Key Performance Indicators - Science topic

These paper might help you:

Energy-Aware Dynamic VNF Splitting in O-RAN Using Deep Reinforcement Learning | Request PDF (researchgate.net)

(PDF) Optimizing Virtual Network Function Splitting in Open-RAN Environments (researchgate.net)

Master Data Management (MDM) is the process of managing and maintaining a single, consistent, and accurate source of truth for critical data elements within an organization, such as customer data, product data, and other key data domains. Implementing an MDM solution can be a complex undertaking that requires careful planning, execution, and monitoring. Key Performance Indicators (KPIs) can be used to assess the success and effectiveness of an MDM implementation. Here are some examples of KPIs that can be used for evaluating an MDM implementation:

It's important to note that the KPIs for an MDM implementation may vary depending on the organization's specific goals, requirements, and industry context. It's essential to define and track relevant KPIs that align with the organization's strategic objectives and desired outcomes from the MDM implementation. Regular monitoring and review of these KPIs can provide insights into the effectiveness and success of the MDM implementation and identify areas for improvement.

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Hallo, Hope i can help you.

I do believe that we can create some more Indicators apart from Key Performance Indicators or Key Success Factors. These indicators and factors vary from an organization to another.

CRM could be based on the marketing mix of 4Cs, Product=Customer Centre, Price=Cost, Promotion=Communication and Place=Convenience. You may modify the question according to the original papers in the links. However, CRM could be another factor. Cheers!

Dear Anorue Everestus ,

What is a data visualization dashboard? A dashboard is a data visualization tool that tracks, analyzes, and displays KPIs, metrics, and critical data points. Dashboards empower both technical and non-technical users to understand and leverage business intelligence to make more informed decisions.

https://www.sigmacomputing.com/blog/how-to-build-data-visualization-dashboards/#:~:text=What%20is%20a%20data%20visualization,to%20make%20more%20informed%20decisions.

Regards,

Shafagat

If you can't find full-text for searched article, then you can request full-text sending an e-mail to corresponding author or look for the same papers(s) here on RG and request full-text.

Cronbach's alpha are different between factors dep and indep

teste de reliability

Also check https://www.mdpi.com/1424-8220/18/8/2442/htm

Suggestion: Code your qualitative data into a small number of categories that reflect the main ways hotels cope. Assuming there are several hotels that fall in each category, you could do a one-way analysis of variance to see if the mean occupancy rates differ among the category groups.

Dear Melanie Maslem thank you for asking this interesting technical question. I must admit that during my 40 year-long academic career I never heard about KPIs ( = Key Performance Indicators). For more general information about this, please have a look at the following useful link:

(see attached pdf file)

However, I just found out that individual professors at our university do some research about this:

(also attached)

As far as I know, our university does have KPIs measuring and evaluating the number of applications we submit. I assume that they are happy if we regularly submit grant proposals at all. In my personal opinion things like KPI are designed to make the university administration look even more important, while they distract us from doing research.

Good luck with your work and best wishes, Frank Edelmann

Consider incorporating impacts of COVID-19 on the KPI you intend to study

Maybe have a look at our study:

The following paper would help you out:

Performance measurement: a remedy for increasing the efficiency of public services?

‏D Greiling - International Journal of Productivity and Performance …, 2006‏ - emerald.com‏

In Russia, the number of IT employees in 2016 amounted to about 500000 specialists (data from the media). On average, there are 3 IT specialists per 100 residents of Russia

See my article

Keep it simple.

Any operational design should answer some questions, but always has some main questions to answer, previously.

Step 1 (mandatory)

Define your competitive strategy. Then design your Supply Chain, once this design is done. You can continue designing your operational process, do you need now the flows (operational, informational and financial) and cost numbers to decide about the next step.

Questions

a) What is the strategy that this operational process to feed?

b) What is the demand that this process should provide?

c) In that part of the Supply Chain, this process acts?

d) How this design maximize profits and minimize costs?

e) Is the main process or a support process within our Value Chain?

f) Which are your goals and objectives? What did we expect of the process? this is very important due to that you must design based on these objectives.

g) Define your Q&A standard, so this is your base of comparison, to in the future build you KPI's. Based on it's you can develop your control objectives and for consequence the KPI's.

1. How to split tasks between operational routines (repetitive tasks, business as usual) and dynamic routines (transformations, NPD, innovation etc.) for different functions (sales, manufacturing, HR, etc.)?

This question is answered for my past comments, without it, you only made an incomplete work that as always in the text is a theoretical misrepresentation of the reality.

Your design process considers certain restrictions or thinking in unexpected, that isn't the norm, your design is for your central limit of the process, any deviation must be treated as that it's an exception.

2. Once you know the operational number you need to define with that resources you will develop any process, this could be with people, machines, automation or other means. if you decide to use people you need measure times in each part of the process and build a "Line Balance" and if is productive to define machine and times a Mass Balance"

3. KPI's are only control measures that we design to measures relevant or critical operations or processes, that we need to keep in or near to the central limit (search SPC). You should develop it when you have mapped your processor when you are followed all the before steps.

Greetings

Alfredo

You can take the help of 'Key Success Factors.' The course objectives would be related. The expected and actual outcomes can be measured.

This is really difficult. Often, researchers use an event study when analyzing M&A consequences. However, this will provide you with short term consequences - not long term consequences.

The problem that I see is that you have only 5 big players in your sample, so you can't really run a regression to test the M&A effect (you could if you, for instance, had a sample of >100 with some of them having engaged in M&A and some who have not).

Do you have any possibility to engage in more qualitative work may?

For regression, you will have very low power (i.e., large standard errors), so it would be very difficult to find a statistically significant effect.

Great question Md. Rabiul Islam

It is important to recognize that the success of research projects cannot be linked only to the end products. A more process-oriented view with some attention to the intangible benefits needs to be taken on board. For example, a project that would not reach the final stage might still gain some scores on such intangible criteria as ‘increased understanding of the system and potential system improvements in the future’.

Md. Rabiul Islam Here are some KPI's for you research project

Here are few more KPIS's for Research and development.

Good luck!

Regards,

Nayan Kadam

Thanks a lot and Naser Ghanem

I am interested

It is a very pertinent question. There are many approaches and measures. provided a very important contribution highlighting some of them.

I’m currently involved in the IAOIP Innovation Measurement Standard Challenge that intents to crowdsource innovation measures. Our intention is to determine the various ways innovation is measured across industries. I invite you to check this initiative at: https://iaoip.spigit.com/innovationmeasurement/Page/Home

We received 73 innovation measures. We are currently in the Expert Review & Refine Measure phase.

The collection of the innovation measures will be used for the development of the IAOIP measurement certification, and then shared with ISO in an attempt to make them a part of standards included in ISO 50500/TC 279.

Omogbai Oleghe yup thanks for valuable suggestion. i will look into literature from that context as well.

Maybe this article (attachment ) can help you.

Also check this:

My best regards

Disruptive innovation refers to an innovation that creates a new market and value network and eventually disrupts an existing market and value network. I believe you may conduct a research so as to find how organizations are adapting to need of changes to enterprise architecture, business processes, COE, KPIs and SDLC.

thank you very much, that is very helpful

Hello

More than 250 statistical indicators (general, key, performance, simple, ..) for different purposes proposed given by:

1. Information Management Model for Intellectual Capital of HEIs in Oman: Theoretical Quantitative Approach and Practical Results. J. of Information and Knowledge Management, 2018, Vol. 17, No. 1, pp.1-38.

2. HEIs Quality Improvement Through Students and Academic Staff’s Perception: Data Analysis and Robustness of the Results. International Journal for Quality Research, 2017, Vol.11, No.2, pp.261-278.

3. Al-Farahidi Performative model to assess HEIs. 4th OQNHE Conference 2017, pp.1-15.

4. A Framework for Fostering the Quality of HEIs: Data Collection, Evaluation, Indication and Validation. Int. J. of Quality and Innovation, 2016, Vol.3, No.1, pp.42-66 (Inderscience).

5. Standards, benchmarks and qualitative indicators to enhance the institution’s activities and performance: Surveys and data analysis. International Journal of Knowledge-Based Organizations (IJKBO),2015, 5 (4), pp.38-62 (IGI, USA).

6. Performance Measurement in Private HEIs: Performance Indicators, Data Collection and Analysis. Proceedings of the Conference “The Future of Education”, 2015, pp. 511-516 (Italy).

7. Developing and Establishing Statistical Indicators for Fostering the Quality of Omani HEIs. International Journal for Cross-Disciplinary Subjects in Education (IJCDSE), 2015, Volume 6, Issue 2, pp. 2142-2151.

8. Enhancing metacognition skills of higher education students: Methodology, statistical analysis and survey outcomes. Int. J. of Information and Decision sciences, 29015, Vol. 7, No. 1, pp.71-98.

9. Quantitative and qualitative indicators to assess the performance of higher education institutions. Int. J. of Information and Decision sciences, 2014, Vol.6, No. 4, pp.369-392

10. Statistical characteristics of performance indicators. Int. J. of Quality and Innovation, 2014, Vol.2, No.3-4, pp. 385-309 .

11. Features of performance indicators in quality improvement of HEIs. Proceedings of the Ireland International Conference in Education (IICE), 2014,Oct. 26-28, pp. 390-395.

12. Goals and objectives: Statistical techniques and measures for performance improvement of HEIs in Oman. Int. J. of Management in Education, 2014, Vol. 8, No. 3, pp.244–264.

Regards,

Zuhair

Hi, Petri! Your link do not work but "augmented board games" is good item for search =) It's really what I need. Thank you!

Kpi's are at the heart of performance management. In addition other task performance measures also need to be considered.

However, counterproductive work behaviors and organizational citizenship behaviors also affect performance, though they are not task related.

A comprehensive performance measurement system thus must include kpi's , ocbs and cwbs.

I can recommend the International Journal of Tourism Cities as a good starting point - many of the articles in there will have megacities as their focus. http://www.emeraldinsight.com/loi/ijtc

Also, Robert Maitland's work on tourism in cities and national capitals might be worth a look.

Good evening, colleague: I send you this study that may be of your interest for the pertinent Colombia Médica Vol. 38 Nº 4 (Supl 2), 2007 (October-December) Evaluation indicators in nursing teaching-learning ZAIDER TRIVIÑO, ENF., M.S.P., PH.D.1, JASNA STIEPOVICH, PH.D.2

Dear H. Serkan Akilli,

Many university nowadays make the same move -- have the pre-established set of KPI (for example, the desired rank in the Times, Shanghai Index etc.) and them put any efforts to reach the formal indicators which correspond to the rank "Xth minus Y". The results are usually awful -- see the enclosed the classical paper on the consequences of stretch goals.

Kind regards,

Igor Gurkov

Logistic regression (and other predictive models)

For operational excellence in manufacturing, some of the strategies such as lean, green, six sigma, value stream mapping, JIT, TQM tools and techniques will be required.

The importance is the existence of flow. Manufacturing processes should simulate a line assembly process as best as possible, whether it is in the shipbuilding or the semiconductor industry.  It is important to define all of the assembly processes. Then each workstation of each process needs to be identified. Then it is important to see if there is a balanced takt time. If the lean priniciples of constant flow,  just in time and built in quality  are respected then the manufacturing system is performing well. In case there are any bottlenecks, waiting, excessive movements or any other wastes which impede flow, then the system is not performing well. It is necessary to map the entire system which will readily enable the identification of wastes and unbalanced flow. Then a new value stream map with the critical issues rectified can be drawn and implemented. Finally kaizen will force any manufacturing system to constantly map and be aware of any changes which can further improve the competitiveness of the manufacturing system.

Dear Diaa,

The way how to measure KPIs depends on the very KPIs you choose. For example, if you want to increase employee satisfaction, you may focus on the employee turnover rate, that could be measured using data from the Human Resource or the accounting department. But you can also use questionnaires, which is very different way of measuring performance. All these can be accomplished using the Balanced Scorecard. So, in the first step, you have to be clear about which KPIs to use.

For a general overview about the application of the Balanced Scorecard please feel free to refer to my research paper: "The Balanced Scorecard and Beyond – Applying Theories of Performance Measurement, Employment and Rewards in Management Accounting Education".  In the paper you can find further references. It was published in the International Research Journal of Management Sciences 4 (7), pp. 483-491 and thus can be used for referencing.

Paul

OEE would be the one of the best KPI's you can use.

This is a sample.

With the opening of Indian economy and government focus on infrastructure , construction industry has witnessed the phenomenal growth over last decade. Blending of advance technology with skill semi skill and non skill manpower in this sector has called a need to measure its strength. Some of the KPI of the employees in this sector may be developed as:

Client Satisfaction

Rate of Defects

Construction Time & Cost relationship

Employees Productivity

Profitability

Employee Satisfaction

Staff Turnover

Employees Sickness and rate of Absence

Employees Working Hours

Employees Qualifications & Skills

Employees consciousness towards Environment

Whole Life Performance

Employees inclination towards Waste management etc

KPIs must be process specific and organization wide, and be related to purpose of a process. Victor Basili has developed a Goal-Question-Metric (GQM) method that is intuitive and useful in identifying effective KPIs. Here two links to his work:

Organization level, KPIs should be business objectives focused, and at the process level they should be related to the process outcome, its inputs and in-process activities. 

While implementing KPis, we must always consider data collection and quality of date being collected for KPIs. 

Patrick ... Thanks for taking time to review my two articles. First, to manage your expectations, I am unsure if any organization has actually calculated the "correlation" among what I call "influencing to influenced KPIs". I became aware of the possibility of such a calculation from my SAS colleagues before I retired from SAS.

With that said, my understanding is that one would need a sufficient sample size of KPI periods (e.g. 12-24 months of actual KPIs. Targets for KPIs are not relevant. What is relevant is how changes with "influencing KPIs" impact "influenced KPIs from bottom to top in the Kaplan and Norton's strategy map 4 perspectives.

Gary ... Gary Cokins

Saleh FA Aloraibi :

Here I attached a document from Qatar university!  This document explain mission, objectives, strategic plan and key performance measurement. 

I hope that will be helpful!

Best regards,

Gjena

Hope the below links will helps your questions..

You might be interested in the following articles:

Thank you both. It is 'selling' in a way isn't it? 

Thanks Amipara.

I don't entirely follow your chain of thought. However, in regard your view that innovation makes things simpler and cheaper. I can't agree with that fixed directional value. Innovation swings both ways.

For example, the treatment of ulcers has in many ways been simplified the treatment of stomach ulcers since the identification of the H.pyiori bacteria.

However, if we I look at car technology then we find that do-it-yourself car maintenance is virtually impossible now due to the innovation of car technology. I could once keep my car (a lovely Minor 1000 4 door) very safely on the road and pass the Transport tests with nothing more that a spanner (wrench), screw driver, various fluids (oil, brake fluid) and what I called feelers to set the points. Now one needs a computer with diagnostic IT and a set of rather expensive applications and tools.   

I'll come back to you about the diversity comment in a later post.

In my undergraduate capstone course on Business Policy & Strategy, I use several indicators to directly measure student learning outcomes. One is a rubric for oral presentation skills, that is actually one of the measures the Business School requires for  accreditation assurance of learning.  Another direct measure is individual student performance in the GLO-BUS Simulation Game (www.glo-bus.com) which has a convenient automatically tabulated "Learning Assurance Report (that) provides you with solid empirical data regarding the business skills and decision-making capabilities of the students in your class relative to students at other business schools across the world. The report provides you with credible evidence about the business proficiencies of your students on each of 9 measures that are precisely defined at the bottom of the report. The three measures relating to "Leadership Skills", "Collaboration & Teamwork", and "Analytical Skills" are based on each student's individual performance as viewed by their company co-managers and their performance on Quiz 2; the other 5 measures are all based on data relating to the performance of the group of co-managers comprising each company in the simulation. The percentiles shown in the report are based on the total population of students worldwide playing GLO-BUS over the past twelve months." In addition, other key performance indicators that are directly measured on my course syllabus include weekly participation in required case discussions and the final exam. I use similar but appropriately modified measures in my online distance education course sections. 

Dear Nada,

Depending on your goal. If you just want to define KPI, you can browse the literature.

If you want to change some processes within your department, should look at these processes, and choose your KPI related to the preferred changes in these processes. Remember that a lof of KPI are related with your own ED processes, hospital processed and the health care system you're working in.

An really important KPI for ED is : patients left without being seen/treated.

Fuel index, specific energy consumption(sec), availability, reliability, chemical consumption index, flare index, waste water disposal, so2 emission, ..... Are the most important index in the south pars gas company. I will send you all other index.

Thank you very much for your answer Prof. Cira, and Prof. Mohammed, I apologize for this late reply. All of this answer all valuable to me, thanks a lot. 

Umer -

Having worked for nearly 37 years for the US Federal Govt in statistics and related applications,  I can tell you that one of the worst problems has been the pressure by the public and by some in 'upper management' to be 'more like private industry.'  I have seen many dedicated public servants doing very good work with little reward, while private industry might do any stupid and/or greedy thing to get ahead of their competitors this quarter, no matter the consequences later.  Before I retired last August, I worked in a US statistical agency where the head of the Office of Energy Statistics was formerly at Enron, and had repeatedly insisted we were not a statistical agency!  (I don't know that anyone knew what he meant by that.)  Obviously, no one should copy Enron! 

As for the goals of the organization, few managers seemed to understand them. But W. Edwards Deming found equally out-of-touch management in private industry, which seems as bad or worse now.

Regarding employee performance, everyone wants to say it is objective, rather than subjective, but that cannot be so.  The more complicated a performance rating system is made, in an attempt to make it more objective, the more opportunities there likely are to exploit the system. In places I worked where organizational goals were understood and striven to be accomplished most, the performance goals for each person were basically a formality.  We then did whatever creative things we could do to handle the challenges. However, by the time I retired, we were given more specific instructions and told that our ratings would be based just on those 'standards,' given at the beginning of the year. Handling any new problem that arose would not count. What kind of an approach is that!

Any large organization,  public or private, will have issues with which they may deal, not found in smaller organizations. But large organizations are often needed to solve certain problems or accomplish certain goals.  The key is both good managers and good employees, though in a scientific organization, I think management should be given less power, as a big problem is their lack of competence for decision making. To measure performance,  you have to understand what is good work and what is not good work.  Managers often lack the expertise to know. (Consider the work of W. Edwards Deming as evidence of the 'tip of the iceberg.') 

So performance goals should be made simple, just as a statistical model should not be 'overfit.'  One needs to be flexible and innovative.  A performance system should encourage this, not discourage it. Everyone should understand goals, and do what is necessary. More knowledgeable, less autocratic management would be extremely helpful.

Jim 

Hello IIaria,

My research is concerned with the selection and development of KPIs for the wastewater sector.

First, I identified gaps in the existing KPI groups and developed KPIs to fill these gaps, in order to ensure that you will have all the KPIs you need.

Secondly, as you rightly say, many companies select the wrong KPIs or too many KPIs, so to counteract this I developed a short excel-based toolkit, within which, the user selects the data which they currently have available (and most importantly which is accurate) and from this the toolkit matches these data sets to the KPIs I have and presents the user with KPIs which they can actually manage and calculate over time.

It's a little removed from what you are doing but it may give you ideas. If you want you can download my publications on the topic.

Hi Negar

I mean define my own new scheme not the existing ones

PS: where cheking the HSS authentication sheme? is it in the web interface?

Digital marketing activities can improve marketing efficiency and marketing effectiveness, or using one construct they can improve "marketing performance" (market performance).

Efficiency can be understand as "doing things good", and effectiveness as "doing good things" (Drucker). So first one is more about delivering marketing programs at lowest possible cost. Second one is about producing the required results.

So to measure efficiency, you will mostly use ratios, like "cost per inquiry", "cost per lead", "cost per sale". You can measure for example efficiency of specific digital channel.

Efficiency in most cases will lead to marketing effectiveness. The measures of marketing effectiveness tent do be absolute numbers: numbers of inquiries, number of leads, number of sales. So, you can use some benchmarks to compare, industry data, or compare with your own data from past period. You can develop bunch of KPIs to measure, but all depends on your business and marketing goals. You can use some of the existing models like REAN or RACE, and depending on your goals, develop KPIs to measure for every phase.

Also, you should have in mind that some effects are mediating. Its easy to measure financial indicators, like profit, sales and cash flow, but its a bit harder to measure mediating effect of some non-financial measures, like market share, customer satisfaction, customer loyalty, brand equity, which all can have financial impact in long run.

I suggest you to read:  Bruce H. Clark (1999) "Marketing Performance Measures: History and Interrelationships", Journal of Marketing Management, 15, 711-732, and also Cult of Analytics: Driving online strategies using web analytics (Emarketing Essentials) from Steve Jackson.

Key Performance Indicators (KPI) should be made compulsory for practitioners because it is invaluable and fundamental to achieving quality results at every point in the health management process and assessment points namely: inputs, processes, outputs, outcomes and impact (which is popularly called effects). It is a good monitoring tool and should be utilized to improve performance. The use of KPI with performance target are unbeatable quality control measures that improve overall performance in health management. Without enforcement, humans are naturally resistant to change. However, it must be objective so that they will be able to notice the impact to ultimately embrace it for a long lasting change. It must be clearly communicated, regularly reviewed and the regular followup actions taken promptly. 

If you are asking about higher education Key Performance Indicators, the measures vary depending on who is evaluating. Internal strategic planners, external accrediting and licensing agencies, or the plethora of various magazine rankings. There are many articles and books on this subject. In regard to quantifiable strategic indicators, one article states that "The strategic indicators included measures such as student-faculty ratios, yield on endowments, percentage of applicants accepted for admission, percent of accepted applicants matriculating, and percent of matriculants who graduate within a reasonable period of time. The top ten indicators identified in the report were (a) revenue structure, (b) expenditure structure, (c) excess (deficit) of fund revenues over fund expenditures, (d) percentages of freshman applicants accepted and who matriculate, (e) ratio of full-time-equivalent (FTE) students to FTE faculty, (f ) scholarship/fellowship expenditures as a percent of total tuition/fee income, (g) tenure status of FTE faculty, (h) percent of total FTE employees who are faculty, ( i ) estimated maintenance backlog as a percentage of total replacement value of plant, and (j ) percent of living alumni who have given at any time during the past five years." See Miller, 1998). Also Taylor and Massey in 1996 stated that "The indicators are grouped in four broad categories: (1) financial capital, which includes revenues, expenditures, assets, liabilities, and fund balances, and fund raising; (2) physical capital, which includes plant operation and maintenance and new investment; (3) information capital, which includes library and other information resources and technology access; and (4) human capital, which encompasses student enrollment, admissions, tuition, fees and financial aid, and faculty"

Zhong-hua, Z., & Xiao-feng, J. (2011, September). Research of enterprise strategic performance evaluation system based on partial least square-structural equation modeling. In Management Science and Engineering (ICMSE), 2011 International Conference on (pp. 394-400). IEEE.

Neely, A. D. (Ed.). (2002). Business performance measurement: theory and practice. Cambridge University Press.

Cravens, K., Piercy, N., & Cravens, D. (2000). Assessing the performance of strategic alliances:: matching metrics to strategies. European Management Journal, 18(5), 529-541.

Yang, Y., & MacLean, R. (2004). A template for assessing corporate performance: Benchmarking EHS organizations. Environmental Quality Management, 13(3), 11-23.

Dear Ilaria,

It is very critical to determine some key performance indicators (KPIs) to track the changes. In this regard, you can do a literature review and find which factors are more critical for what you mentioned in your question (e.g. total production cost and cycle time for economic or CO2 footprint for environmental perspective). Following are some required steps:

1. Construct the current model and run it using the real data. Use KPIs as the model output (e.g. cycle time). Run the model for many times and check the report of KPIs.

2. Construct the new model, run it and check the same KPIs.

3. Compare the outputs. Is there any significant improvement?

4. Do a cost/benefit analysis. Can the achieved benefits justify the assigned costs?

5. Do a qualitative analysis (e.g. social perspectives) on the achieved benefits.

(Suggested software: Arena or ED)

You can check the following paper :

Firstly, bench mark professional standards independently (of sector). Parametize the key issues in terms of SMART goals. Monitor these over a sufficiently representative time period. Then obtain customer satisfaction feedback. Only then compare the price. Is the outsourced service providing a better service at same price. But  if more expensive and better are the extra benefits worth the extra expense?  

Hi again Edelle, yes, I worked in the water industry throughout the periods of change when KPIs were implemented. The more KPIs you have the more resources you need to implement and report against them and, initially, the more resistance there can be to their implementation. Most important,  KPIs must be realistic, measurable and achievable; and agreed by all who need to be involved. If you look at the key indicators on the Ofwat page (first link attached) you will see that, for a complex industry, the water / waste water indicators are relatively few (compared to what might be possible) and quite overarching. However, If you look at the detail of each indicator (second link) you realise the seemingly  'simple' indicators are actually quite complex and require a great deal of effort to implement report against. The list you see was not implemented as is, they were arrived at by trial and error over a number of years. The trial and error process involved a lot of time and change to working practices and data collection / reporting systems. As well as the regulatory imposed indicators, companies may have other KPIs they think relevant for explaining their performance to customers. For example, each of your waste water treatment plants may have different operational requirements and processes / process control dependent upon the influent type and volumes, and whether they generate power or heat as a by-product. It might be necessary, or nice to have, to measure and report specific process efficiency within each treatment plant. Again this impacts upon resources and the Ofwat environmental KPIs encompass this sub reporting as it all contributes to the same pollution incident measurement. As a researcher I have found some water companies very helpful if approached with questions like yours and often they will allow you to visit to discuss KPI implementation with someone who was directly involved with their introduction, implementation, and iterative evolution to their current status. 

Performance measurement is a process of qualitative and / or quantitative degree of achievement of the objectives set. Performance assessment is the expression of an opinion on the particular measure of the degree of achievement.

Nonaka's knowledge flow model is still very useful for an organisational knowledge management strategy.  To ensure knowledge doesn't bottleneck or get lost within routine practice there are the following stages:

1. Socialisation.  Tacit knowledge is shared and expanded to others through social connectivity and shared activities

2. Externalisation.  Tacit knowledge is rendered explicit through brainstorming, collection of best practice and the creation of process guidelines

3. Combination.  New explicit knowledge is created by combining different sources of explicit knowledge

4. Internalisation.  Explict knowledge becomes internalised into tacit knowledge through training, education etc

....back around to then sharing and expanding this acquired tacit knowledge through socialisation ... etc etc "knowledge that doesn't flow, doesn't grow..."

When looking at KPIs I would distinguish between input and output KPIs.

For example, if you measure (and reward?) sales people for the number of customers they visit, that is more than likely what you will get, lots of visits.

If however, you want high-quality visits that generate sales, perhaps you should measure and track sales and identify and stimulate the types of visits that end up generating sales. 

This isn't an easy question to answer.

Firstly you have the planned operation and the expected complexity of that operation, then you have waht actually happened, part of which can be the result of the sugeon and part as a result of the patient.

Next you rightly say you have the quality. then you have the speed and the natural variation.

Then there is the issue of balancing workload. What is a balanced workload and why do we want to achieve this. Are we measuring for planning purposes or ....?

Personally, I would probably not focus on speed of operation too much. What we want is an operation that gives a good outcome for the patient in terms of clinical results aand quality of life, without rework.

Does that help at all?

mike

As a thumb rule, 7-10 KPI's are good enough to measure the health of a supply chain. These KPI's should at least be measuring time, quality, and cost dimension of the Supply Chain. Just for example ... On-time delivery / receipts, Order Cycle time, Perfect order fulfillment, Inventory turns, cash to cash cycle time .....