en el mundo empresarial no es el resultado de la intuición, sino es el arte de basarse en la información adecuada. Es allí donde aparecen los indicadores de gestión, los cuales desde su concepción deben mantener cierto grado de lógica que se soporta en unas características esenciales, que permitirán establecer comportamientos y tendencias. El medir no es solo generar indicadores sin ninguna razón de ser, ya que solo es válido, sí y solo sí, permite la toma de decisiones, de ahí, que el presente artículo tiene como fin realizar una medición inteligente basada en indicadores. ABSTRACT Oecisions making in the business world is not the result of intuition, but it is the art of being based in the right information, it is over there where key performance indicators (KPI) appear which from their conception must keep certain degree of logic that is supported in the essential characteristics  that wi/1 a//ow estab/ish behaviors and trends. Measuring is not generate indicators without any reason, while an indicator is va/id, just if it al/ows make decisions, it is for that reason that this article has the goal of realize an intelligent measurement  based on indicators. 

A Review of Methodologies for Analyzing Websites

2011 ◽  
pp. 145-166 ◽  
Author(s):  
Danielle Booth ◽  
Bernard J. Jansen
Keyword(s):  
Customer Satisfaction ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Careful Analysis ◽  
Web Analytics ◽  
Log Files ◽  
Business Goals ◽  
Visit Duration ◽  
The Right

This chapter is an overview of the process of Web analytics for Websites. It outlines how visitor information such as number of visitors and visit duration can be collected using log files and page tagging. This information is then combined to create meaningful key performance indicators that are tailored not only to the business goals of the company running the Website but also to the goals and content of the Website. Finally, this chapter presents several analytic tools and explains how to choose the right tool for the needs of the Website. The ultimate goal of this chapter is to provide methods for increasing revenue and customer satisfaction through careful analysis of visitor interaction with a Website.

scholarly journals Engaging Employees with Good Sustainability: Key Performance Indicators for Dry Ports

2019 ◽  
Vol 11 (10) ◽  
pp. 2967 ◽  
Author(s):  
Felix Kin Peng Hui ◽  
Lu Aye ◽  
Colin F. Duffield
Keyword(s):  
Change Management ◽  
Employee Engagement ◽  
Performance Indicators ◽  
Organisational Change ◽  
Key Performance Indicators ◽  
Transport Systems ◽  
Management Approach ◽  
Environmental Goals ◽  
The Right ◽  
Dry Ports

Dry ports have the potential to enhance the sustainability of transport systems, yet their introduction requires major changes to the current logistics chain. Further, emphasising sustainability goals and continued employee engagement can be a challenge when developing or implementing organisational change management programs in dry ports. Key considerations include governmental requirements and compliance, investor expectations, as well as employee engagement; these factors may be conflicting. The top-down management approach supported by strong leadership, participative approaches and constant communication assists in achieving successful change management. Sound selection of key performance indicators (KPIs) provides a set of metrics to track and aid the change process. They serve as a unifying link between top managements’ sustainability goals and employees’ engagement. The initial findings of our research confirm that both port and terminal operators have a gap in their understanding of the importance of sustainability goals and environmental goals. This will have a flow-on effect of port and terminal operators not driving the right messages to their staff in their organisational change management programs. Based on a critical literature review, it has been established what might qualify as good sustainability KPIs for dry ports. An example of a dry port at the Port of Somerton has been included. As every dry port has different requirements and constraints, it is important to develop KPIs together with stakeholders.

scholarly journals Sustainability Performance Indicators at Shop Floor Level in Large Manufacturing Companies

Procedia CIRP ◽  
2017 ◽  
Vol 61 ◽  
pp. 457-462 ◽  
Author(s):  
Mats Zackrisson ◽  
Martin Kurdve ◽  
Sasha Shahbazi ◽  
Magnus Wiktorsson ◽  
Mats Winroth ◽  
...  
Keyword(s):  
Performance Indicators ◽  
Shop Floor ◽  
Manufacturing Companies ◽  
Floor Level ◽  
Sustainability Performance

Implementing a strategy successfully

2001 ◽  
Vol 5 (4) ◽  
pp. 4-6 ◽  
Author(s):  
Joseph A. De Feo ◽  
Alexander Janssen
Keyword(s):  
Performance Indicators ◽  
Corporate Strategy ◽  
Key Performance Indicators ◽  
Top Management ◽  
The Third ◽  
Management Leadership ◽  
Strategic Goals

This is the third in a series of articles on strategic deployment and identifies the necessary steps to take in deploying the process. Describes ten such steps for corporate strategy to become an integral part of an organization’s culture: establishing a vision; agreeing on a mission; developing key strategies; developing strategic goals; establishing values; communicating company policies; providing top management leadership; deploying goals, measuring progress with key performance indicators and finally, reviewing progress.

Performance management on the shop floor – an investigation of KPI perception among managers and employees

2020 ◽  
Vol 12 (4) ◽  
pp. 461-473
Author(s):  
Jasmin Ohlig ◽  
Thomas Hellebrandt ◽  
Amelie I. Metzmacher ◽  
Patrick Pötters ◽  
Ina Heine ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Design Methodology ◽  
Qualitative Interviews ◽  
Shop Floor ◽  
Performance Management System ◽  
Negative Perception ◽  
Content Type ◽  
Floor Level

Purpose The purpose of this paper is to investigate the application of key performance indicators (KPIs) on shop floor level in German small- and medium-sized enterprises (SMEs). The paper focuses on the examination of perception differences between shop floor employees and managers with regard to collection, calculation and consolidation of KPIs as well as visualization and motivational aspects. Design/methodology/approach To examine the hypothesis on differing perceptions regarding KPIs, 27 qualitative interviews with shop floor employees and production managers within 6 SMEs from the German machinery and equipment industry were conducted on basis of a semi-structured guideline. Findings The findings show that shop floor employees self-assess a lack of relevant knowledge when it comes to understanding KPIs. Moreover, the results show that shop floor employees perceive the visualization of shop floor KPIs as insufficient and non-motivational. This goes along with the finding that managers are aware of the lacking benefit of KPIs resulting from the rather negative perception of shop floor employees. The interviewed managers recognize a strong potential for improvement of their KPI systems. Originality/value The interview results confirm the need to design a performance management system on the shop floor that considers and aligns both management and operations, is directed to the shop floor level, considers explicitly the perspective of employees and integrates motivational elements.

scholarly journals The Role of Sustainability Key Performance Indicators (KPIs) in Implementing Sustainable Strategies

2019 ◽  
Vol 11 (20) ◽  
pp. 5742 ◽  
Author(s):  
Ivo Hristov ◽  
Antonio Chirico
Keyword(s):  
Performance Indicators ◽  
Management Practices ◽  
Corporate Strategy ◽  
Key Performance Indicators ◽  
Company Performance ◽  
Academic World ◽  
Proposed Model ◽  
New Perspective ◽  
Value Creation Process

The role of sustainability dimensions in the value creation process has attracted considerable interest in the scientific academic world in the last two decades. The 2030 Agenda, which fixed the sustainable goals (SDGs) to safeguard our planet, highlighted the fundamental role of sustainability issues. In this context, companies around the world need to integrate their strategies with environmental, social, and economic dimensions. However, sustainability aspects are often not linked to company strategies, and there has been growing difficulty in measuring sustainable development by adopting an appropriate set of key performance indicators (KPIs). Accordingly, the aim of this study is as follows: (1) to identify the suitable KPIs that affect company performance, based on the literature and management practices, and (2) to propose a new perspective on a way to integrate sustainability issues in company strategies. Based on a systematic procedure, we obtained 82 papers that focus on KPIs related to sustainability issues. Following a review of papers and a survey conducted with Italian managers, we developed a sustainability perspective by selecting the most appropriate KPI system for each of the dimensions discussed. The proposed model suggests that incorporating sustainability dimensions within corporate strategy would allow strategic alignment in order to gain competitive advantage and therefore create sustainability value.

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