Model of a Performance Measurement System for Maintenance Management

2017 ◽  
pp. 194-214
Author(s):  
José Contreras ◽  
Carlos Parra ◽  
Adolfo Crespo Márquez ◽  
Vicente González-Prida ◽  
Fredy A. Kristjanpoller ◽  
...  
Keyword(s):  
Balanced Scorecard ◽  
Economic Value ◽  
Value Added ◽  
Maintenance Management ◽  
Performance Measurement System ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Definition Of ◽  
Key Indicators ◽  
The Relationship

This chapter book will analyze different systems of indicators by which maintenance management is evaluated. The models analyzed are: 1) The Balanced Scorecard. 2) The Alsyouf Model. 3) The Maintenance Scorecard Model. 4) The Metrics for Maintenance of SMRP (Society of Maintenance and Reliability Professionals). 5) The EN-15341-Maintenance Key Performance Indicators (European Standard). This paper presents a model for indicators based on various hierarchical levels and different functions and processes taking place in a maintenance department. With this model a comprehensive assessment of the most important aspects at all levels of the organization is achieved and shows the relationship between the various indicators to understand the overall performance of maintenance management and so align departmental objectives with the strategic objectives. Also is developed the C-KPI-M model, which is the definition of 18 chains of key indicators for viewing the cause and effect of the maintenance KPI that contribute to achieving the maximum Economic Value Added (EVA).

scholarly journals Managing For Value: Developing A Performance Measurement System Integrating Economic Value Added and The Balanced Scorecard In Strategic Planning

1970 ◽  
Vol 21 (1) ◽  
pp. 1-18
Author(s):  
Harold Fletcher ◽  
Darlene Brannigan Smith
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Economic Value ◽  
Value Added ◽  
Performance Measurement System ◽  
Corporate America ◽  
Economic Value Added ◽  
The Balanced Scorecard ◽  
System A ◽  
Hierarchy Process

Economic value added (EVA) systems and the balanced scorecard (BSC) havegenerated a tremendous interest in corporate America recently as approachesto performance management. Implementation of these methodologies has notproven to be easy. This paper introduces the analytical hierarchy process andshows how this methodology addresses the limitations of EVA and BSC by integratingthem into one comprehensive system. A case study is used to illustratethis methodology.

Using the Balanced Scorecard to Measure the Performance of Your HR Information System

2002 ◽  
Vol 31 (4) ◽  
pp. 543-557 ◽  
Author(s):  
Wesley O. Hagood ◽  
Lee Friedman
Keyword(s):  
Information System ◽  
Human Resources ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Value Added ◽  
Program Director ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Human Resources Information System

One of the most significant challenges faced by public personnel executives today is measuring the performance of their human resources information system (HRIS) in order to justify the value-added contribution of the HRIS to accomplishing the organization's mission. Over the last year, the CIA developed and implemented a balanced scorecard-based performance measurement system for its HRIS to justify cost and highlight the effectiveness of the system. The HRIS Program Director, Patricia Minard, used the Kaplan-Norton balanced scorecard framework to identify and align the organization's goals, objectives, and measures; to gather baseline data to measure against established measurement targets; and to measure and demonstrate the value-added contribution of the HRIS.

scholarly journals Evaluasi Penerapan Balanced Scorecard sebagai Pendekatan dalam Pengukuran Kinerja

2016 ◽  
Vol 1 (1) ◽  
Author(s):  
Dian Purwandari
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Comparative Method ◽  
Performance Measurement System ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
And Performance ◽  
Measure Of Performance ◽  
Internal Business Process

Abstrak Penelitian ini bertujuan untuk: (1) mengevaluasi balanced scorecard yang diterapkan oleh Bank XYZ; (2) menganalisis sistem pengukuran kinerja; (3) merumuskan kembali balanced scorecard sesuai dengan misi, visi, dan strategi Bank XYZ. Penelitian dilakukan dengan menggunakan metode deskriptif komparatif, yaitu melalui studi literatur yang dilakukan dengan mempelajari literatur yang berkaitan dengan topik penelitian, serta studi lapangan yang dilakukan melalui wawancara dan observasi langsung untuk mendapatkan gambaran mengenai situasi dan kondisi perusahaan. Berdasarkan hasil evaluasi secara keseluruhan, perancangan balanced scorecard Bank XYZ belum optimal. Cakupan sasaran strategis dari perspektif proses bisnis internal, serta perspektif pembelajaran dan pertumbuhan masih terlihat sederhana dan belum mengakomodasi sasaran strategis dari perspektif pelanggan dan perspektif keuangan. Penelitian ini berusaha merumuskan kembali perancangan balanced scorecard dengan menggunakan ukuran indikator kinerja sesuai dengan teori Kaplan dan Norton. Kata Kunci : Balanced Scorecard dan Pengukuran Kinerja Evaluation of the Application of Balanced Scorecard as Performance Measurement Approach (Case Study on Bank XYZ) Abstract This research is aimed to: (1) evaluate BSC applied by Bank XYZ; (2) analyze the performance measurement system; (3) reformulate balanced scorecard in accordance with the mission, vision, and strategy of Bank XYZ. This research uses descriptive comparative method, specifically the study of literature that conducted by studying literature related to the research topic, and the field study carried out by interviews and direct observation to get an overview of the situation and condition of the company. Based on the overall results of the evaluation, the design of balanced scorecard on Bank XYZ is not optimal. The scope of the strategic objectives of the internal business process, and learning and growth perspective still look simple and yet accommodate the strategic objectives of the customer perspective, and financial perspective. This research seeks to reformulate the design of the balanced scorecard by using a measure of performance indicators in accordance with the theory of Kaplan and Norton. Keywords: balanced scorecard and performance measurement

Performance measurement and metrics in supply chains: an exploratory study

2015 ◽  
Vol 64 (8) ◽  
pp. 1068-1091 ◽  
Author(s):  
Wojciech Piotrowicz ◽  
Richard Cuthbertson
Keyword(s):  
Performance Management ◽  
Customer Service ◽  
Balanced Scorecard ◽  
Economic Value ◽  
Empirical Work ◽  
Health And Safety ◽  
Value Added ◽  
Small Sample ◽  
Content Type ◽  
The Balanced Scorecard

Purpose – The purpose of this paper is to explore the approaches and metrics used to measure supply chain (SC) performance, and to understand the relative perceived importance of such measures. Design/methodology/approach – This research is based on empirical data captured through a survey of SC professionals in a variety of business sectors. Findings – The research confirms the importance of the balanced scorecard (BSC) approach, with BSC, SCOR and economic value added being the most commonly used tools. Economic metrics dominate, focused on cost and customer service. While social and environmental-related measures are of emerging importance, they appear to be of similar importance to economic metrics only when backed up by a legal obligation. Research limitations/implications – The small sample of 51 companies was based on access and the group is not wholly representative of all businesses. Respondents were mainly managers from EU countries involved in procurement, logistics and transport activities. Surveyed companies included manufacturing, automotive, retail, logistics services and wholesaling businesses. Practical implications – The common key performance indicators (KPI’s) are identified. These include measures related to: quality, efficiency, responsiveness, health and safety, employees, emission, natural resources utilisation, waste and recycling. Issues that influence the usage of measurement systems as well as the company and SC levels are ranked. Social implications – Implementation of a monitoring system and subsequent usage of the collected data may help to reduce negative external impacts on society and the environment. Originality/value – The field of SC performance management is still developing, with growing empirical work. Nevertheless this paper is one of the first attempts to carry out such an analysis focused on metrics and their usage. The survey instrument has been tested and can now be applied to other contexts.

scholarly journals Prototype Sistem Informasi Pengukuran Kinerja Fakultas Dengan Menggunakan Balanced Scorecard Studi Kasus: Fakultas Sains Dan Teknologi UIN Jakarta

2018 ◽  
Vol 11 (2) ◽  
pp. 127-138
Author(s):  
Tomi Hardi
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Strategic Objectives ◽  
The Balanced Scorecard

ABSTRAK Pengukuran kinerja adalah hal yang penting bagi manajemen dalam melakukan evaluasi performa dan perencanaan perguruan tinggi. Salah satu metode untuk mengukur kinerja tersebut adalah dengan balanced scorecard. Fakultas Sains dan Teknologi  sebagai sebuah fakultas yang memiliki visi dan misi belum memanfaatkan Sistem Pengukuran Kinerja (SPK) untuk mengetahui sudah sejauh mana visi dan misi itu terlaksana. SPK yang baik haruslah terintegrasi untuk semua unit dan aktivitas di fakultas . Indikator kinerja yang terbentuk tidak hanya berupa indikator kinerja finansial (keuangan) tetapi juga indikator kinerja nonfinansial. Oleh karena itu peneliti mencoba merancang system pengukuran kinerja dengan melibatkan indikator kinerja financial dan nonfinansial. Prores perancangan SPK menggunakan model Balanced Scorecard , yaitu keseimbangan antara finansial dan nonfinansial dengan didasarkan pada langkah-langkah (framework) yaitu penetapan arsitek pengukuran, penentuan tujuan strategis (strategic objectives) dari masing-masing perspektif (finansial, pelanggan, proses bisnis internal, belajar dan tumbuh), penentuan Key Performance Indicators (KPI) dan penentuan target. Untuk melakukan penilaian kinerja adalah menggunakan lembar kerja pengukuran kinerja yang dirancang sedemikian rupa sehingga dapat memberikan gambaran mengenai kinerja. hasil dari penelitian ini yaitu implementasi  dalam bentuk software diharapkan mampu mempercepat proses analisis Balanced Scorecard itu sendiri dan memberikan nilai tambah yaitu berupa competiteve advantage dalam persaingan bisnis, sehingga dapat dijadikan sebagai salah satu sistem pendukung keputusan di tingkat manajerial. ABSTRACT Performance measurement is important for management to evaluate the performance and college planning. One method is to measure the performance of the Balanced Scorecard. Faculty of Science and Technology as a faculty that has the vision and mission have not been utilizing the Performance Measurement System (DSS) to determine the extent to which the vision and the mission was accomplished. Good SPK be integrated to all units and activities in the faculty. Performance indicators are formed not only in the form of financial performance indicators (financial) but also non-financial performance indicators. Therefore, researchers tried to design a performance measurement system involving financial and non-financial performance indicators. ProRes DSS design using a model of the Balanced Scorecard, which is a balance between the financial and nonfinancial measures are based on the (framework) that the determination architect measurements, determination of strategic objectives (strategic objectives) of the respective perspectives (financial, customer, internal business processes, learning and growing), the determination of Key Performance Indicators (KPI) and the determination of the target. To conduct performance appraisal is to use performance measurement worksheets are designed such that it can provide a picture of performance. the results of this study are in the form of software implementation is expected to accelerate the analysis process itself and the Balanced Scorecard provide added value in the form of competiteve advantage in a competitive business, so it can be used as a decision support system at the managerial level.  

scholarly journals Extended Enterprise Metrics: The Key To Achieving Synthesized Effectiveness

2011 ◽  
Vol 2 (5) ◽  
Author(s):  
John W. Kamauff ◽  
Darlene Brannigan Smith ◽  
Robert Spekman
Keyword(s):  
Supply Chain ◽  
Balanced Scorecard ◽  
Economic Value ◽  
Value Added ◽  
Extended Enterprise ◽  
Font Size ◽  
The Balanced Scorecard ◽  
Natural Response ◽  
Good For ◽  
Traditional Performance

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt; mso-bidi-font-size: 12.0pt;"><span style="font-family: Times New Roman;">In this paper we argue that the Extended Enterprise is a natural response to changing competitive dynamics and is predicated upon adapting some of the traditional performance measures.<span style="mso-spacerun: yes;">&nbsp; </span>We examine how the constructs of the Balanced Scorecard, Economic Profit (or Economic Value Added) and boundary spanning metrics such as the cash-to-cash cycle are useful tools for developing metrics for the Extended Enterprise.<span style="mso-spacerun: yes;">&nbsp; </span>We illustrate that when these measures are jointly adopted they can help to drive the integrating behaviors that epitomize the truly revolutionary Extended Enterprise.<span style="mso-spacerun: yes;">&nbsp; </span>The key phrase here is integrative &ndash; what is good for one must be good for all since the true competitive battle is fought supply chain against supply chain.</span></span></p>

scholarly journals A relação entre o Balanced Scorecard e a mitigação dos riscos organizacionais: estudo de caso múltiplo

Revista Foco ◽  
2019 ◽  
Vol 12 (2) ◽  
pp. 04
Author(s):  
Gabrielle Ribeiro Rodrigues da Silva ◽  
Gustavo Abib
Keyword(s):  
Risk Management ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Action Plan ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Strategic Risk ◽  
Performance Measurement Systems ◽  
The Individual ◽  
The Relationship

O risco, inerente a qualquer atividade, está presente tanto no cotidiano individual quanto no empresarial. A literatura aponta ainda lacunas na relação entre a gestão do risco e as metodologias de análise de desempenho, aqui tratado através do Balanced Scorecard (BSC). O objetivo deste artigo repousa na investigação da relação entre o BSC e a gestão ou a mitigação dos riscos corporativos, analisando, se a ação de estabelecer uma cultura voltada para a implementação, execução e controle das estratégias, apoiada por sistemas adequados de medição de desempenho, impactam na gestão dos riscos. Por meio de um estudo de múltiplos casos com três grandes empresas que já haviam implantado o BSC há pelo menos dois anos, buscou-se tal resposta. Apesar do risco ser administrado de maneira diferente em cada organização, verificou-se que com a adoção da metodologia do BSC possibilitou as empresas identificarem uma maior gama de riscos prováveis, potencializando assim a sua gestão. O sistema de mensuração de desempenho auxiliou a empresa a focar eventuais áreas de risco estratégicas e auxiliar a direção em um plano de ação sustentável para atenuar os riscos. The risk, inherent in any activity, is present both in the individual and in everyday business. The literature also highlights gaps in the relationship between risk management and performance analysis methodologies, here handled through the Balanced Scorecard (BSC). The aim of this paper lies in investigating the relationship between the BSC and the management or mitigation of corporate risks, analyzing whether the action of establishing a culture focused on the implementation, execution and control of strategies, supported by adequate performance measurement systems, impact on risk management. Through a multiple case study with three large companies that have already deployed the BSC for at least two years, we sought to answer such question. Despite the risk be administered differently in each organization, it was found that by adopting the BSC methodology enabled companies to identify a wider range of possible risks, thus enhancing its management. The performance measurement system helped the company to focus on possible strategic risk areas and assist the direction on a sustainable action plan to mitigate the risks.  

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