Improvement of the Key Performance Indicators (KPIs) and Evaluation of Challenges

2020 ◽  
pp. 54-61
Author(s):  
Nancy Goni Gaines
Keyword(s):  
Literature Review ◽  
Best Practices ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Practical Experience ◽  
Measurement Systems ◽  
Effective Performance ◽  
Critical Issues ◽  
Performance Measurement Systems

To benchmark the performance of the Bus System (BS), Performance Measurement Systems (PMSs) should be used. In that regard, this contribution reviews the advancement of the standard PMSs used globally: Key Performance Indicators (KPIs). This research will further identify the BS that has a record of effective performance throughout their operations. With reference from the experiences in benchmarking, we have presented a literature review of KPIs and evaluated inputs to confirm that KPIs are a standardized approach used to compare and identify the performances of best practices for BS participation. The practical experience with the systems haspotentially identified various critical issues in collecting comparable and consistent data. Dealing with these issues, giving the comparable information and undertaking essential study to comprehend and point out the basis for effective performance is considered a process which provides lessons for considerable benchmarking practices. This paper further evaluates the rules of the benchmarking processes, the PMSs of the BS, the overall challenges faced when collecting data andlastly, the findings of the benchmarking practice.

scholarly journals Perancangan Sistem Pengukuran Kinerja Dengan Metode Integrated Performance Measurement System (IPMS) (Studi Kasus: Program Studi Teknik Industri Universitas PGRI Adi Buana Surabaya)

2011 ◽  
Vol 9 (1) ◽  
pp. 16-24
Author(s):  
Yunia Dwie Nurcahyanie
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Measurement Systems ◽  
Stakeholder Requirement ◽  
Performance Measurement Systems ◽  
Integrated Performance

Untuk menjamin kualitas pendidikan di Program Studi Teknik Industri Universitas PGRI Adi Buana surabaya, diperlukan sebuah rancangan sistem pengukuran kinerja (SPK) yang terintegrasi dengan metode IPMS (Integrated Performance Measurement Systems). Dengan metode IPMS, Key Performance Indicators (KPI) Program Studi Teknik Industri ditentukan berdasarkan stakeholder requirement melalui empat tahapan yaitu; identifikasi stakeholder requirement, external monitor, penetapan objectives, dan identifikasi KPIs. Hasil perancangan SPK di Program Studi Teknik Industri Universitas PGRI Adi Buana Surabaya, dapat mengidentifikasi 26 KPIs yang dikelompokkan dalam 9 kriteria kinerja Program Studi Teknik Industri, yaitu; kurikulum, mahasiswa, finansial, SDM, administrasi akademik, proses belajar mengajar, lulusan, evaluasi dan pengendalian, dan masyarakat

scholarly journals EVALUASI KINERJA PROGRAM STUDI PENDIDIKAN TEKNIK MESIN FKIP UNS MENGGUNAKAN METODE INTEGRATED PERFORMANCE MEASUREMENT SYSTEMS (IPMS)

2017 ◽  
Vol 10 (1) ◽  
pp. 11
Author(s):  
Bekti Khonaah ◽  
Suharno Suharno ◽  
Budi Harjanto
Keyword(s):  
Performance Measurement ◽  
Analytical Hierarchy Process ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
Integrated Performance ◽  
Hierarchy Process

<p>Penelitian ini bertujuan untuk mengevaluasi kinerja dari Program Studi Pendidikan Teknik Mesin. Metode yang digunakan pada penelitian ini adalah (1) <em>Integrated Performance Measurement Systems</em> (<em>IPMS</em>) yang tujuan utamanya adalah merancang sistem pengukuran; (2) <em>Analytical Hierarchy Process</em> (<em>AHP</em>) yang bertujuan untuk melakukan pembobotan indikator; dan (3) <em>Objective Matrix</em> (<em>OMAX</em>) yang bertujuan untuk melakukan pengukuran kinerja. Hasil dari penelitian ini adalah sebagai berikut. <em>Pertama</em>, hasil rancangan pengukuran kinerja terdiri dari 14 indikator yang termasuk dalam 6 kriteria perspektif pengukuran kinerja. <em>Kedua</em>, tingkat kinerja pada tiap <em>Key Performance Indicators</em> (<em>KPI</em>) yang paling tinggi adalah indikator tersedia instrumen baku untuk mengukur kinerja dosen dalam perkuliahan, sedangkan kinerja yang paling rendah adalah indikator 95% lembar Berita Acara Perkuliahan (BAP). Kinerja Program Studi Pendidikan Teknik Mesin secara keseluruhan memiliki indeks kinerja sebesar 5,055, sehingga kinerja pada Program Studi Pendidikan Teknik Mesin masuk dalam kategori mengalami peningkatan kinerja. <em>Ketiga</em>, kinerja yang perlu ditingkatkan pada Program Studi Pendidikan Teknik Mesin Universitas Sebelas Maret Surakarta terdapat 8 <em>Key Performance Indicators</em> (<em>KPI</em>).  Kinerja yang perlu diperbaiki pada Program Studi Pendidikan Teknik Mesin Universitas Sebelas Maret Surakarta adalah 95% lembar Berita Acara Perkuliahan  (BAP) terisi.</p><p> </p><p><strong>Kata Kunci</strong>: pengukuran kinerja, <em>IPMS</em>, <em>AHP</em>, Pendidikan Teknik Mesin, <em>KPI</em>.</p>

Executing strategy through comprehensive performance measurement systems

2017 ◽  
Vol 37 (4) ◽  
pp. 423-443 ◽  
Author(s):  
Pietro Micheli ◽  
Matteo Mura
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Company Performance ◽  
Content Type ◽  
Cost Leadership ◽  
Measurement Systems ◽  
Comprehensive Performance ◽  
Different Types ◽  
Performance Measurement Systems

Purpose The purpose of this paper is to investigate the mediating role of comprehensive performance measurement systems (PMS) – i.e. measurement systems that comprise financial and non-financial indicators, and which also consist of indicators related to different aspects of an organisation’s operations – in the relationship between strategy and company performance. Design/methodology/approach Survey data of top managers of large European companies were collected and analysed by means of exploratory factor analyses and hierarchical regressions in order to validate the proposed hypotheses. Findings This research shows that different strategies lead to the use of different types of performance indicators. Also, it finds that the utilisation of a comprehensive PMS enables the implementation of both differentiation and cost-leadership strategies. Specifically, a comprehensive PMS positively mediates the effect of differentiation strategy on organisational and innovative performance, and of cost-leadership strategy on organisational performance. Research limitations/implications Further research could be undertaken in other contexts and consider additional factors, such as the structure, maturity and different uses of PMS, and the cost of measuring performance. Qualitative studies could examine the role of PMS in dynamic environments, as well as the evolution of PMS during strategic transitions. Practical implications Greater consideration should be given to the utilisation of different types of performance indicators when implementing and re-formulating strategy. Originality/value This study clarifies the links between strategy and performance measurement, and it is the first to identify the mediating effect of comprehensive PMS between strategy and company performance.

Measuring up: do you have a scorecard?

2002 ◽  
Vol 2 (4) ◽  
pp. 181-187
Author(s):  
K. Johnson
Keyword(s):  
Best Practices ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Business Practices ◽  
Actual Performance ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
A Performance

Performance measurement can be an effective tool in driving organization improvement to enable your utility to become more competitive, or improve customer satisfaction. WERF Project #99-WWF-7, Developing and Implementing a Performance Measurement System, is developing performance measurement systems by investigating a number of “best practices” in other industries and implementing selected practices at various water/wastewater utilities nationwide to determine how these practices can be adapted and applied. This joint WERF/AWWARF research project has been underway since mid-1999 to provide methods and tools that enable the utility to develop and implement a performance measurement system based on a demonstrated, proven approach. The Volume I Report summarizes the secondary research and project approach. Well designed, properly implemented performance measurement systems can enable utilities to achieve new levels of performance in terms of efficiency, quality, and effectiveness. Interest in performance measurement is increasing in all competitive businesses and industries today, and has been advanced through concepts such as the Balanced Scorecard. Utilities can employ these same concepts and learn “best practices” from other industries' experiences. While a performance measurement system alone does not improve performance or make a utility competitive, when combined with an appropriate business strategy and performance improvement initiatives, it can drive a cycle of change. A successful performance measurement system combines a holistic approach around improved business practices and effective human/organizational strategies in addition to actual performance information for operational decision-making.

A resilience engineering perspective of safety performance measurement systems: A systematic literature review

2020 ◽  
Vol 130 ◽  
pp. 104864 ◽  
Author(s):  
Guillermina Andrea Peñaloza ◽  
Tarcisio Abreu Saurin ◽  
Carlos Torres Formoso ◽  
Ivonne Andrade Herrera
Keyword(s):  
Literature Review ◽  
Performance Measurement ◽  
Systematic Literature Review ◽  
Safety Performance ◽  
Resilience Engineering ◽  
Measurement Systems ◽  
Performance Measurement Systems

Utility of Maintenance Performance Indicators to Consolidate Operational and Technical Health Beyond the Regulatory Compliance

2000 ◽  
Author(s):  
Jayantha P. Liyanage ◽  
Uday Kumar
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Petroleum Industry ◽  
Regulatory Compliance ◽  
Performance Measurement System ◽  
Measurement Systems ◽  
Long Run ◽  
Performance Measurement Systems ◽  
Maintenance Performance ◽  
Offshore Petroleum

Abstract Performance indicators being a widely accepted criterion and a reliable resort to monitor and to control or to improve core-processes, the strategic importance for a comprehensive performance measurement system in the petroleum sector is ever increasing. But yet, there is a lack of such measurement systems to serve the purpose due to its complexity by nature, however been constantly attempted by many personnel. A focal-effort is to track the degree of performance of maintenance process with reference to specified acceptance criteria in the long run to keep-up with a desired operational and technical health, and to comply with the internal and external requirements for offshore petroleum business to enhance the overall asset performance. There are certain critical watch-worthy factors for such performance measurement systems in general, and increasing fundamental motives behind management concerns to outperform beyond statutory and regulatory requirements. This paper discusses some basic issues regarding the development of operations and maintenance performance indicators for the offshore petroleum industry on the premise of the above.

scholarly journals Managing Multiple Logics: The Role of Performance Measurement Systems in Social Enterprises

2019 ◽  
Vol 11 (8) ◽  
pp. 2327 ◽  
Author(s):  
Janni Grouleff Nielsen ◽  
Rainer Lueg ◽  
Dennis van Liempd
Keyword(s):  
Literature Review ◽  
Performance Measurement ◽  
Systematic Literature Review ◽  
Stakeholder Involvement ◽  
Social Enterprises ◽  
Social Mission ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
Social Logic

This systematic literature review explores the role of performance measurement systems (PMSs) in managing multiple logics in social enterprises. Social enterprises are hybrid organizations that simultaneously pursue a social mission (social logic) and financial sustainability (commercial logic). Satisfying multiple logics often leads to tensions, which are addressed and managed through PMSs. For this, we conduct a systematic literature review to derive our conclusions. PMSs in social enterprises may assume the roles of mediator, disrupter and symbolizer. The PMS works as a mediator in combination with sincere stakeholder involvement when both logics are represented in the PMS. If a PMS represents only one logic, it increases tensions and the PMS becomes a disrupter. When the PMS is used to enhance legitimacy, the PMS assumes the role of a symbolizer. In particular, we find that PMSs are most useful for monitoring performance and enhancing legitimacy. The role of PMSs in decision-making is limited due to difficulties of integrating social and commercial logics into a single PMS. Several factors—such as decision-makers’ influence—further shape the role of PMSs.

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