日化行业外国的一份绩效管理（英文）

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1、Topic:Performance ManagementKongkiti Phusavat,Ph.D.Associate ProfessorInternational Graduate Program in Industrial EngineeringKasetsart UniversityBangkok,Thailand1OverviewManagementFunctions:planning,coordinating,and controllingProcesses:measurement,analysis/evaluation,and improvementEmphasis on the

2、 organizational and functional level2OverviewMeasurement:understanding of the term KPI or performance measures,identification of the KPI,application of MFPMM,audit to improve KPI by linking with policies,objectives,database,etc.,ratio networking,and target settingAnalysis:trend/variation understandi

3、ng with MCPMT,benchmarking process,and scorecard and root-cause analysisImprovement:outsourcing,development of manufacturing strategies,integration of knowledge learned on logistics and supplier partnership3OverviewWhat reflects or represents the term?Kaplan and Norton(1992):Financial,customer,inter

4、nal business,and innovation/learningSink and Tuttle(1989):Profitability,productivity,quality,quality of work life,innovation,effectiveness,and efficiencyHarper(1984):Productivity,unit cost,price,factor proportion,cost proportion,product mix,and input allocation4IntroductionMulti-national,national,an

5、d industrial levelsOrganizational,functional,program,and project levelsTeam and individual levelsIndividual levelManagementWorkforcesKnowledge and white-collarBlue-collar5Introduction(1)Measuring productivity/performance requires a system view of an organization or a unit of analysis.(2)Measuring pr

6、oductivity/performance is common.(3)Understanding of impacts from low productivity is critical for management(competitiveness).(4)Understanding of unit dimensions and definitions are essential for measurement.6IntroductionOngoing Issues for“Productivity”Management(1)Total-,multi-,and single-factor p

7、roductivity consideration(2)Combination of various input factors(consideration into weight of each input,data collected such as intangible assets,unit dimensions,reporting and information format on tabular and/or graphical forms,etc.)as well as output factors7IntroductionSystem View of an Organizati

8、on ProcessesOutputsInputsDownstreamUpstream8Purposes of performance measurement:To identify whether we are meeting customer requirementsTo help use understand our processesTo ensure decisions are based on facts,not on emotionTo show where improvements need to be madeTo show if improvements actually

9、happenedTo identify whether our contractors or suppliers are meeting our requirements(Department of Energy,USA)Introduction9Performance measurement should be used and integrated into a management system and process,based on the following reasons.Control:Performance measurement helps reduce process v

10、ariation.Continuous improvement:Performance measurement helps identify defect resources,process trends,and defect prevention as well as opportunities for improvement.Need to have feedback by management:Performance measurement helps mangers and administrators realize what is to be done,what is being

11、done,when to take corrective and preventive actions,and when to change the expectation.(Department of Energy,USA)Introduction10IntroductionDownstream or outcomes:customers,users,consumers,buyers,and stakeholders(impacts,reaction,satisfaction,financial growth,sales,return,replacement,recall,survival,

12、etc.)Upstream:providers,suppliers,contractors,and vendors(relationships,partnerships,contractual agreements,etc.)11IntroductionOutputsIntangibleTangibleOutcomesSatisfaction,Expectation,Desirable Impacts,etc.12Basics on MeasurementDeming“You cannot manage what you cannot measure.”“You cannot measure

13、what you cannot define.”“You cannot define what you do not understand.”13Basics on Measurement Mandated by the Government Performance and Results Act(GPRA)of 1993 Federal agencies must be accountable and focus on improving service quality and customer satisfaction.Coupled with the Government Managem

14、ent Reform Act of 1994 which emphasizes performance improvement and openness for annual financial audit(i.e.,PART,activity-based management,performance-based contract,adaptive process for planning and budgeting,ownership cost,etc.)14Basics on MeasurementThe 1993 Government Performance and Results Ac

15、t(GPRA)requires the following:(1)Establishing top-level agencys policies and objectives as well as annual program goals(2)Defining how the agency intends to achieve these objectives and goals(3)Demonstrate how the agency will measure its own performance,including the programs15Basics on MeasurementB

16、ush Administration(2001):“Performance measurement is not an annual event;rather it is a continuous process requiring clear performance expectations,periodic feedback for review,and analysis for improvement.”Bush Administration(2001):“Performance measurement is not an option;the only question is how

17、well it is done.”16Basics on MeasurementMeasurement:understanding on static/dynamic measure,and total-/partial-/single-factor measure,and surrogate measureStatic Ratio:Revenue CostDynamic Ratio:Revenue46 Revenue45 Cost46 Cost4517Basics on MeasurementSingle-factor measure:Output laborPartial-or multi

18、-factor measure:Output (labor+material)Total-factor measure:Output (labor+material+capital+machine+facility+utility+information)18Basics on MeasurementCase study for single-factor measure(labor only):5 employees producing 500 output units in one month by working 22 days per month and 8 hours per day

19、.For the second month,600 units were made with 5 employees but working 20 days with the same working hours in one day.880=5 22 8 and 800=5 20 8Static measures(one month):500 units 880 labor hours=0.57 units per labor hour500 units 5 persons=100 units per person600 units 800 labor hours=0.75 units pe

20、r labor hour600 units 5 persons=120 units per personDynamic measures(one month):(600 500)(800 880)=1.20 0.909=1.32 or0.75 0.57=1.32(600 500)(5 5)=1.20 1.00=1.20 or120 100=1.20 No unit dimension!19Basics on MeasurementCase study for multi-or partial-factor measure:5 employees producing 500 output uni

21、ts in one month by working 22 days per month and 8 hours per day.For the second month,600 units were made with 5 employees but working 20 days with the same working hours in one day.The amount of materials used are 1,000 and 1,250 units respectively.The price for the outputs for the first and second

22、 month is$1,000 per unit while the costs of labor over the two months is$15 per labor hour and$150 per material unit(m2)for material.880=5 22 8 and 800=5 20 8Multi-or partial-factor measures are as follows.Month#1:(500 1000)(880 15)+(1000 150)=3.06Month#2:(600 1000)(800 15)+(1250 150)=3.01Months 1 a

23、nd 2:(600 1000)(500 1000)=0.98(800 15)+(1250 150)(880 15)+(1000 150)Static RatioStatic RatioDynamic Ratio20Basics on MeasurementSurrogate measures represent the implication of outputs and inputs that are to be examined.Nowadays,they are used to reflect upstream and downstream as well.“Transportation

24、 services”=total mileage traveled or total passenger mileage traveled such as total miles buses or total miles employees,etc.“Restaurant services”=level of satisfaction,revenue,and profit such as revenue staffs,level of satisfaction electricity,etc.“quality students,”“innovation in product developme

25、nt,”“quality of work life for office workers,”and so on21Basics on MeasurementPerformance Measures or KPIsDescriptive KPIsData Reliability and AccuracyQuestionnaire FormatOccurrence FormatSize,weight,scale,reliability,and comprehensive-ness Weight,scale,accuracy,and comprehensive-nessDefinition of T

26、ermsNon-ratio FormatCross-ratio Format Cross-ratio Format 22Basics on MeasurementRatio format:useful for identifying KPI as well as enhancing the quality of information and of information analysisr Normalization for trend analysis,benchmarking,etc.r Consideration into changes in an organization(such

27、 as takeover,new product introduction,etc.)23Past and Present Projects:Internal Benchmarking for Electricity Generating Authority of Thailand(EGAT)on Generation and Transmission Counterpart on Behalf of Provincial Electricity Authority(PEA):PWC Report on Productivity and Efficiency Benchmarking with

28、 5 Other Public Utilities(Prepared for the Ministry of Energy)Internal Benchmarking for PEA on Distribution 24Basics on MeasurementIssues of Measurement“Robustness”(financial and non-financial dimensions such as weight,distance,volume,time,utility consumption,and so on):Labor:$,hours,and headcounts

29、Materials:$,kilograms,m3,and m2 Space:$and m2 Machines:$and hours25Basics on MeasurementRevenuesNew CustomersRepeated CustomersTarget GroupUnexpected GroupPrimary GroupSecondary GroupRobustness26System AvailabilityReliability(Uptime)Maintainability(Downtime)Operating TimeStandbyActive Maintenance Ti

30、meDelay TimeCorrective TimePreventive TimeLogisticsAdministrationBasics on MeasurementRobustness27Business and Industries1.Bad Debt as a%of Revenue2.Unplanned Overtime as a%of Overtime3.%Of Suppliers with 100%Lot Acceptance over One Year4.%Of Shipments Requiring More Than One Attempt to Invoice5.%Of

31、 Customers Using“Invoiceless”Processing6.Recycled Material Values as a%of Purchased Material Values 7.Total Time Lost Due to Injuries 1,000,000 Hours Worked 8.Total Time Lost Due to Strikes 1,000 Hours Worked 9.%Of Qualified Suppliers and Subcontractors Receiving 90%of Total Purchased Value Examples

32、28Business and Industries1.%Of Requests for Engineering Actions Open for More Than Two Weeks 2.Spare Parts Cost after Warranty as a%of Total Cost Suggested by Design Teams 3.Standard Parts in New Releases as a%of Total Parts 4.%Of Parts with Two or More Suppliers 5.Suppliers with Quality and Product

33、ivity Improvement Programs as a%of Total Suppliers 6.%Of Employment Requested Filled on Schedule 7.Average Time to Process Health and Accident Insurance Claims 8.%Of Employees Who Have Not Been Trained in the Past 12 Months Examples29Government(Function)1.Information Technology Expenditures as a%of

34、Revenue(Government of New South Wales,Australia)2.Recycled Material Values as a%of Purchased Material Values(Government of New South Wales,Australia)3.%Of Late Reports(Department of Energy,USA)4.%Of Errors in Reports(Department of Energy,USA)5.Errors Reported by Outside Auditors as a%of Total Errors

35、(Department of Energy,USA)6.Error in Time Estimates Total Value of Estimates(Department of Energy,USA)7.Number of Hours Lost due to All Equipment Downtime as a%of Total Available Hours(Department of Energy,USA)8.%Deviation from Budget(Department of Energy,USA)9.%Variation to Cost Estimates(Departmen

36、t of Energy,USA)Examples30Government(Program/project)by Department of Trade and Industry,United Kingdom 1.Time Predictability on Design=(Actual Duration at Commit to Construct-the Estimated Duration at Commit to Invest)the Estimated Duration at Commit to Invest 100.2.Time Predictability on Construct

37、ion=(Actual Duration at Available for Use-the Estimated Duration at Commit to Construct)the Estimated Duration at Commit to Construct 100.3.Cost Predictability on Construction=(Actual Cost at Available for Use-the Estimated Cost at Commit to Construct)the Estimated Cost at Commit to Construct 1004.D

38、ifferences in the Planned Completion Duration and the Actual Contract(client-agreed)Completion Duration as a%of the Contract(client-agreed)Completion Duration 5.Total Number of Change Orders Issued by the Client Project Duration Time 6.Value of work subcontracted to or supplied by other parties as a

39、%of Total Project CostExamples31Education1.%Of graduates who can find work within 6 months2.%Of graduates who have received job offers from multi-national corporations3.Publications in international journals staffs4.Publications in international journals research projects5.%Of laboratory equipment i

40、n use6.%Of texts in elective courses that have been published in the past 10 years7.%Of courses that have adapted the use of multi-media software8.%Of incoming students from top-tier high schoolsExamples32Dimensions(Conditions Reflecting Satisfaction)WeightRight day,late service1Wrong day,late servi

41、ce5Complaints reopened by customers5Missing proof of delivery1Invoice adjustment requested1Missed pick-ups10Damaged packages10Lost packages10Over-goods(packages received in lost and found)5Abandoned calls1Occurrence Format(Source:FedEx from Neely,1998)Descriptive KPIsScorePoints33Basics on Measureme

42、ntDataPerformance measurementInformation Roles of measurement is to convert data to information for decision/actions.Analysis of information for improvement(interventions and budgeting),and rating and ranking(external parties)HR consideration(to be referred to as appraisal not measurement,and to be

43、related to functional job analysis)involves pay-scale,par hike,placement,skill development,promotion,etc.This is not the focus of the material!34Basics on MeasurementPotential Problems:1.Lack of knowledge on inputs and outputs in terms of priority and impacts(What are the primary inputs?What constit

44、utes the primary outputs?What represents the inputs and outputs?Current data being collected?)2.Multiple outputs in terms of products and services 1 truck+1 car+1 motorcycle+1 repair work 4 units 1 TV+1 radio 2 units35Basics on MeasurementPotential Problems(cont.):3.Multiple inputs10 m2 of Space+30

45、m2 of Materials 40 m24.Consideration must be made into a time-effect for using inputs to generate outputs.Outputs (labor+materials)Outputs (labor+new investment capital)36Basics on MeasurementPotential Problems(cont.):5.Integration with the database(Is the database robust enough?)6.Rapid changes in

46、prices(per unit of outputs)and costs(per unit of inputs).You must be able to differentiate the contributions to the profits whether they are from the productivity improvement or the changes in unit price/cost.37023451Unit assume constantArbitrary origin Interval Scale(use of mean and standard deviat

47、ion)such as temperature and position2nd3rd4th5th1stNo unit between two pointsOrder Ordinary Scale(use of median and percentiles)such as preference and street numbersBasics on Measurement38023451Constant unitNon-arbitrary zero Ratio Scale(use of mean and standard deviation)such as length and time#6#3

48、#4#5#1#2#7Nominal Scale(use of mode)such as assignment of numbers for queuing or sport teamsBasics on Measurement39%MonthScrap and Rework-to-Sales Ratio(in%)DefinitionSale:the value of goods and services sold during the period($)Scrap and Rework:the value in terms of cost with respect to direct labo

49、r,material,and other indirect support($)Starting points,variation,trends,and satisfaction?Basics on Measurement40Linking with Analysis/evaluation1.Internal analysis/evaluation(comparison with past performance in terms of trend and variation,and with the internally-established targets,expectation,and

50、 anticipation)2.External analysis/evaluation(comparison with standards,benchmarks,industrial averages with respect to the industries/clusters,benchmarking partners,and competitors)41Linking with ImprovementDesirable impacts should be anticipated prior to improvement interventions.For example,to impr

51、ove productivity,one may expect at least one of the following five desirable impacts.OutputInputOutputInputOutputInputOutputInputOutputInput42More on MeasurementDepartment of Energy,USA on“Performance Framework”Sink and Tuttles Seven Performance CriteriaProfitability/budgetabilityProductivityInnovat

52、ionEfficiencyQuality of Work LifeEffectivenessQuality43More on MeasurementDefinitions:Degree to which the system utilizes the“right”thing.This definition may be represented by the ratio of“Resources planned for consumption”to“Actual consumption of resources.”:Degree to which the system accomplishes

53、the“right”thing.This definition may be represented by the ratio of“Actual outputs”to“Planned outputs.”:Ability to generate profit/revenue based on resources consumed:Relationships between outputs generated and resources consumed for output generation anywhere in the process model):Degree to which th

54、e system conforms to requirements,specification,or expectations.:Ability to change over time within processes or operations,and products/services offered in the market.:Reflecting on how people feel toward their workplace.Feeling in driven by factors such as pay,safety,culture,relationships with co-

55、workers and supervisors,flexibility,autonomy,etc44 If the organization is Effective and Efficient.Each critical point within the organization is well managed and has well-designed processes in place.Quality The organization will likely be Productive.To maintain the desirable level of productivity,th

56、e organization has to pay attention to its human resources.Quality of work life To survive the anticipated level of competition,and to become proactive in responding to customer needs,the organization must be become Innovative.The organization will be very Profitable or Budgetable.Sink Performance C

57、riteria InterrelationshipsVirginia Quality and Productivity Center at Virginia Tech45More on Sinks Unit of Analysis LevelValue-addedProcessesInputsOutputsUpstreamSystemsDownstreamSystemsQuality checkpoint 1Quality checkpoint 2Quality checkpoint 3Quality checkpoint 4TQM=Management of Quality at 5 Che

58、ckpointsQuality checkpoint 546More on Sinks Organizational SystemValue-addedProcessesInputsOutputsUpstreamSystemsDownstreamSystemsProductivityEffectivenessEfficiencyInnovationand Qualityof Work LifeQualityProfitability47More on MeasurementUniversity of California FrameworkSafetyProductivityTimelines

59、sQualityEffectivenessEfficiencyDefinitions:A process characteristic indicating the degree to which the process output(work product)conforms to requirements(Are we doing the right things?):A process characteristic indicating the degree to which the process produces the required output at minimum reso

60、urce cost.(Are we doing the things right?):Degree to which a product or service meets customer requirements and expectations.:Degree to which a unit of work was done correctly and on time.Criteria must be established to define what constitutes timeliness for a given unit of work.The criterion is usu

61、ally based on customer requirements.:Reflecting the value added by the process divided by the value of the labor and capital consumed.:Degree to which the overall health of the organization and the working environment of its employees.48More on MeasurementFamily of Measures FrameworkProfitabilityPro

62、ductivityExternal QualityInternal QualityOther QualityDefinitions:Relationships between Outputs Generated and Resources Consumed for output generation:The value added by the process divided by the value of the labor and capital consumed.:Measures whether a unit of work was done correctly and on time

63、 also meets customer requirements and expectations.:A process characteristic indicating the degree to which the process produces the required output at minimum resource cost.(Are we doing the things right?):Measures the overall health of the organization and the working environment if its employees.

64、Ability to change over time within processes or operations,and products/services offered in the market49Transformation Decisions Actions Information Perception Data Information Measurement Portrayal Who manages?What is managed?What is used to manage?Kurstedth,1990(Management Systems Laboratory at Vi

65、rginia Tech)50TransformationSink and Tuttle,1989I/O AnalysisVision/StrategyReport DesignData Collection DesignData Analysis TechniquesNormal Direction Manager Management Team EmployeesMeasurement And EvaluationSystemsOutput/VisibilityMeasurement And EvaluationTools and Techniques:Data Massaging Proc

66、essOrganizationalSystemImprovementInterventionAnd TechniquesMeasurementTechniques andSystems:Data Collection ProcessUpstreamSystemsDownstreamSystemsActionMeasurementDataPortrayalOther Audiences:Upper Management,GAO,OMB,Boss,Etc.“ControlLoop”PerceptionDecision51TransformationABCAdminister theManagementProcessBuild theBusiness(improvement)Cater to crisesCurrent Situation Suggests a Lack of Continuous Improvement in Operation and Work ProcessesSource:Hoehn(2002)52TransformationABCAdminister theMana