scholarly journals Klíčové ukazatele výkonnosti pro malé a střední nevýrobní podniky, operující v automobilovém průmyslu - předvýzkum

2020 ◽  
Vol 10 (2) ◽  
pp. 36-47
Author(s):  
Nikola Janíčková ◽  
Ondřej Žižlavský
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators ◽  
Manufacturing Companies ◽  
Email Communication ◽  
Main Research ◽  
Telephone Interviews ◽  
Scientific Goal ◽  
Performance Benchmarks ◽  
Patterns Of Behavior ◽  
Preliminary Research

The aim of this article is to identify the results of preliminary research on key performance indicators and their use in the area of small and medium-sized enterprises, which are non-manufacturing companies (authorized dealers of new vehicles) in the automotive industry. The next aim of this article is to outline the position of these companies in the czech economy and to identify their biggest concerns for the future. The whole preliminary research is linked to the creation of a system of key performance indicators for these companies. The purpose of the article is to evaluate the results of preliminary research and define its objectives. Within the methodology, a questionnaire survey was used, according to which a preliminary research was performed. This survey was supplemented by telephone interviews and email communication with respondents. Basic statistical methods of absolute and relative frequencies were used to evaluate the results of the preliminary research, and subsequently the interdependence of various information from the questionnaire was sought. The scientific goal of the article is to define the main research questions for research and to identify the most important findings in this area, which could signal the development and direction of the subsequent research. The result of the whole article is the identification of the main problems and patterns of behavior that characterize these companies. It was found that helping these companies to set performance benchmarks is absolutely necessary, as we encounter a lack of understanding in the use of these benchmarks.

scholarly journals OEE measurement at the automotive semi-automatic assembly lines

2021 ◽  
Author(s):  
Peter Dobra ◽  
János Jósvai
Keyword(s):  
Literature Review ◽  
Automotive Industry ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Automatic Assembly ◽  
Manufacturing Companies ◽  
Assembly Lines ◽  
Performance Quality

Manufacturing companies continuously evaluate their achieved performance based on different Key Performance Indicators (KPI). This article gives an overview about the OEE values. The study aims to provide practical OEE data of semi-automatic assembly lines used in the automotive industry. Its novelty is the revealed relationship between seat assembly lines and seat subassembly lines. Firstly, a literature review shows the scientific relevance and several cases are collected to increase OEE percentage. Secondly, the connection between chassis, tracks, recliner and mechanism assembly lines is described. Each part of OEE (availability, performance, quality) are analysed in terms of their impact.

scholarly journals Modelling of Social Key Performance Indicators of Corporate Sustainability Performance

2018 ◽  
Vol 66 (1) ◽  
pp. 303-312 ◽  
Author(s):  
Marie Pavláková Dočekalová ◽  
Alena Kocmanová ◽  
Iveta Šimberová ◽  
Jiří Koleňák
Keyword(s):  
Performance Indicators ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Corporate Sustainability ◽  
Health And Safety ◽  
Key Performance Indicators ◽  
Collective Agreement ◽  
Manufacturing Companies ◽  
Basic Set ◽  
Corporate Social

Corporate social performance is discussed in this paper. The aim of this article is to propose indicators of social performance in the context of corporate sustainability. Relevance of the proposal has been verified through a questionnaire that focused on large manufacturing companies in the Czech Republic. Using statistical methods, it was found that a basic set of sixteen indicators can be replaced by six key performance indicators – Percentage of employees covered by collective agreement, Wage discrimination, Occupational diseases, Violations of ethical code, Expenditures on identifying and ensuring customer satisfaction and Percentage of products and services assessed for their influence on health and safety of customers. These results aim to contribute to both academy and corporate practitioners, who want to improve corporate social performance and through the use of key performance indicators to support transparency and sustainability of their business. This study, however, has some limitations. The key performance indicators are designed specifically for large manufacturing companies of group 27.1 CZ‑NACE.

scholarly journals Development of Corporate Governance Performance Indicators for Czech Manufacturing Companies

2015 ◽  
Vol 6 (1) ◽  
pp. 57-72 ◽  
Author(s):  
Marie Pavláková Docekalová ◽  
Alena Kocmanová ◽  
Jirí Kolenák
Keyword(s):  
Corporate Governance ◽  
Performance Indicators ◽  
Codes Of Conduct ◽  
Key Performance Indicators ◽  
Manufacturing Companies ◽  
Strategic Objectives ◽  
Two Factors ◽  
Key Indicators ◽  
The Relationship

Abstract Effective corporate governance is a key element in achieving long-term success for any company. The codes of conduct that corporate governance adopts directly determine the sustainability of business activities. With this in mind, this paper aims to demonstrate the results of research that identifies a set of key indicators of corporate governance performance. The presented research is quantitative. In order to identify key performance indicators, factor analysis was employed. It was found that corporate governance performance is influenced by two factors. For the first factor, the relationship between corporate governance and stakeholders is measured by key indicators: percentage of women within CG, contributions to political parties, politicians and related institutions and number of complaints received from stakeholders. The second factor, strategy & compliance, is generated from the following: percentage of strategic objectives met and total number of sanctions for breaching the law. This research aims to assist both academic and corporate practitioners who want to improve corporate governance performance and, through the use of key performance indicators, support the transparency and sustainability of their business.

scholarly journals THE SELECTION OF PRODUCTIVITY KEY PERFORMANCE INDICATORS FOR CAR MANUFACTURING COMPANIES USING INTEGRATED PERFORMANCE MEASUREMENT SYSTEM

SINERGI ◽  
2018 ◽  
Vol 22 (2) ◽  
pp. 101
Author(s):  
Uly Amrina ◽  
Alfa Firdaus
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Manufacturing Companies ◽  
Stakeholder Requirement ◽  
Integrated Performance ◽  
Stakeholder Requirements

The increase in car market 17% in 2020, and ASEAN Free Trade policy only 5% for imported products, cause tightened competition in the automotive market. Car manufacturing companies face problems in selecting their performance indicators related to competitive challenges. The purpose of this research is to develop productivity key performance indicators in car manufacturing that conform to stakeholder requirements as a strategy to win the market. The conditions are manifested in a mapping of manufacturing symbols using the Integrated Performance Measurement System (IPMS) method. That manufacturing productivity indicators will become the focus of the top management to be controlled. There are four stages to go through, starting with the identification of stakeholder requirement, which produces six criteria and 12 stakeholder requirements and mapped into 16 goals and 24 key performance indicator (KPI). The second stage is benchmarking, and preparation of KPI hierarchy and the third stage is the description of each KPI in the form of KPI specification table. The fourth stage is the weighting of the six main criteria that result in 3 priority criteria which must be reported monthly between the manufacturing division (painting), finance and administration. Those are employee safety, manufacturing process effectiveness (painting) and waste elimination activities. The priority is obtained based on questionnaires answered by ten stakeholders (experts) processed with Analytical Hierarchy Process (AHP) approach and has been tested consistency in the number 0.09. These three criteria are described in 15 KPIs: performance rate, availability rate, quality rate, trained operator ratio, training value ratio> 80, delay ratio, attendance ratio, downtime losses, setup and adjustment losses, idle time, defect losses, yield losses, manpower efficiency, environmental impact and work accident ratio. 

scholarly journals Non-financial key performance indicators: regulations and guidelines versus business practice

2020 ◽  
Vol 108 (164) ◽  
pp. 115-132
Author(s):  
Joanna Krasodomska ◽  
Ewelina Zarzycka
Keyword(s):  
Public Interest ◽  
Performance Indicators ◽  
Practical Importance ◽  
Financial Statements ◽  
Key Performance Indicators ◽  
Business Practice ◽  
Public Companies ◽  
Main Research ◽  
Corporate Reporting ◽  
Research Findings

According to Directive 2014/95/EU, large public interest entities (PIEs) must disclose, i.a., a description of their business model, policies regarding environmental, social and employee matters, as well as non- financial key performance indicators (KPIs). The aim of the paper is to identify the practices of large PIEs operating in Poland as regards non-financial KPIs disclosures and to recognize any regularities among them. Our sample consists of 169 public companies that are required to provide non-financial dis-closures according to the Act on Accounting. The data was hand-collected from non-financial statements (reports) in 2019. The main research method is content analysis. The data was examined using cluster analysis. Research findings indicate that although companies present KPIs in a very diverse way, some regularities can be observed. Two groups of PIEs have been identified: (1) those that reveal KPIs on oper-ational and social activities, and (2) those that report environmental and employee indicators. Further analysis made it possible to identify companies that focus on reporting KPIs on (1) the environment, (2) operating activities, and (3) with generally moderate disclosure levels of non-financial KPIs in operational, environ-mental, and social areas. The results of the research increase knowledge in the field of reporting of non-financial information by large PIEs and are of practical importance for companies themselves, as well as for institutions and organizations which deal with corporate reporting in Poland.

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

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