Top 25

Production KPIs
of 2011-2012

# Units per man-hour % Production schedule attainment % Slow moving stock # Production plants % Recovery
yield rate of returned products % Production uptime % Production schedule adherence # Ideal run rate # Production
capacity % Machine utilization in production % Production capacity utilization % Unplanned maintenance # Decoupling
stock # Frequency of production delays due to inventory shortages or supply delays # Unused production capacity $
Production costs per unit # Unit production time # Working stock % Products for which common production processes
are used % Production delays due to raw material shortage $ Value of work in progress % Work in progress days
% Unplanned downtime in production $ Penalties cost due to unsatisfied demand % Boomerang return rate # Units
per man-hour % Production schedule attainment % Slow moving stock # Production plants % Recovery yield rate
of returned products % Production uptime % Production schedule adherence # Ideal run rate # Production capacity
% Machine utilization in production % Production capacity utilization % Unplanned maintenance # Decoupling
stock # Frequency of production delays due to inventory shortages or supply delays # Unused production capacity
$ Production costs per unit # Unit production time # Working stock % Products for which common production
processes are used % Production delays due to raw material shortage $ Value of work in progress % Work in progress
days % Unplanned downtime in production $ Penalties cost due to unsatisfied demand % Boomerang return rate

Publication date: 01 November 2012 ID number: sK0128281

 Top 25 Production KPIs of 2011-2012

© 2012 The KPI Institute Ltd. All Rights Reserved.

ID number: sK0128281

This report is the result of primary research conducted by the KPI Institute. It is available in PDF format on the smartKPIs.com
website. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (‘Premium content terms’).

An appropriate citation for this report is:

The KPI Institute (2012), Top 25 Production KPIs of 2011-2012, Melbourne, Australia

Indemnity statement
The KPI Institute has taken due care in preparing the analysis contained in this report. However, noting that some of the data
used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy, reliability, fitness
for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions or inadequacies in the
information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.
For the latest version of the documentation, smartKPIs Premium should be consulted.

Published by:

The KPI Institute

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Melbourne Docklands, VIC 3008, Australia

Telephone (international): +61 3 9670 2979

E-mail: office@kpiinstitute.org

www.kpiinstitute.org | www.smartKPIs.com

© The KPI Institute 2012

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Top 25 Production KPIs of 2011-2012

Table of Contents
page 2 Executive Summary
3 About Key Performance Indicators (KPIs)
4 KPIs ... Naturally
6 smartKPIs.com Community Profile
8 2011-2012 smartKPIs.com Functional Areas Taxonomy
9 2011-2012 smartKPIs.com Industries Taxonomy
10 KPI Documentation Form Explained
12 Production as a Functional Area
13 Top 25 Production KPIs of 2011 List
14 # Units per man-hour
16 % Production schedule attainment
18 % Slow moving stock
20 # Production plants
22 % Recovery yield rate of returned products
24 % Production uptime
26 % Production schedule adherence
28 # Ideal run rate
30 # Production capacity
32 % Machine utilization in production
34 % Production capacity utilization
36 % Unplanned maintenance
38 # Decoupling stock
40 # Frequency of production delays due to inventory shortages or supply delays
42 # Unused production capacity
44 $ Production costs per unit
46 # Unit production time
48 # Working stock
50 % Products for which common production processes are used
52 % Production delays due to raw material shortage
54 $ Value of work in progress
56 % Work in progress days
58 % Unplanned downtime in production
60 $ Penalties cost due to unsatisfied demand
62 % Boomerang return rate
64 Appendix A: Related reports
66 Appendix B: Training courses
68 Appendix C: Advisory services
70 Appendix D: Technology solutions
72 Appendix E: Glossary of terms

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 Top 25 Production KPIs of 2011-2012

Executive Summary
Given the economic context and the competitive market nowadays, organizations increasingly focus on managing and measuring performance
as a key component in achieving the desired performance results for generating business value. Key Performance Indicators (KPIs) represent
a critical element for any performance management strategy in today’s challenging environment and many organizations have diverse
performance management initiatives, including the measurement of results against targets by using KPIs.

To provide a glimpse into the use of KPIs in practice, smartKPIs.com has launched in March 2011 the first edition of a series of reports
dedicated to analyzing the most popular KPIs across major functional areas and industries. The Top KPIs report series, now at second
edition, are a synthesis of what smartKPIs.com is all about: they form an overview of how KPIs are used in practice today, by combining input
from the online community with analysis and insights from our research team.

The Top 25 Production KPIs of 2011-2012 report compiles the most popular 25 KPIs used by the Production function. The methodology used
to conduct the research consisted of ranking the KPI examples published in the Production functional area of smartKPIs.com, based on their
number of views in 2011. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated
by members of this online community in 2011 provided a rich data set, which combined with further analysis from the editorial team, formed
the basis of these research reports. Out of more than 97 Production KPIs available on smartKPIs.com, the 25 most viewed by the members
and visitors of smartKPIs.com were selected and analysed in detail in this report.

Production Efficiency 7
Top 5 Production KPIs of 2011-2012
Production Timeline 7 # Units per man-hour
% Production schedule attainment
Inventory 5
% Slow moving stock
Maintenance 3 # Production plants
Production Costs 3 % Recovery yield rate of returned

Notes regarding this report:

Production KPIs are reflective of production related functions and are grouped into subcategories, such as Production Efficiency, Production
Timeline, Inventory, Maintenance and Production Costs. From these subcategories, Production Efficiency, Production Timeline and Inventory
indicators were the most popular of Production, in 2011. This illustrates that optimizing the efficiency within production based organizations
while maintaining a high level of productivity is an area of interest for many organizations.

One of the most important benefits that this report brings is the international perspective it offers on the most popular KPIs for Production
Management. Production KPIs provide quantifiable measurements of factors determined to be important for Production strategy successful
implementation. The skill in applying KPIs is in the selection of the optimum number and appropriateness of KPIs.

While centered around the KPIs that in 2011 received the highest number of visits on smartKPIs.com, the Top KPIs of 2011-2012 reports
contain in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium (the premium content section of
smartKPIs.com) and other relevant content.

By discussing the use of KPIs today, presenting the best practice in documenting them and listing the most popular KPIs of 2011, the Top
25 Production KPIs of 2011-2012 report is a valuable resource in promoting the informed use of KPIs or refreshing the existing performance
measurement and management practice in any organization.

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Top 25 Production KPIs of 2011-2012

About Key Performance Indicators (KPIs)

In many domains of human activity, the use of tools is essential for the achievement of results. Measurement and evaluation make no
exception, being equipped with both conceptual and physical tools. Of the first category, at the core of any performance measurement and
management system are the measures, metrics, indicators or KPIs used.

Both academic and practitioner literature uses interchangeably these terms, oftentimes even within the same organization.

At smartKPIs.com, we have adopted the following definitions for these terms:

Measure - A number or a quantity that records a directly observable value. All measures are composed of a number and a unit of measure.
The number provides magnitude (how much) for the measure, while the unit gives the number a meaning (what). Examples of unit
measures are: dollars, hours, meters, inches, etc.

Indicator - Indicators are defined in many ways, but the common meaning for all of them is that they refer to specific information. Thus, the
Organisation for Economic Co-operation and Development (OECD) defines an indicator as “a qualitative or quantitative factor or variable
that provides a simple and reliable means to measure achievement, to reflect changes connected to an intervention, or to help assess the
performance of a development actor”.1

Metric, Performance Measure or Performance Indicator - A generic term encompassing the quantitative basis by which objectives are
established and performance is assessed. It helps quantify the achievement of a result, the quantifiable component of an organization’s
performance. In the context of measuring and managing performance these terms are used interchangeably.

Key Performance Indicator (KPI) - A selected indicator considered key for monitoring the performance of a strategic objective, outcome,
or key result area important to the success of an activity and growth of the organization overall. KPIs make objectives quantifiable,
providing visibility into the performance of individuals, teams, departments and organizations and enabling decision makers to take action
in achieving the desired outcomes. Typically, KPIs are monitored and communicated through dashboards, scorecards and other forms of
performance reports.

While on paper the terms listed above can be differentiated, in practice, the difference between them is blurred and, at some extent,
irrelevant. As long as their purpose and use is clear and understood by members of the organization, whether they are called performance
measures or KPIs is a matter of preference.

At smartKPIs.com, we assess each example entered in the online database and label it as measure, performance indicator or KPI. It is an
empirical and subjective approach to catalogue each entry based on relevance. Ultimately, all entries in the online database are considered
KPI examples. In addition, to single out the entries that stand out in terms of relevance, we introduced a new label:

smartKPI - A Key Performance Indicator example available on smartKPIs.com, that is recommended as

being the most relevant and truly “Key” for organizational performance. They are selected by the editorial
team of the website based on criteria such as:

• Listing in academic and practitioner publications that analyse their usefulness;

• Frequency of use by Functional Area / Industry;

• Fulfillment of the criteria of how good KPIs should be defined and used.

1. Organisation for Economic Co-operation and Development, 2002, Glossary of Key Terms in Evaluation and Results Based Management, OECD
Publications, Paris, France

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KPIs … Naturally
Measurement as a human activity is not new. It emerged in early history as a mean for discovery and sense making.
Archaeologists consider the first measurement tool used in human history to be the Lebombo bone, a baboon fibula
containing 29 cut notches. Dated 35,000 BC, this tally stick was discovered in the Lebombo mountains in Swaziland.

Evaluation, as a form of measurement was used as early as the 3rd century AD, when emperors of the Wei Dynasty
rated the performance of the official family members. The biased nature of individual performance evaluation was
noticed by Chinese philosopher Sin Yu, who reportedly criticized a rater employed by the Wei Dynasty with the
following words: “The Imperial Rater of Nine Grade seldom rates men according to their merits, but always according
to his likes and dislikes”.

A major milestone in making the connection between measuring as a human activity and performance was in
1494, when Luca Pacioli published in Venice ‘Summa de arithmetica, geometrica, proportioni et proportionalita’ (‘Everything on arithmetic,
geometry, proportions and proportionality’). It detailed a practice the Venetian sailors had in place to evaluate the performance of their sailing
expeditions, which became the basis of the double-entry accounting system.

In time, the subjective nature of individual performance evaluations and the dominance of financial indicators for evaluating enterprise
performance became stepstones for performance management in human activities.

The industrial revolution added to this combination the “organization as a machine” metaphor that played a major role in driving improvements
in efficiencies and effectiveness. The result was an organizational performance management model based on mechanistic, command-and-
control thinking, driven by subjective individual performance assessments and financial indicators and crowned by pay-for-performance
arrangements.

Did it work? To a certain extent, yes. Many organizations flourished and matured based on this model.

Does it have flaws? Many. And while historical circumstances attenuated them in time, today’s environment amplifies and exposes them at
an accelerated rate.

Is there a better way? Yes, but it is not simple. It requires a change at multiple levels, from the underlying philosophy of performance, to
mentalities and processes. This is not easy.

Over time, the use of Key Performance Indicators (KPIs) became synonym to performance measurement and management. KPIs are the
link between the old and the new in performance management. Their use, however, is much richer and rewarding in an environment based
on organic performance architecture principles:

Organizations are echo-systems in their own right. They vary in terms of maturity and the environment in which they operate. As such,
their use of performance management systems should reflect their own “personality”. You can try to build an igloo in Sahara, but it won’t be
sustainable. The performance architecture of each organization needs to be unique and to reflect its internal and external environment.

Systems thinking provides a much richer context for understanding and improving performance. Command-and-control worked
in time for the army, for increasing productivity of unskilled workers during the industrial revolution and for managing large organizations
(such as the public service). Today, knowledge workers form the majority of the workforce in developed economies, operate in a much more
interconnected environment and have to make decisions at an accelerated pace. Understanding the systems in which we operate, analyzing
flow and learning based on data become ever more important today and complement the traditional simplistic managerial approach of
executing orders from above.

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KPIs should be used primarily for learning. The role of KPIs should be the one of providing the required information to assist in navigating
towards the desired results. The same principle is used by ants, who leave pheromone trails to assist each other in navigating towards the
food source. Similarly, the nerve impulses travel through the different points of the nervous system, transmitting information. KPIs results
should travel through the organization, facilitating communication, providing a base for analysis / synthesis and ultimately decision making
across all levels of the organization.

Data accuracy in human administration is an elusive desideratum. Neils Bohr once said: “Accuracy and clarity of statement are mutually
exclusive”. Accuracy is a challenge in exact sciences and even more in human administration. Striving to obtain any KPI data is a challenge
in itself for many organizations and data accuracy is an even bigger ask. The use of KPIs should acknowledge this aspect and be oriented
towards making the most out of existent data, oftentimes by using variance intervals. This approach is used by the human body. If the
temperature drops under a safe limit, we shiver. If the temperature increases, we sweat. Both are performance improvement initiatives of the
body, aimed to regulate its temperature back to safe limits. The KPI here is the temperature. While it is not a constant, its trend is good when
within certain safe limits.

The use of KPIs for rewards and punishment should be limited and driven by self-assessment. Purposeful oriented behavior is a
characteristic of living organisms. For humans and many other species, this behavior is amplified by rewards and punishment. Along with this
amplification, risks are amplified, too. Gaming of results, lack of cooperation, decreased morale and work accidents are some of the undesired
consequences. On the other hand, the majority of nerve impulses in the human body transmit general information. Only in particular situations
pleasure or pain signals. Similarly, the use of KPIs for rewards and punishment should be the exception to the rule, rather than the norm.

Embedding KPIs in organizations through visualization and communication of KPIs results is the key to maximizing their value
added. Variations in the KPIs used by the human body are felt by our senses as their impact is sensory rich. Similarly, KPIs used in
an organizational context should be embedded in everyday use and be a part of the working experience. The most important aspect of
communicating KPI results is their visual representation. This is key, both in terms of optimizing the layout of the data representation and
the presence of visual displays in the working environment. The range of media is diverse today: posters, whiteboards, banners, LED and
LCD monitors should be combined to bring results to life across the organization. KPI results should not be restricted to paper reports and
computer screens anymore.

New philosophy of performance, driven by self-assessment and purposeful achievement as a mean to happiness. While happiness
means many things to many, a common expression of this feeling is the result of the purposeful achievement of a desideratum. Achieving
something we want, while shared with others, is about us and reverberates strongly in our inner self. Transposing this powerful catalyst of
performance in both our personal and organizational life is facilitated by a new paradigm: Happiness is driven by achievement. Achievement
is an expression of performance. If we want to be in control of our happiness, we should be in control of our performance.

Self-assessment of performance results is not easy. However, if more emphasis is placed on building this capability in each employee,
organizations can benefit by creating a rewarding environment conducive to happiness. In this environment, managers can focus on
understanding and improving the working system, while employees can focus on self-assessment of the results’ achievement, learning and
communicating. Purposeful achievement of results in a well-structured working system would bring both individuals and organization much
closer to happiness and fulfilment compared to the payment of bonuses in the current command-and-control driven dominant paradigm.

KPIs are here to stay. The question we have to answer is how do we want to use them: mechanistically or naturally?

Aurel Brudan,
Performance Architect
smartKPIs.com

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smartKPIs.com Community Profile

Since its launch in 2009, smartKPIs.com established itself as the favourite destination of professionals from around the world interested in
high quality documented examples of performance measures. With hundreds of thousands of page views and tens of thousands of visitors
from over 190 countries each month, www.smartKPIs.com is one of the most used performance management resources on the Internet.

What sets the smartKPIs.com community apart is the profile of its members.

smartKPIs.com is a truly global community, with relatively uniformly spread representation in terms of membership around the world. While
the highest number of members comes from English speaking countries, no single country dominates in terms of representation. The
same applies in terms of the size of the organizations to which smartKPIs.com members belong. While membership is the highest among
companies with 11 to 500 employees, both small and large organizations in terms of headcount are well represented.

Country breakdown
43.90%

15.79%
13.09%

5.76% 7.32%
2.19% 2.21% 2.32% 2.82% 2.93% 3.85%

South Saudi Indonesia Canada United Arab Malaysia United Australia India United Others
Africa Arabia Emirates Kingdom States

Organization size
11-100 employees 20.17%

101-500 employees 19.61%

1001-5000 employees 13.61%

10000+ employees 13.54%

501-1000 employees 9.64%

1-10 employees 9.43%

Self-employed 7.87%

5001-10000 employees 5.34%

Unspecified 0.79%

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Industry affiliation
Food, Beverages & Tobacco 1.78%
Not-for-profit 1.90%
Government - State & Federal 2.00%
Construction / Capital Works 2.32% In terms of industry affiliation, the majority
Energy 2.79% of smartKPIs.com community members
Banking, Mortgages & Credit 3.19%
Engineering 3.53% operate in the consulting industry. The ICT,
Retail 3.67% manufacturing and education / training
Transportation / Logistics 3.73%
Telecommunications 3.80%
sectors follow in this hierarchy, which also
Finance 3.93% reflects wide interest from both the public
Healthcare
Other professional services
4.27%
4.65%
and not-for-profit sectors.
Education / Training 5.23%
Manufacturing 9.24%
Technology 9.90%
Consulting 12.72%
Other 21.36%

Job title
Engineer 2.83%

Student 2.96% The membership of smartKPIs.com

community is dominated by managers and
C-level Executive 4.38%
consultants, which reflect a high level of
Business Analyst 4.57% professional expertise. The breakdown of
managerial positions by function reflects
Director 6.74%
a higher than the average representation
Consultant 8.05%
from HR, Project and IT managers.

Manager 23.77%

Other 43.70%

Managerial role
QA Manager 0.79%
Product Manager 1.00% Overall, the profile of the smartKPIs.com
Quality Manager 1.17% community paints the picture of a global,
Marketing Manager 1.20%
diverse and highly qualified membership
Finance Manager 1.47%
base. Tapping into the collective
Operations Manager 1.51%
Sales manager 1.67%
intelligence of this community by analyzing
Senior Manager 1.70% visit trends is a reflection of both trends in
General Manager 2.39% performance management at international
IT Manager 4.45% level across industries / functional areas
Project manager 5.45% and of the relevance of the smartKPIs.com
HR Manager 6.01%
content.
Manager 19.95%
Other 51.26%

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2011-2012 smartKPIs.com Functional Areas Taxonomy

15 Functional Areas with 60 Sub-categories
Accounting (269) • Service Management (222)
• Accounting Systems (35) Knowledge and Innovation (198)
• Cash Management (25) • Innovation (45)
• Control (12) • Knowledge Management (71)
• Cost Analysis (44) • R & D (82)
• Planning and Reporting (65) Management (53)
• Transactions / Accounts Payable / Accounts Receivable (88) Marketing & Communications (192)
Corporate Services (134) • Advertising (34)
• Administration / Office Support (24) • Marketing (127)
• Corporate Travel (27) • Public Relations (31)
• Facilities / Property Management (75) Online Presence - eCommerce (203)
• Legal Services (8) • eCommerce (48)
CSR / Sustainability / Environmental Care (225) • Email Marketing (25)
• Corporate Social Responsibility (54) • Online Advertising (34)
• Environmental Care (171) • Online Publishing - Weblogs (18)
Finance (219) • Search Engine Optimisation (SEO) (15)
• Asset / Portfolio management (49) • Web Analytics (63)
• Financial stability (42) Portfolio and Project Management (116)
• Forecasts & Valuation (56) • Benefits Realisation Management (6)
• Liquidity (19) • Portfolio Management (54)
• Profitability (53) • Project Management (56)
Governance, Compliance and Risk (146) Production & Quality Management (200)
• Compliance and Audit Management (52) • Maintenance (34)
• Governance (40) • Production (97)
• Risk Management (54) • Quality Management (69)
Human Resources (476) Sales and Customer Service (314)
• Compensation and Benefits (52) • Customer Service (138)
• Efficiency and Effectiveness (48) • Sales (176)
• Recruitment (71) Supply Chain, Procurement, Distribution (420)
• Retention (29) • Contract Management (50)
• Service Delivery (31) • Inventory Management (85)
• Talent Development (109) • Logistics / Distribution (138)
• Workforce (48) • Procurement / Purchasing (86)
• Working Environment (88) • Supply Chain Management (61)
Information Technology (609)
• Application Development (81)
• Data Center (36)
• Enterprise Architecture (46)
• IT - General (47)
• IT - Security (118)
• Network Management (59)
* The figures in the brackets represent the number of documented KPI examples available on www.smartKPIs.com as of 11 November 2012. For up to date
statistics follow the hyperlinks.

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2011-2012 smartKPIs.com Industries Taxonomy

24 Industries with 89 Sub-categories
Agriculture (297) • General State Administration (84) • Property Management (83)
• Crops (118) • Healthcare (117) • Real Estate Development (67)
• Forestry and Logging (32) • Human / Social Services (32) • Real Estate Transactions (34)
• Livestock, Hunting and Fishing (148) • Law and Justice (111) Resources (442)
Arts and Culture (410) • Military, Security and Defense (21) • Coal and Minerals Mining (327)
• Event Production and Promotion (5) • Resources and Energy (50) • Oil and Gas (62)
• Libraries and Archives (354) • Tourism (76) • Sustainability / Green Energy (56)
• Museums (51) • Transportation and Infrastructure (54) Retail (151)
Construction & Capital Works (76) Healthcare (1445) Sport Management (131)
• Civil Engineering (27) • Emergency Response / Ambulance • Coaching / Training (14)
• Construction of Buildings (69) Services (36) • Sport Club Management (61)
Education & Training (703) • Healthcare Support Services (29) • Sport Event Organisation (41)
• Academic Education (250) • Hospitals (1075) Sports (146)
• Colleges and Universities (145) • Medical Laboratory (18) • American Football (10)
• Primary and Secondary Schools / • Medical Practice (291) • Badminton (10)
K-12 (250) • Preventive Healthcare (32) • Baseball (28)
• Training and Other Education (43) • Veterinary Medicine (7) • Basketball (18)
Financial Institutions (495) Hospitality & Tourism (315) • Cricket (10)
• Banking and Credit (146) • Food and Beverage Service (163) • Football / Soccer (27)
• Insurance (75) • Hotel / Accommodation (137) • Rugby (10)
• Investments (62) • Tour Operator (23) • Tennis (34)
• Mortgages (155) • Travel Agency (24) Telecommunications / Call Center (123)
• Pension Funds (65) Infrastructure Operations (707) • Call Center (81)
Government - Local (814) • Airports (345) • Telecommunications (43)
• Budget and Finance (38) • Ports (283) Transportation (1509)
• Community - Quality of Life (34) • Railways (26) • Airlines (487)
• Culture, Recreation and Entertainment • Roads (68) • Land Transport (Road & Rail) (469)
(40) Manufacturing (97) • Local Public Transport (367)
• Economic & Business Affairs (92) Media (146) • Marine Transport / Shipping (235)
• Environment (112) • Broadcasting (TV and Radio) (60) Utilities (560)
• General Local Administration (60) • Film and Music (45) • Electricity (114)
• Public Safety (123) • Social Media (42) • Natural Gas (331)
• Public Services (174) Non-profit / Non-governmental (513) • Water and Sewage (141)
• Social Services (143) Postal and Courier Services (295)
• Sports (1) Professional Services (388)
Government - State / Federal (824) • Accounting Services (32)
• Agriculture, Fisheries and Forestry • Business Consulting (81)
(49) • Engineering (42)
• Education (107) • Legal Practice (273)
• Employment and Workplace Relations • Recruitment / Employment Activities
(92) (51)
• Finance / Treasury (25) Publishing (47)
• Foreign Affairs and Trade (9) Real Estate / Property (181)

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KPI Documentation Form Template as Used by smartKPIs.com

Organizational capability or Sub-grouping of the functional Aggregate of organizations operating in a
department that fulfils a specific area or industry. particular field, often named after its principal
business function. product or service.
Functional Areas Sub-categories Industries
N/A Hospitals Healthcare
KPI record Indicator type Unit type
sK41 smartKPI %

Key Performance Indicator (KPI) example unique Classification of performance indicators based Type of measurement unit to reflect results
identification number assigned
Name automatically
Functional Areas on their relevance
Sub-categories and level of analysis. Industries (number, percentage, monetary value).
when entered in the database.
%
N/A Hospital bed occupancy rate
Hospitals Healthcare
KPI record Indicator type Unit type
Name of the indicator, a brief
sK41 Succinct
smartKPI description of the indicator, % Other versions of the indicator name, as
Definition and variations
representation of its role. clarifying in business terms its name. used in practice.
Definition
Name
Measures the percentage
Functional Areas of beds in the hospital that are occupied by patients, from overall number of hospital
Sub-categories beds.
Industries
%
N/A Hospital bed occupancy rate
Hospitals Healthcare
Variations
KPI record Indicator type Unit type
% Bed occupancy rate - long-term patients
Definition and variations
% sK41
Bed occupancy rate - short-term patients smartKPI %

Definition
Related KPIs
#Name
Hospital the
Measures bedpercentage
capacity of beds in the hospital that are occupied by patients, from overall number of hospital beds.
$ Hospital operating profit per bed
% Hospital bed occupancy rate
#Variations
Functional
Hospital Areas rate per 10,000 inhabitants
admission Sub-categories Industries
% N/A
Bed occupancy rate - long-term patients Hospitals Healthcare
Tags
Definition
% KPI
Bed andrate
occupancy variations
- short-term patients
record Indicator type Unit type
hospital, occupancy
sK41 smartKPI %
Related KPIs
Definition
# Hospital bed capacity
Calculation
Measures the percentage of beds in the hospital that are occupied by patients, from overall number of hospital beds.
$ Hospital operating profit per bed
Name
#Subordinate
Hospital admission rate used
per 10,000 inhabitants
Variations measures for calculation
%
A % Hospital bed occupancy rate
=Bed occupancy
# Hospital
Tags rate -beds
inpatient long-term patients
occupied
% =Bed
B occupancy
# Hospital rate -beds
inpatient short-term patients
hospital, occupancy
Definition and variations
Related KPIs
List of other related indicators in the
Calculation
Calculation
# Hospital
database,
formula
bed capacity
either upstream (influenced
Formula type KeywordsTrend
relevant to thewhen
is good indicator, useful for navigating
by this indicator), or downstream
$ Hospital (with
Definition
(A/B)*100 influence
operating on bed
profit per this indicator). Rate by thematic clusters of similar examples.
Increasing
#Measures
Subordinate the measures
percentage
Hospital admission of beds
rate used
per forin
10,000 the hospital that are occupied by patients, from overall number of hospital beds.
calculation
inhabitants
Names of the measures TagsA =
used# Hospital inpatient
in calculating
Focus beds occupied
Variations
B = # Hospital inpatient beds
the indicator (if applicable).
% Bed occupancy
hospital, occupancyrate - long-term patients
Purpose
% Bed occupancy rate - short-term patients
To indicate the
Calculation hospital’s efficiency regarding bed management
formula Formula type and its spare capacity. Trend is good when
Calculation
Related KPIs
(A/B)*100
BSC perspective Rate
Measurement focus Increasing
Impact stage
# Hospital bed capacity
Subordinate measures used for calculation
Customer Volume Process
$ Hospital operating profit per bed
A Focus
#= # Hospital
Hospital
Indicator
inpatient
admission
focus
beds
rate peroccupied
10,000 inhabitants Measurment type Level
B = # Hospital inpatient beds
Leading
Purpose
Tags Quantitative Strategic
To indicate
hospital, the hospital’s efficiency regarding bed management and its spare capacity.
occupancy
Calculation formula Formula type Trend is good when
BSC
Data profile
perspective Measurement focus Impact stage
(A/B)*100
Calculation Rate Increasing
Customer Volume Process
Data capture period Standard reporting frequency Data integrity
as Focus
Expresses the indicator Indicator
a formula linking
Subordinate
Spot focusmeasures used for calculation DailyType of calculation
Measurment type formula, based on the combination
Level
High of Direction in which the results of the indicator
the subordinate measures
A =(if# applicable).
Leading Hospital inpatient beds occupied
Automation fit
subordinate measures (rate, ratio, index, composition).
Quantitative
Limitations
Strategic need to move for a positive result.
Purpose
B = # Hospital inpatient beds
Recommended
To Accurate reporting
indicate the hospital’s efficiency regarding bed management for this
and its spare KPI requires real-time registration of inpatients, so that no lag exists
capacity.
Explanation of the reason or business
Data profile Classification
between the actualofhospitalization
performance (and
indicators based onofwhat
the occupancy Strength
the bed) and registering it inofthe
thebed
indicator based on the stage of
justification for using theBSC perspective
indicator.
Calculation formula
Measurement
dimension
management
Formula
focus Impact stage
of an activity or result they are measuring.
typesystem. Trend is good when evaluation: input, process, output or outcome.
Customer
Data capture period Volume
Standard reporting frequency Process
Data integrity
(A/B)*100 Rate Increasing
Spot
Indicator focus Daily
Measurment type High
Level
Focus fit
Leading
Automation Quantitative
Limitations Strategic
Recommended Accurate reporting for this KPI requires real-time registration of inpatients, so that no lag exists
Purpose
Standard Balanced Data profile between the actual hospitalization (and the occupancy of the bed) and registering it in the bed
To indicate the hospital’s efficiency regarding bed management
managementand its spare capacity.
system.
Scorecard perspective
where the indicator BSC perspective
Data capture period Measurement
Standard focusfrequency
reporting Impact
Data stage
integrity
fits best. Customer
Spot Volume
Daily Process
High

Indicator focus
Automation fit Measurment type
Limitations Level
Leading
Recommended Quantitative
Accurate reporting for this KPI requires real-timeStrategic
registration of inpatients, so that no lag exists
between the actual hospitalization (and the occupancy of the bed) and registering it in the bed
management system.
Type of indicator based on the emphasis
Data profile of Measurement approach for the KPI Organizational level at which the indicator is
past activity or future performance. (Quantitative or qualitative). measured (strategic or operational).
Data capture period Standard reporting frequency Data integrity
Spot Daily High

Automation fit Limitations

© The KPI Institute 2012
10 Recommended Accurate reporting for this KPI requires real-time registration of inpatients, so that no lag exists
between the actual hospitalization (and the occupancy of the bed) and registering it in the bed ID number: sK0128281
management system.
 Calculation formula Formula type Trend is good when
(A/B)*100 Rate Increasing

Focus

Top 25 Production KPIs of 2011-2012

Purpose
To indicate the hospital’s efficiency regarding bed management and its spare capacity.

BSC perspective Measurement focus Impact stage

Customer Volume Process
Period for which the results of thefocus
Indicator indicator Frequency
Measurment of data
type gathering and reporting Level Subjective evaluation of the integrity
have been measured. Leading for the indicator.
Quantitative Strategic characteristics of the data being reported.

Data profile

Data capture period Standard reporting frequency Data integrity

Spot Daily High

Automation fit Limitations

Recommended Accurate reporting for this KPI requires real-time registration of inpatients, so that no lag exists
between the actual hospitalization (and the occupancy of the bed) and registering it in the bed
management system.

Suitability for automated data gathering by importing Other limitations (data or reporting system related) to be
data in the centralized reporting tool. considered during the use of the indicator.

Subjective evaluation of the suitability for benchmarking Additional information related to the Thresholds outlining the limits for positive and
based on indicator reporting standardization in the industry. target setting for this indicator. negative results, as well as the tolerance interval.

Targets

Benchmarking fit Notes

Suitable Given the universality of the measure, it suits benchmarking very well. High levels of bed occupancy
reflect the ability of a hospital to provide safe patient care and indicate an efficient use of a
hospital’s capacity.
Targets
Threshold exemple
Targets
Red: <70%
Benchmarking fit Yellow: 70-90%
Notes Green: >90%
Suitable Given the universality of the measure, it suits benchmarking very well. High levels of bed occupancy
Benchmarking fit Notes the ability of a hospital to provide safe patient care and indicate an efficient use of a
reflect
Analysis and resources
Suitable hospital’s
Given the capacity.
universality of the measure, it suits benchmarking very well. High levels of bed occupancy
reflect the ability of a hospital to provide safe patient care and indicate an efficient use of a
Overall notes
Threshold exemple hospital’s capacity.
Bed
Red:occupancy
<70% rate is used to assess the demandsYellow:
for hospital beds and hence to gauge an appropriate
70-90% balance
Green: >90%between demand for health care and
number of beds
Threshold exempleavailable. Managing the bed occupancy rate can be a difficult task due to the demand that cannot be controlled by postponing (like in
the case of a guest house, for example).
Red: <70% Yellow: 70-90% Green: >90%
Analysis and resources
Additional resources
http://news.bbc.co.uk/2/hi/health/5370336.stm
Analysis
Overall notesand resources
Bed occupancy rate is used to assess the demands for hospital beds and hence to gauge an appropriate balance between demand for health care and
References
Overall
number notes
of beds available. Managing the bed occupancy rate can be a difficult task due to the demand that cannot be controlled by postponing (like in
the
Bedcase of a guest
occupancy ratehouse,
is usedfortoexample).
assess the demands for hospital beds and hence to gauge an appropriate balance between demand for health care and
1. Adeyi,ofO.beds
number , Smith,O., Robles,
available. S. & World
Managing Bank
the bed (2007), "Public
occupancy policy
rate can be aand the challenge
difficult task due of
to chronic noncommunicable
the demand that cannot bediseases",
controlledavailable at:
by postponing (like in
Additional resources
http://siteresources.worldbank.org/INTPH/Resources/PublicPolicyandNCDsWorldBank2007FullReport.pdf
the case of a guest house, for example).
http://news.bbc.co.uk/2/hi/health/5370336.stm
2. Health Policy Research Associates & Institute for Health Policy (2007), "Performance Reviews of Provincial and Line Ministry Healthcare Services",
Additional
available at:resources
http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
http://news.bbc.co.uk/2/hi/health/5370336.stm
3. Republic
References of the Philippines, Department of Health (2004),
OTHER HEALTH FACILITIES STATISTICAL REPORT, available at: www.doh.gov.ph/bhfs/images/issuances/psychiatric/statisticalreport.pdf
References
1. Adeyi, O. , Smith,O., Robles, S. & World Bank (2007), "Public policy and the challenge of chronic noncommunicable diseases", available at:
General remarks about the use of the indicator. Other recommended online and offline resources
http://siteresources.worldbank.org/INTPH/Resources/PublicPolicyandNCDsWorldBank2007FullReport.pdf
List of resources reviewed as part of the
Statistics & bookmarking
2.
1. Health
Adeyi, O.Policy Research
, Smith,O., Associates
Robles, & Institute
S. & World Bank for for"Public
Health
(2007), understanding
Policypolicy
(2007), and using the
"Performance
and ofindicator.
Reviews
the challenge of Provincial
chronic and Line diseases",
noncommunicable documentation
Ministry Healthcare
available process.
Services",
at:
available at: http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
http://siteresources.worldbank.org/INTPH/Resources/PublicPolicyandNCDsWorldBank2007FullReport.pdf
2.Rating
3. Republic
Health Policyof theResearch
Philippines, Department
Associates of Health
& Institute ViewsPolicy (2007), "Performance Reviews of Provincial
(2004),
for Health Lastand
updated
Line Ministry Healthcare Services",
Average rating of the indicator
OTHER
available byat:smartKPIs.com
HEALTH FACILITIES
(1/5)STATISTICAL REPORT, Total number
available of pageviews for the indicator. 03 February 2011 Date stamp of when
at: www.doh.gov.ph/bhfs/images/issuances/psychiatric/statisticalreport.pdf
http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
1780 the indicator page was last
community members. 3. Republic of the Philippines, Department of Health (2004), updated.
OTHER
Add ratingHEALTH FACILITIES STATISTICAL REPORT, available at: www.doh.gov.ph/bhfs/images/issuances/psychiatric/statisticalreport.pdf
Share Save
Statistics & bookmarking

Statistics
Rating & bookmarking Views Last updated
smartKPIs
Rating (1/5)
Community 1780
Views 03 February
Last updated 2011
Other
Add popular KPI examples
rating (1/5) 1780
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03 February 2011
• # Average length of stay in ER
Add rating
• % Emergency Share admissions
Department visits resulting in hospital Save
• % Employee turnover
Rating button. smartKPIs Community Share button, for social media Option to save the indicator in a preferred list
Comments communication. available online at smartKPIs.com.
Other popular
smartKPIs KPI examples
Community
• # Average length of stay in ER
•Other popular KPI
% Emergency examples
Department visits resulting in hospital admissions
•%# Average
Employeelength of stay in ER
turnover
• % Emergency Department visits resulting in hospital admissions
Comments
• % Employee turnover

Comments

Other indicators saved in the preferred list along with the current Option to comment, provide feedback and engage with other members of the smartKPIs.com
example by smartKPIs.com community members. community on topics relating the documentation and use of the indicator.

© The KPI Institute 2012

11
ID number: sK0128281
 Top 25 Production KPIs of 2011-2012

Production as a Functional Area

Production is the functional area defining the processes and methods to create from tangible and intangible inputs final products as goods
or services. Production KPIs refer to assuring the quality of the production process, their efficiency and productivity, as well as quantity and
quality of products realized.

Sub-categories
Production Efficiency - Ensures that the production locations are always running at full parameters.
Production Timeline - Indicates all the time-related aspects of the production process.
Inventory - Describes the amount of products on stock either from returns or demand, excluding the safety stock.
Maintenance - Monitors the upkeep of the production plant and equipment.
Production Costs - Refers to expenses implied by the production processes.

History

The production process refers to the stages required to complete a product. This generally involves the use of raw materials, machinery
and manpower. The main stages of production are pre-production, production and post-production. Throughout time, starting with foragers
and ending with industrialists, production methods have changed from complete labor intensive methods to extreme mechanical operation
methods. The Industrial Revolution between 1750 and 1850 has changed considerably production processes in agriculture, transportation,
mining and technology. As production processes changed mass production was possible through the development of the machine-tool
industry. A series of 19th century innovators introduced machine tools capable of cutting and shaping hard metals to precise tolerances,
which permitted the production of large numbers of identical parts. This system of production came to be called the American System, for it
was in the United States where it reached its fullest maturity. The development of mass production transformed the way work was organized
in several ways: first, tasks were subdivided and performed by unskilled workers, since machines were capable of performing advanced
operations. Second, with the development of manufacturing processes, a large hierarchy of supervisors and managers became necessary.
Third, the increasing complexity of operations required employment of engineers, accountants, chemists and other professionals, in addition
to a large distribution and sales force.

Production Professional Associations

Production and Operations Management Society (POMS)

Association for Manufacturing Excellence
APICS The Association for Operations Management
Society of Manufacturing Engineers
Packing Machinery Manufacturers Institute
The National Association of Manufacturers (NAM)
Crude Oil Production and Transportation Association
Fabricators and Manufacturers Association (FMA)

© The KPI Institute 2012

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ID number: sK0128281
Top 25 Production KPIs of 2011-2012

Top 25 Production KPIs of 2011-2012 List

Number KPI Name Subcategory

sK1750 # Production capacity Production Efficiency

sK6600 % Recovery yield rate of returned products Production Efficiency
sK1738 # Ideal run rate Production Efficiency
sK1752 % Production capacity utilization Production Efficiency
sK1754 # Unused production capacity Production Efficiency
sK1744 % Production schedule attainment Production Efficiency
sK443 # Units per man-hour Production Efficiency
sK1604 % Production uptime Production Timeline
sK1627 % Production schedule adherence Production Timeline
# Frequency of production delays due to inventory shortages or
sK6363 Production Timeline
supply delays
sK84 # Unit production time Production Timeline
sK1675 % Unplanned downtime in production Production Timeline
sK1609 $ Value of work in progress Production Timeline
sK1605 % Work in progress days Production Timeline
sK651 % Slow moving stock Inventory
sK639 # Decoupling stock Inventory
sK638 # Working stock Inventory
sK6365 % Products for which common production processes are used Inventory
sK707 % Boomerang return rate Inventory
sK6834 # Production plants Maintenance
sK1631 % Machine utilization in production Maintenance
sK1606 % Unplanned maintenance Maintenance
sK1628 $ Production costs per unit Production Costs
sK1603 % Production delays due to raw material shortage Production Costs
sK3707 $ Penalties cost due to unsatisfied demand Production Costs

© The KPI Institute 2012

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 Top 25 Production KPIs of 2011-2012

1
Functional Areas Sub-categories
sK443 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK443 smartKPI #

Name

# Units per man-hour

Definition and variations

Definition
Measures the number of completed units realized per hour of work. A man-hour is the amount of work done by one person in one hour.

Variations
# Units/MH
# Pieces per labor hour

Related KPIs
% Production first time yield (FTY)

Tags
construction, man-hour, productivity

Calculation

Subordinate measures used for calculation

A = # Production units
B = # Man-hours

Calculation formula Formula type Trend is good when

A/B Average Increasing

Focus

Purpose
To assess labor productivity in terms of output per man-hour.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Output

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Day Monthly Medium

Automation fit Limitations

Recommended Accurate reporting for this KPI is dependent on a well maintained system for tracking production outputs
and man-hours.

© The KPI Institute 2012

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Top 25 Production KPIs of 2011-2012 sK443 export date: 4 Dec 2012 - Page 2
Username: alexandru.muntean@smartkpis.com
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Targets

Benchmarking fit Notes

Suitable Targets may vary based on the industry. In some industries, man-hour estimates are based on the type
of project and experience from similar projects.

Threshold example
Red: <15 Yellow: 15-20 Green: >20

Analysis and resources

Overall notes
Along with the volume of units, the units/MH reporting method is one of the two basic reporting methods used in the construction and manufacturing
industries. This KPI can be influenced by factors unrelated to the labor force, such as equipment downtime, which can decrease man-hour productivity.

Additional resources
http://www.jstor.org/pss/4225514

http://books.google.com/books?id=KQToFyMfZdYC&printsec=frontcover&dq=Production+And+Operations+Management&hl=en&ei=upw9TY6yLIaI5AbJmLz
CCg&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCcQ6AEwAA#v=onepage&q&f=false

References

1. Cox, R., Issa, R. and Ahrens, D. (2003), Management���s perception of key performance indicators for construction. Journal of Construction
Engineering and Management, 129(2): 142-151
2. Jawahar, L. and Srivastava, S. (2008), Cost Accounting. New Delhi: Tata McGraw-Hill
3. Murthy, P. R. (2005), Production And Operations Management. New Delhi: New Age International Publishers

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/units-per-man-hour-443.html
15
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number:documentation
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 Top 25 Production KPIs of 2011-2012

2
Functional Areas Sub-categories
sK1744 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1744 Key Performance Indicator %

Name

% Production schedule attainment

Definition and variations

Definition
Measures how much of the production schedule is actually achieved.

Variations
% Schedule attainment in production

Related KPIs
% Production delays due to raw material shortage

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = # Actual production
B = # Scheduled production
C = # Actual production time
D = # Scheduled production time

Calculation formula Formula type Trend is good when

[(A/B)*(D/C)]*100 Composition Increasing

Focus

Purpose
To evaluate the production schedule attainment and accuracy.

BSC perspective Measurement focus Impact stage

Internal Processes Quality Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Week Monthly Medium

Automation fit Limitations

Recommended Difficulties can occur if no clear production schedule is developed and tracked.

© The KPI Institute 2012

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Top 25 Production KPIs of 2011-2012 sK1744 export date: 4 Dec 2012 - Page 2
Username: alexandru.muntean@smartkpis.com
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Targets

Benchmarking fit Notes

Suitable Targets should be set taking into consideration the risks and other unplanned situations that can occur
during the production process, that can influence either the duration or the volume of production (e.g.
unplanned maintenance).
A high level of this indicator shows rigorousness and effectiveness in attaining the production volume
and duration.

Threshold example
Red: <70% Yellow: 70-90% Green: >90%

Analysis and resources

Overall notes
Monitoring this KPI supports improvement in production planning and schedule attainment. Production changes should be monitored and documented for
root cause analysis, understanding accuracy and developing a plan for improvements.

Additional resources
Bragg, S. M. (2002), Business ratios and formulas: a comprehensive guide. John Wiley and Sons

http://www.ohcow.on.ca/press_release/RSI/RSI_day/2009/ROI.pdf

References

1. APQC (2007), Supply chain definitions and key measures, available at:
http://www.apqc.org/knowledge-base/documents/supply-chain-definitions-and-key-measures
2. Bakar, A., Hakim, L., Chong, S. and Binshan, L. (2004), Measuring supply chain performance among public hospital laboratories, International Journal of
Productivity and Performance Management, Vol. 59 Iss: 1, pp.75 - 97, available at:
http://www.emeraldinsight.com/journals.htm?articleid=1829560&show=html
3. Bragg, S. (2002), Business ratios and formulas: A comprehensive guide, New Jersey: John Wiley & Sons, Inc.

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-schedule-attainment-1744.html
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK651 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Supply Chain, Procurement, Distribution Inventory Management Any
Production & Quality Management Production

KPI record Indicator type Unit type

sK651 smartKPI %

Name

% Slow moving stock

Definition and variations

Definition
Measures the percentage of stock that has not moved in the defined number of days, out of the overall stock. The defined number of days are less than the
ones established for obsolete items.

Variations
% Slow moving stock rate

Related KPIs
% Obsolete items in inventory

Tags
inventory

Calculation

Subordinate measures used for calculation

A = # Slow moving items
B = # Items in the inventory

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Decreasing

Focus

Purpose
To assess the inventory management capability. The slow moving stock can result into obsolete stock and generate financial losses.

BSC perspective Measurement focus Impact stage

Internal Processes Risk Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Day Weekly Low

Automation fit Limitations

Not recommended Accurate reporting for this KPI is dependent on a well functioning inventory management system.

© The KPI Institute 2012

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Top 25 Production KPIs of 2011-2012 sK651 export date: 4 Dec 2012 - Page 2
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Targets

Benchmarking fit Notes

Suitable Given the universality of the measure, it suits benchmarking very well. However, targets may vary based
on industry profile.
In some industries, companies can work out arrangements with suppliers to limit their vulnerability to
slow-selling inventories. Such a relationship can mean that any unsold merchandise can be returned to
the wholesaler, for full credit, within a common accepted period.

Threshold example
Red: >30% Yellow: 10-30% Green: <10%

Analysis and resources

Overall notes
Slow-moving items are still valuable. If letting them pile up for long periods of time, without producing profit, they become worthless. The emphasis should be
on selling them, even with lower prices. As a last resort, if the slow moving items cannot be sold and are in good condition still, they can be donated to charity
and realize tax advantages- where state allows it.

Additional resources
Dolgui, A., Morel. G. and Pereira, C. E. (2006), Information control problems in manufacturing. A Proceedings Volume from the 12th IFAC Conference,
Saint-Etinne, France, 17-19 May 2006, Elsevier, Oxford. UK

References

1. Burgd, H. B. (1985), Strategic identification of domestic air express markets: Assessing Alabama's market demand. The Alabama Business & Economic
Journal, 8(3): 13 - 24, available at: http://www.aum.edu/uploadedFiles/SBEJ_Vol8_3.pdf
2. HM Revenue and Customs (2012), BIM33145 - Stock: valuation: net realisable value: use of formulas, slow moving stock, acceptable accuracy, available
at: http://www.hmrc.gov.uk/manuals/bimmanual/bim33145.htm
3. Thummalapalli, R. (2010), A methodology to evaluate obsolete inventory in health care. Industrial and Management Systems Engineering - Dissertations
and Student Research, Paper 7, available at: http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1008&context=imsediss

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/slow-moving-stock-651.html
19
IDIndicator
number:documentation
sK0128281 © The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK6834 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Manufacturing

KPI record Indicator type Unit type

sK6834 Key Performance Indicator #

Name

# Production plants
Definition and variations

Definition
Measures the number of manufacturing plants available and functional for production process.

Variations
# Manufacturing plants
# Breweries
# Plants for production
# Operational plants

Related KPIs
# Production capacity

Tags
production, manufacturing

Calculation

Subordinate measures used for calculation

A = # Production plants

Calculation formula Formula type Trend is good when

A Volume Within range

Focus

Purpose
To indicate the production capacity of the organization.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Input

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Spot Annually High

Automation fit Limitations

Recommended This KPI does not give information on the size or capacity of the plants.

© The KPI Institute 2012

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ID number: sK0128281
Top 25 Production KPIs of 2011-2012 sK6834 export date: 4 Dec 2012 - Page 2
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Targets

Benchmarking fit Notes

Suitable Targets are highly contextual. Organization size, strategies, and type of operation can influence targets
from one organization to another.

Threshold example
Red: <1;>5 Yellow: 1-2;4-5 Green: 2-4

Analysis and resources

Overall notes
One instance for using this KPI is when the management needs to consider the optimal number of plants, in order to maintain effectiveness and efficiency of
resource allocation.

Additional resources
http://www.volkswagenag.com/vwag/vwcorp/content/en/the_group/production_plants.html

References

1. U.S. Environmental Protection Agency (1991), Alternative control techniques document - Nitric and adipic acid manufacturing plants, available at:
http://www.epa.gov/ttn/catc/dir1/nitric.pdf
2. The United States Department of Energy National Energy Technology Laboratory (2002), Hydrogen production facilities plant performance and cost
comparisons, available at: http://www.netl.doe.gov/energy-analyses/pubs/finalcompreport.pdf
3. U.S. Department of Energy (2012), Ethanol production and distribution, available at:
http://www.afdc.energy.gov/afdc/ethanol/production_starch_sugar.html

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-plants-6834.html
21
IDIndicator
number:documentation
sK0128281 © The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK6600 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Supply Chain, Procurement, Distribution Logistics / Distribution Manufacturing
Production & Quality Management Production

KPI record Indicator type Unit type

sK6600 Key Performance Indicator %

Name

% Recovery yield rate of returned products

Definition and variations

Definition
Measures the percentage of product returns that were valued again, from overall returned products.

Variations
% Recovery yield rate
% Recovery yield

Related KPIs
% Final products which do not meet quality criteria

Tags
reverse logistics

Calculation

Subordinate measures used for calculation

A = # Valued returned products (sold again)
B = # Returned products

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Increasing

Focus

Purpose
To monitor the effectiveness of logistics supply of returned products.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Output

Indicator focus Measurment type Level

Lagging Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Month Monthly Medium

Automation fit Limitations

Recommended Accurate reporting on this KPI requires a tracking system that captures the status of returned products.

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Targets

Benchmarking fit Notes

Suitable Targets may vary between different product lines, organizations, and industries.

Threshold example
Red: <40% Yellow: 40-60% Green: >60%

Analysis and resources

Overall notes
This KPI may influence the repricing of the returned products. It is commonly used in industries like automobile manufacturing.

Additional resources
http://repub.eur.nl/res/pub/19888/StrategicIssues.pdf

References

1. Kulkarni, A. (2005), The impact of networked RFID on product remanufacturing, available at: http://www.autoidlabs.org.uk/presentations/AKCLSC.pdf
2. Ondemir, O. and Gupta, S. (2009), Cost-benefit analysis of sensor-embedded products based disassembly-to-order system, available at:
http://iris.lib.neu.edu/cgi/viewcontent.cgi?article=1012&context=mech_ind_eng_fac_pubs
3. De Boever, G. and Van de Velde, T. (2009), Organizing closed-loops for the retrieval of waste products: Reverse logistics, available at:
http://lib.ugent.be/fulltxt/RUG01/001/392/240/RUG01-001392240_2010_0001_AC.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/recovery-yield-rate-of-returned-products-6600.html
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number:documentation
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Functional Areas Sub-categories
sK1604 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1604 Key Performance Indicator %

Name

% Production uptime
Definition and variations

Definition
Measures the percentage of utilized operation time, from the planned available production time.

Variations
% Actual uptime
% Production availability utilization

Related KPIs
# Production operating time

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = # Actual operating time
B = # Available production time

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Increasing

Focus

Purpose
To indicate the utilization rate of the production plant availability.

BSC perspective Measurement focus Impact stage

Internal Processes Quality Output

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Month Monthly Low

Automation fit Limitations

Recommended Lost operation time due to special events needs to be monitored.

© The KPI Institute 2012

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Targets

Benchmarking fit Notes

Suitable Threshold examples vary according to production plan and strategy. A high level of this KPI shows that
production factors, such as production plant availability is utilized at its maximum productivity level.

Threshold example
Red: <60% Yellow: 60-80% Green: >80%

Analysis and resources

Overall notes
Uptime can be calculated for individual operations also, this being very useful for identifying the time lost per individual operation.

Additional resources
http://www.sciencedirect.com/science/article/pii/S0895717705005418

References

1. Tapping, D., Luyster, T. and Shuker, T. (2002), Value stream management: Eight steps to planning, mapping, and sustaining Lean improvements. New
York: Productivity Press
2. Khan, R. and Sarker, A. (2002), An optimal batch size for a JIT manufacturing system, available at:
https://docs.google.com/viewer?a=v&q=cache:nSwE-moGy-oJ:citeseerx.ist.psu.edu/viewdoc/download?doi%3D10.1.1.95.2097%26rep%3Drep1%26type%3
Dpdf+%22%25+Production+uptime%22+site:edu&hl=en&pid=bl&srcid=ADGEESgjUaY1MFy4k3PythsCrw5ooN437pbpcYAH8g9GyOJ-jEie5bmpqB6VvDVC
ULEGKwLluXzG7ReUKZ8pVsM3lGEEbaDtAoYLpa6ceX2gOtfmiLkTTn0WjLz83Q4WriA2MmE07r1e&sig=AHIEtbRVP2tQuMiz0H21Sc2bzOM9ooJdIw
3. Nguyen, Q., Brammer, C. and Bagajewicz, M. (2008), New tool for the evaluation of the scheduling of preventive maintenance for chemical process plants,
available at: http://www.ou.edu/class/che-design/pub-papers/Preventive%20Maintenance%20Evaluation%28Nguyen%20et%20al%29-08.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-uptime-1604.html
25
IDIndicator
number:documentation
sK0128281 © The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
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Functional Areas Sub-categories
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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1627 Key Performance Indicator %

Name

% Production schedule adherence

Definition and variations

Definition
Measures the absolute variance in actual production, as percentage of scheduled production.

Variations
% Production plan adherence
% Manufacturing plan adherence

Related KPIs
% Production orders finished ahead time

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = # Production scheduled
B = # Actual production

Calculation formula Formula type Trend is good when

[(A-B)/A]*100 Composition Decreasing

Focus

Purpose
To track the operational discipline in coordinating and executing a production process according with the planned schedule.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Spot Weekly Medium

Automation fit Limitations

Recommended Measurement requires well-functioning systems to capture data on production status at any point.

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Targets

Benchmarking fit Notes

Suitable A high schedule variance in positive numbers could indicate that production management
underestimated the amount of time needed. It might also show that the budget and workforce were
insufficient. It could also mean that production management or the workforce suffered setbacks,
foreseen or otherwise, which may or may not have been avoidable.

Threshold example
Red: +/- (>15%) Yellow: +/- (10-15%) Green: +/- (5-10%)

Analysis and resources

Overall notes
This indicator can be measured both during and at the end of the production process for tracking the status of compliance with schedule.

Additional resources
http://books.google.ro/books?id=0ZD7rOWiYZEC&pg=PA437&lpg=PA437&dq=Production+schedule+adherence&source=bl&ots=gK0n3-8vlH&sig=gaKunm_
8D6CgI6LxCZTfpKlguG8&hl=ro&ei=bPBGS9DUEYSwnQOhr-jNCg&sa=X&oi=book_result&ct=result&resnum=8&ved=0CDAQ6AEwBw#v=onepage&q=Prod
uction%20schedule%20adherence&f=false
http://books.google.ro/books?id=dSz2-1KQcOkC&pg=PT133&lpg=PT133&dq=Production+schedule+adherence+formula&source=bl&ots=cVGC19VFVI&sig=
g94FNK94Ii0B_HJ72t4LCFmp0gM&hl=ro&ei=ivFGS9W4AZOKnQPfne3yAg&sa=X&oi=book_result&ct=result&resnum=9&ved=0CDcQ6AEwCA#v=onepage
&q=&f=false

http://www.taylor.com/about/news.php?&flag=3&news=40

http://www.tempe.gov/publicbodies/docs/council/SupportingDocuments/20090122fslg09a.pdf

References

1. Dalrymple, J. (2004), Performance measurement for SME growth - A business profile benchmarking approach, Second World Conference on POM and
15th Annual POM Conference, Cancun, Mexico, available at:
http://www.pomsmeetings.org/ConfProceedings/002/POMS_CD/Browse%20This%20CD/PAPERS/002-0164.pdf
2. SM Thacker and Associates (2012), Achievable benchmarks, available at: http://www.smthacker.co.uk/achievable_benchmarks.htm
3. Suri, V. (2010), Supply chain benchmarking process and methodology, available at:
http://www.conference-board.org/pdf_free/councils/TCBCP021.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-schedule-adherence-1627.html
27
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number:documentation
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Functional Areas Sub-categories
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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1738 Key Performance Indicator #

Name

# Ideal run rate

Definition and variations

Definition
Measures the theoretical ideal production rate, expected to achieve in optimal circumstances.

Variations
# Ideal production run rate

Related KPIs
# Unit production time

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = # Ideal production rate expected (production per hour)

Calculation formula Formula type Trend is good when

A Volume Increasing

Focus

Purpose
To indicate the performance efficiency to reach the ideal state of production rate expected.

BSC perspective Measurement focus Impact stage

Internal Processes Risk Input

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Spot Daily Low

Automation fit Limitations

Recommended It requires knowing very well the machines used within the production process and their maximum run
rate.

© The KPI Institute 2012

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Targets

Benchmarking fit Notes

Suitable Threshold examples vary according to the production process (cost and duration) and the equipment
used in production.

Threshold example
Red: <70 Yellow: 70-90 Green: >90

Analysis and resources

Overall notes
Ideal production run rate is not necessarily the same with the maximum run rate of the machine, because the final output to achieve is the customer take
time.

Additional resources
http://books.google.ro/books?id=ci0e2WubJ0sC&pg=PA39&lpg=PA39&dq=ideal+run++rate&source=bl&ots=YgysG58mG1&sig=wgb0Ef0ZZYhyu-XFIZsotxqf
4DQ&hl=ro&ei=a1VGS7GpB4KgnQP4z_3_Ag&sa=X&oi=book_result&ct=result&resnum=10&ved=0CDwQ6AEwCQ#v=onepage&q=ideal%20run%20%20rat
e&f=false

References

1. Anderson, D. and Sweeney, D. (2010), Quantitative methods for business. Mason: South-Western Cengage Learning
2. Maskell, B. and Baggaley, B. (2004), Practical Lean accounting: A proven system for measuring and managing the Lean enterprise. New York:
Productivity Press
3. Office of Federal Procurement Policy (OFPP), Office of Management and Budget (OMB), Executive Office of the President (1998), A guide to best
practices for performance-based service contracting, available at: http://www.whitehouse.gov/omb/procurement_guide_pbsc

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/ideal-run-rate-1738.html
29
IDIndicator
number:documentation
sK0128281 © The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1750 Key Performance Indicator #

Name

# Production capacity
Definition and variations

Definition
Measures the total volume of products that one plant or company can produce with its actual resources.

Variations
# Annual production capacity

Related KPIs
# Production plants

Tags
production efficiency

Calculation

Subordinate measures used for calculation

A = # Production that one plant or company can produce with the current resources

Calculation formula Formula type Trend is good when

A Volume Increasing

Focus

Purpose
To indicate the volume of products a plant can produce.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Input

Indicator focus Measurment type Level

Leading Quantitative Strategic

Data profile

Data capture period Standard reporting frequency Data integrity

Spot Annually High

Automation fit Limitations

Not recommended This information is available in the business plan or annual reports.

© The KPI Institute 2012

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Targets

Benchmarking fit Notes

Suitable Threshold examples can vary according to the industry, product type, production plan, the market size
and business strategy.

Benchmarking fit is suitable with manufacturing plants from the same industry, addressing similar
markets.

Threshold example
Red: <1000 Yellow: 1000-10000 Green: >10000

Analysis and resources

Overall notes
This KPI can be used in governmental statistics to calculate the industrial production capacity at national level per industry or product.

Additional resources
http://www.federalreserve.gov/releases/g17/

References

1. U. S. Energy Information Administration Independent Statistics and Analysis (2012), Short-term energy outlook, available at:
http://www.eia.doe.gov/emeu/steo/pub/cf_tables/steotables.cfm?periodType=Annual&startYear=2004&startMonth=1&endYear=2008&endMonth=12&tableNu
mber=7
2. U.S. Census Bureau (2006), Annual survey of Plant Capacity Utilization (PCU), available at: http://www.census.gov/econ/overview/ma0500.html
3. Congressional Budget Office (2008), U.S. policy regarding pandemic-influenza vaccines, available at:
http://www.cbo.gov/ftpdocs/95xx/doc9573/Chapter3.7.1.shtml

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-capacity-1750.html
31
IDIndicator
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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1631 Key Performance Indicator %

Name

% Machine utilization in production

Definition and variations

Definition
Measures the utilization level of the machines and equipment capacity in production.

Variations
% Capacity / machine utilization
% MU

Related KPIs
# Daily production

Tags
production efficiency

Calculation

Subordinate measures used for calculation

A = # Hours available
B = # Overall equipment effectiveness
C = # Machines
D = # Cycle time

Calculation formula Formula type Trend is good when

(A*B*C)/D*100 Composition Increasing

Focus

Purpose
To provide an indication of the efficient utilization of the machines and equipment within the production process.

BSC perspective Measurement focus Impact stage

Internal Processes Quality Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Day Monthly Low

Automation fit Limitations

Recommended In order to monitor this indicator, data needs to be collected periodically. Difficulties can occur due to the
complexity of the calculation formula and the number of subordinate measures used for calculation.

© The KPI Institute 2012

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Targets

Benchmarking fit Notes

Suitable Threshold examples can vary according to the maintenance plan and strategy for decreasing equipment
downtime.
A high level of this indicator shows that equipment and machines in production are utilized at maximum
productivity level.

Threshold example
Red: <80% Yellow: 80-90% Green: >90%

Analysis and resources

Overall notes
The capacity utilization is an economic concept that shows the relationship between actual output produced and the potential output that could be achieved
assuming that current equipment remains constant- 100% indicates "full capacity".

Additional resources
http://www.springerlink.com/content/t2j4l5n73h53265r/

References

1. Greene, J. (2011), Capacity utilization and constraints, available at:

http://www.evancarmichael.com/Productivity/3261/Capacity-Utilization-and-Constraints.html
2. Food and Agriculture Organization of the United Nations (1999), Managing fishing capacity: Selected papers on underlying concepts and issues, available
at: http://www.fao.org/docrep/003/X2250E/x2250e07.htm
3. Johnson, C. T. (1995), A machine utilization analysis tool, available at: http://dspace.mit.edu/bitstream/handle/1721.1/37773/33342486.pdf?sequence=1

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/machine-utilization-in-production-1631.html
33
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK1752 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1752 Key Performance Indicator %

Name

% Production capacity utilization

Definition and variations

Definition
Measures the percentage of the production volume actually realized, from the total production capacity.

Variations
% Plant production capacity utilization

Related KPIs
% Lost manufacturing capacity

Tags
production efficiency

Calculation

Subordinate measures used for calculation

A = # Actual production realized
B = # Production capacity

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Increasing

Focus

Purpose
To assess the utilization level of the production capacity.

BSC perspective Measurement focus Impact stage

Internal Processes Quality Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Day Monthly Medium

Automation fit Limitations

Recommended In order to monitor this indicator, data gathering needs to be a periodical process.

© The KPI Institute 2012

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Username: alexandru.muntean@smartkpis.com
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Targets

Benchmarking fit Notes

Suitable Threshold examples can vary according to the production plan and strategy. A high level of this KPI
shows that production factors, such as production capacity, are utilized for maximum productivity level.

Threshold example
Red: <80% Yellow: 80-90% Green: >90%

Analysis and resources

Overall notes
The capacity utilization is an economic concept that shows the relationship between actual output produced and the potential output that could be achieved
assuming that current equipment remains constant- 100% indicates "full capacity".

Additional resources

References

1. U.S. Census Bureau (2006), Annual survey of Plant Capacity Utilization (PCU), available at: http://www.census.gov/econ/overview/ma0500.html
2. Upadhyaya, S. (2010), Harmonization of statistical methods related to measurement of production capacity utilization, available at:
http://webcache.googleusercontent.com/search?q=cache:2NN-jouNpzcJ:unstats.un.org/unsd/industry/meetings/china2010/AC215-21.PPS+%22%25+Produc
tion+capacity+utilization%22&cd=10&hl=en&ct=clnk
3. U. S. Energy Information Administration Independent Statistics and Analysis (2012), Short-term energy outlook, available at:
http://www.eia.doe.gov/emeu/steo/pub/cf_tables/steotables.cfm?periodType=Annual&startYear=2004&startMonth=1&endYear=2008&endMonth=12&tableNu
mber=7

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-capacity-utilization-1752.html
35
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number:documentation
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1606 Key Performance Indicator %

Name

% Unplanned maintenance
Definition and variations

Definition
Measures the percentage of maintenance activities that are unplanned and due to spontaneous occurrence, from overall maintenance activities.

Variations
% Unplanned versus planned maintenance

Related KPIs
% Laptop rebuilds to address stability issues

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = # Unplanned maintenance activities
B = # Maintenance activities

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Decreasing

Focus

Purpose
To indicate the effectiveness of the maintenance planning, as the costs of unplanned maintenance can be even two times more than the planned one.

BSC perspective Measurement focus Impact stage

Internal Processes Risk Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Quarter Monthly Low

Automation fit Limitations

Recommended It requires using a maintenance plan and comparing the occurrence of the maintenance activities with
the plan.

© The KPI Institute 2012

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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Targets

Benchmarking fit Notes

Unsuitable Threshold examples vary widely according to the maintenance strategy, the equipment used in
production and its features.

A high level of unplanned maintenance can increase unforeseen costs.

Threshold example
Red: >30% Yellow: 10-30% Green: <10%

Analysis and resources

Overall notes
Maintenance might not be easy to predict, however some activities can be based on past performance. A high level of unplanned maintenance can be due to
unexpected situations, therefore this might not have been included in the maintenance plan.

Additional resources
http://books.google.com/books?id=aCChjk_JgKcC&pg=PA194&lpg=PA194&dq=%25+Unplanned+versus+planned+maintenance&source=bl&ots=WNXIEFL
XS6&sig=p2qkULgkWo9PuUUj1pAXs9NQnRE&hl=en&ei=90ciS9XFNpL6_AaInIGwCg&sa=X&oi=book_result&ct=result&resnum=9&ved=0CCMQ6AEwCA#
v=onepage&q=%25%20Unplanned%20versus%20planned%20maintenance&f=false

http://fpm-webstage.fpm.wisc.edu/physical_plant/Services/BuildingMaintenance/tabid/73/Default.aspx

References

1. Committee on Predicting Outcomes of Investments in Maintenance and Repair for Federal Facilities; National Research Council (2012), Outcomes and
risks associated with investments in maintenance and repair. Predicting outcomes from investments in maintenance and repair for federal facilities, available
at: http://www.nap.edu/openbook.php?record_id=13280&page=27
2. Leachman, C. (2011), Maintenance models, available at: http://www.ieor.berkeley.edu/~ieor130/maintenance_models.pdf
3. Integrated Resource Information Systems (2012), IRIS R/3 and BW reports, available at: http://myhelp.uky.edu/rwd/HTML/Reports.html

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

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Functional Areas Sub-categories
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Industries
Supply Chain, Procurement, Distribution Inventory Management Manufacturing
Production & Quality Management Production

KPI record Indicator type Unit type

sK639 Key Performance Indicator #

Name

# Decoupling stock
Definition and variations

Definition
Measures the amount of inventory that exists inside a company during the various stages in its manufacturing system, or even distribution system. By having
a decoupling stock the need for output synchronization is reduced.

Variations
# De-coupling stock
# De-coupling
# Intermediate stock

Related KPIs
$ Stock value

Tags
inventory management, decoupling

Calculation

Subordinate measures used for calculation

A = # Decoupling stock

Calculation formula Formula type Trend is good when

A Volume Decreasing

Focus

Purpose
To indicate the effectiveness of production plan adherence.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Process

Indicator focus Measurment type Level

Leading Quantitative Tactical

Data profile

Data capture period Standard reporting frequency Data integrity

Spot Weekly Low

Automation fit Limitations

Recommended It requires periodical data gathering, with a low standard reporting frequency.

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Targets

Benchmarking fit Notes

Suitable Even though the more inventory a company carries as a decoupling inventory, the less coordination is
needed to keep the system running smoothly, the cost of efficiency must be weighed against the cost of
carrying excess inventory so that there is an optimum balance between inventory level and coordination
within the system.

In order to reduce the amount of decoupling inventory, the preventive maintenance program should be
improved, and the new production equipment should be selected in such a manner, that it will provide
production rates that can be balanced with existing equipment production rates.

Threshold example
Red: >15% Yellow: 5-15% Green: <5%

Analysis and resources

Overall notes
Decoupling inventory separates one process from another and ensures the independence of operations, smooths the production requirements and
decouples operations. It exists in manufacturing facilities that have an imbalance between production rates of multiple work centers or unreliable equipment.

Additional resources
http://ecommons.cornell.edu/bitstream/1813/9076/1/TR001192.pdf

References

1. LGO-SDM Alumni (2000), Network representation of a supply chain. Online Seminar Series, available at:
http://docs.google.com/viewer?a=v&q=cache:UqfT2xEV6o4J:lgosdm.mit.edu/VCSS/html/OLS/Sgraves_12_15_00.ppt+%22%23+Decoupling+stock%22+site:
edu&hl=en&pid=bl&srcid=ADGEESj1Nwjgm5MKtFRvxvBFM55kLY94RIaQ0w-gZOhps85Pf3kNx_CroSwgt0qIovXaSY59sTjtz5iCVULkeC-him2L2oOUytPRy_
bnQCC1PhTY2c8iguVumrxIXfkd0SNzI2Or6kkR&sig=AHIEtbRtChswAm0B6yjluEUPdtzM-6dsyw
2. Graves, S. C. (1999), A single-item inventory model for a nonstationary demand process. Manufacturing & Service Operations Management, 1(1): 50-61,
available at: http://web.mit.edu/sgraves/www/ASingle-ItemInventory_article.pdf
3. Lawrence, S. (2012), MBAC6080 Decision modeling, available at:
http://webcache.googleusercontent.com/search?q=cache:wD83L1uIkhsJ:leeds-faculty.colorado.edu/lawrence/OM/Lectures/Exams/Final%2520Review%252
0S04%2520short.ppt+%22%23+Decoupling+stock%22+site:edu&cd=9&hl=en&ct=clnk

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

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KPI Institute
at: 2012
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Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK6363 Key Performance Indicator #

Name

# Frequency of production delays due to inventory shortages or supply delays

Definition and variations

Definition
Measures the total number of production delays recorded in a certain period of time due to inventory shortages or delays in the supply of needed materials or
components.

Variations
# Production delays due to inventory shortages

Related KPIs
% Production delays due to substandard materials or parts

Tags
delays, production

Calculation

Subordinate measures used for calculation

A = # Production delays due to inventory shortages or supply delays

Calculation formula Formula type Trend is good when

A Volume Decreasing

Focus

Purpose
To calculate the performance of inventory management, as an important part of supply chain management.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Outcome

Indicator focus Measurment type Level

Lagging Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Quarter Quarterly High

Automation fit Limitations

Not recommended Accurate reporting on this KPI requires a well planned production timeframe and continuous monitoring
of actual production progress. The data collection can be achieved by generating reports from corporate
ERP systems. This KPI does not show any negative impact, (e.g. financial loss), resulted from the
production delays.

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Targets

Benchmarking fit Notes

Suitable Targets, ideally, are as close to zero as possible. Raw materials and inventory management is critical to
business survival due to market competition. Sales and operations planning must be, at all times, able
to forecast the situation on the raw materials markets.
Threshold example
Red: >2 Yellow: 1-2 Green: <1

Analysis and resources

Overall notes
Raw materials shortage problem plays an important role in long term planning of the company's success. According to Nadarajan and Chandren (2011),
causes of materials shortages can be:
* Short packing;
* Schedule change;
* Shorter lead time;
* Design change;
* Supplier capacity;
* Materials defective;
* Wrong materials;
* Parts missing;
* Materials spoilage;
* Demand for critical materials;
* Expiration;
* Natural disaster;
* Transportation delay.

Additional resources
http://www.europeanjournalofscientificresearch.com/ISSUES/EJSR_66_2_05.pdf

References

1.The 51 Fatal Business Errors and How To Avoid Them (2012), Critical performance indicators, available at: http://www.51errors.com/KPIList.pdf
2. Bullseye Business Solutions (2006), Table of key performance indicators, available at:
http://teamtza.com/pics/teamtza/707/sba_TableOfKPIs_checklist_am_050802.doc
3. Rolfe, T. (2007), Cima learning system 2007 financial accounting and tax Principles, available at:
http://books.google.com/books?id=G3_tibwc6ZYC&pg=PA408&lpg=PA408&dq=%22++production+delays+due+to+inventory+shortages%22&source=bl&ots
=3NOoDLY7bY&sig=lCO2dzmj8HVvCWLt7DjdSyh-oPI&hl=en&ei=0SQuTejoIsfMcKXE-fIH&sa=X&oi=book_result&ct=result&resnum=5&sqi=2&ved=0CCsQ
6AEwBA#v=onepage&q=%22%20%20production%20delays%20due%20to%20inventory%20shortages%22&f=false

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

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Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1754 Key Performance Indicator #

Name

# Unused production capacity

Definition and variations

Definition
Measures the difference in volume between production capacity and actual production realized.

Variations
# Unused capacity in production

Related KPIs
$ Unused production capacity costs

Tags
production efficiency

Calculation

Subordinate measures used for calculation

A = # Production capacity
B = # Actual production realized

Calculation formula Formula type Trend is good when

A-B Volume Decreasing

Focus

Purpose
To indicate the efficiency of production capacity utilization or the loss in production due to unused capacity.

BSC perspective Measurement focus Impact stage

Internal Processes Quality Output

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Day Daily Low

Automation fit Limitations

Recommended It requires periodical monitoring (daily/monthly) of the capacity utilized. The capacity utilized will then be
compared with the production capacity.

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Targets

Benchmarking fit Notes

Suitable Threshold examples can vary according to the production plan and strategy. A low level of this indicator
shows that production factors, i.e. production capacity, are utilized for maximum productivity level.

Threshold example
Red: >1000 Yellow: 100-1000 Green: <100

Analysis and resources

Overall notes
Unused production capacity is directly correlated with the costs encountered by the organization. This is due to the difference of what the organization could
produce with the resources and the actual volume of products.

Additional resources
http://books.google.ro/books?id=ZeVcYteHJKcC&pg=PA240&lpg=PA240&dq=unused+production+capacity&source=bl&ots=EjfWNLXYDy&sig=z4THhFvo81
vomso2aY6enUzsNfk&hl=en&ei=ZtkqTd2xOIau8gOf54n5Ag&sa=X&oi=book_result&ct=result&redir_esc=y#v=onepage&q=unused%20production%20capaci
ty&f=false

References

1. Board of Governors of the Federal Reserve (2012), Industrial production and capacity utilization: Summary, available at:
http://www.federalreserve.gov/releases/g17/current/
2. Tracy, T. C. and Tracy, J. A. (2007), Indirect manufacturing overhead cost. Small business financial management kit for dummies. Indianapolis: Willey
Publising, pp.264-266
3. The Bureau of Fisheries Management and Habitat Protection (1998), Production capacities of the Wisconsin Department of Natural Resources' fish
propagation facilities, available at: http://dnr.wi.gov/topic/Fishing/documents/publications/productioncapacity.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/unused-production-capacity-1754.html
43
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK1628 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Manufacturing

KPI record Indicator type Unit type

sK1628 Key Performance Indicator $

Name

$ Production costs per unit

Definition and variations

Definition
Measures the total costs for producing one unit of final product.

Variations
$ Production costs per final product

Related KPIs
$ Incremental cost

Tags
production efficiency

Calculation

Subordinate measures used for calculation

A = $ Total fixed production cost
B = # Units produced
C = $ Variable cost per unit

Calculation formula Formula type Trend is good when

(A/B)+C Composition Decreasing

Focus

Purpose
To provide an indication of the cost efficiency of producing an item of final product.

BSC perspective Measurement focus Impact stage

Financial Money Output

Indicator focus Measurment type Level

Lagging Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Rolling average Monthly Medium

Automation fit Limitations

Recommended In order to calculate this KPI accurate data needs to be available for all subordinate measures used for
calculation.

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Targets

Benchmarking fit Notes

Suitable The threshold example has just an exemplification purpose. The targets can vary widely according to
the type of product, the composition materials, the production process and the cost optimization
strategy.

The level of this indicator should be compared with a standard or an average cost for similar products, in
a similar context. The higher this cost is, the lower is the profit per product.

Threshold example
Red: >65 Yellow: 50-65 Green: <50

Analysis and resources

Overall notes
The production cost per unit is a direct financial indication of the production process efficiency in terms of cost optimization. Variable cost per unit can be
calculated by splitting total variable cost per number of units produced. The variable cost categories include raw materials, labor and packaging costs.

Additional resources
http://books.google.ro/books?id=XkA27vQDgo0C&pg=PA254&lpg=PA254&dq=Production+costs+per+unit&source=bl&ots=UqderWFP_0&sig=1oTnoRyQtSI
06MSkedAAKgjmhwA&hl=ro&ei=xRBGS-30JqXsmgPFxcj2Ag&sa=X&oi=book_result&ct=result&resnum=10&ved=0CDEQ6AEwCTgK#v=onepage&q=Produ
ction%20costs%20per%20unit&f=false

http://www.who.int/immunization_financing/options/en/briefcase_vacproduction.pdf

http://books.google.com/books?id=W1SruJW5tNAC&pg=PA378&lpg=PA378&dq=%22%24+Production+costs+per+unit+%22&source=bl&ots=0oQvhOlcSq&
sig=eUkXRgwjWoeA6MDWZoMRULcz4oc&hl=en&ei=Qrv6TOLXH8zjrAfqgtSVCA&sa=X&oi=book_result&ct=result&resnum=5&sqi=2&ved=0CCQQ6AEwBA
#v=onepage&q=%22%24%20Production%20costs%20per%20unit%20%22&f=false

References

1. Frank, G. (1998), Cost of production versus cost of production, available at: http://cdp.wisc.edu/pdf/cstvscst.pdf
2. Mehta, S. (2012), How to calculate cost per unit, available at: http://www.ehow.com/how_5100715_calculate-cost-per-unit.html
3. Davis, B. B. and Guenthner, J. F. (1992), A primer on costs, available at: http://www.cals.uidaho.edu/edcomm/pdf/CIS/CIS0949.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-costs-per-unit-1628.html
45
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK84 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Manufacturing

KPI record Indicator type Unit type

sK84 Key Performance Indicator #

Name

# Unit production time

Definition and variations

Definition
Measures the time needed to produce one item.

Variations
# Production time
# Unit manufacturing time
# Manufacturing time

Related KPIs
% Products for which common production processes are used

Tags
production, time

Calculation

Subordinate measures used for calculation

A = # Time needed for producing one item, in minutes, hours, days

Calculation formula Formula type Trend is good when

A Volume Decreasing

Focus

Purpose
To compare different production lines and improve order fulfillment management.

BSC perspective Measurement focus Impact stage

Internal Processes Duration Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Year to date Monthly Medium

Automation fit Limitations

Recommended Measuring can be difficult when dealing with small products that are manufactured quickly.

© The KPI Institute 2012

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Targets

Benchmarking fit Notes

Suitable The threshold example has just an exemplification purpose (presented in hours). The target should be
set according to the type of product, production equipment, man work and other factors involved in
production.

Threshold example
Red: >2.5 Yellow: 2-2.5 Green: <2

Analysis and resources

Overall notes
In order to improve the unit production time, all the factors that lead to a lower level or can be improved should be taken into consideration. It is well known
that using production equipment intensely can increase the production time, and downtime will also increase production time.

Additional resources
Rakar, A. et al. (2004), Assessment of production performance by means of KPI. UK:University of Bath

References

1. Rakar, A., Zorzut, S. and Jovan, V. (2004), Assessment of production performance by means of KPI, available at:
http://ukacc.group.shef.ac.uk/proceedings/control2004/Papers/073.pdf
2. Pochet, Y. and Wolsey, L. (2000), Production planning by mixed integer programming. USA: Springer.
3. Andreson, D. R., Sweeney, D. J., Williams, T. A., Camm, J. D. and Martin, R. K. (2010), Quantitative Methods for Business, eleventh edition. Mason:
South-Western Cengage Learning

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/unit-production-time-84.html
47
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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Supply Chain, Procurement, Distribution Inventory Management Manufacturing
Production & Quality Management Production Retail

KPI record Indicator type Unit type

sK638 Key Performance Indicator #

Name

# Working stock
Definition and variations

Definition
Measures the amount of stock available (or planned to be available) for the normal demand, excluding excess stock and safety stock. It is formed by
products that are arriving infrequently and in large quantities, to meet frequent but small-quantity demands.

Variations
# Cycle stock
# Cycle inventory
# Lot size stock
# Working inventory
# Batch stock

Related KPIs
% Level of stock-outs

Tags
inventory management, working

Calculation

Subordinate measures used for calculation

A= # Working stock

Calculation formula Formula type Trend is good when

A Volume Within range

Focus

Purpose
To provide an indication of the amount of stock that is available for normal demand.

BSC perspective Measurement focus Impact stage

Internal Processes Risk Input

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Month Weekly Medium

Automation fit Limitations

Recommended Cycle inventory is not sensitive to small changes, and will increase with square root of demand.

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Targets

Benchmarking fit Notes

Suitable The reasons for keeping an inventory are to cover the time lags present in the supply chain, to meet
uncertainties in demand, supply and movements of goods, and the creation of economies of scale,
which helps in cost cutting.

Threshold example
Red: <500 Yellow: 500-800 Green: >800

Analysis and resources

Overall notes
Inventory can be considered a very important asset that most businesses possess, as the inventory turnover is one of the primary sources of revenue
generation. Inventory is considered a liquid asset, since it can be converted into cash quite easily.

Additional resources
http://www.businesslink.gov.uk/bdotg/action/layer?topicId=1074039371

References

1. Food and Feed Grains Institute Manhattan (1991), National food security stock policies and procedures in Sub-Saharan Africa, available at:
http://pdf.usaid.gov/pdf_docs/PNABJ937.pdf
2. Financial Management Service (2012), Status report of U.S. Treasury-owned gold, available at: http://www.fms.treas.gov/gold/current.html
3. Stochastic Models (2012), Materials management, available at: http://classweb.gmu.edu/aloerch/Inventory.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/working-stock-638.html
49
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Functional Areas Sub-categories
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Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK6365 Key Performance Indicator %

Name

% Products for which common production processes are used

Definition and variations

Definition
Measures the percentage of products for which common production processes are used.

Variations
% Products using common production processes

Related KPIs
# Unit production time

Tags
production, processes

Calculation

Subordinate measures used for calculation

A = # Products using common production processes
B = # Products

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Increasing

Focus

Purpose
To monitor the level of process shared in production, indicating the efficiency of resource allocation.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Input

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Month Monthly Medium

Automation fit Limitations

Recommended Accurate reporting on this KPI requires a well maintained system for tracking the output of production.

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Targets

Benchmarking fit Notes

Suitable Targets may vary between different product lines, organizations and industries.

Threshold example
Red: <20% Yellow: 20-50% Green: 50%

Analysis and resources

Overall notes
This indicator measures the flexibility of the production process design. A high level of this KPI shows high quality of production design, thus indicating a high
efficiency of production.

Additional resources
http://www.nap.edu/openbook.php?record_id=6258&page=1

References

1. Bullseye Business Solutions (2006), Table of key performance indicators, available at:
http://teamtza.com/pics/teamtza/707/sba_TableOfKPIs_checklist_am_050802.doc
2. Karmakar, U. S., Lederer, P. J. and Zimmerman, J. (1990), Choosing manufacturing production control and cost accounting systems, available at:
http://www.simon.rochester.edu/fac/lederer/SimonFacultyWeb/LedererPapers/ChoosingManufacturingProductionControlandCostAccountingSystems.pdf
3. Panel on Manufacturing Process Controls, Committee on Industrial Technology Assessments, Commission on Engineering and Technical Systems,
National Research Council (1998), Manufacturing process controls for the industries of the future. Washington: National Academy Press

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
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Functional Areas Sub-categories
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Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1603 Key Performance Indicator %

Name

% Production delays due to raw material shortage

Definition and variations

Definition
Measures the percentage of the delays in production schedule due to a raw material shortage within the production process.

Variations
% Production schedule delays because of material shortages

Related KPIs
% Production schedule attainment

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = # Production schedule delays because of raw material shortages
B = # Total production delays

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Decreasing

Focus

Purpose
To reflect the effectiveness of production planning regarding the raw material used in production.

BSC perspective Measurement focus Impact stage

Internal Processes Volume Outcome

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Quarter Quarterly Medium

Automation fit Limitations

Recommended Accurate reporting on this KPI requires a well-maintained system that tracks the status of product
progress.

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Targets

Benchmarking fit Notes

Suitable Targets should be set as low as possible, because any kind of production delays would cost the
organization reputation and customer trust.

Threshold example
Red: >10% Yellow: 5-10% Green: <5%

Analysis and resources

Overall notes
Production planning and scheduling is critical to the success of business. When planning amount of raw materials to be purchased, other factors can be
considered to facilitate decision making, such as production quantities, inventory level and possible demand fluctuation.

Additional resources
http://books.google.com/books?id=YVW02D29n_8C&pg=PT357&lpg=PT357&dq=Production+schedule+delays+because+of+material+shortages&source=bl
&ots=vUXQUfP1bk&sig=Ka_Bb_sZ6TJMuQ_Z-8AWmQJwazo&hl=en&ei=0mUnS_61DsPK_gaPiaiqDQ&sa=X&oi=book_result&ct=result&resnum=8&ved=0
CCwQ6AEwBzgK#v=onepage&q=Production%20schedule%20delays%20because%20of%20material%20shortages&f=false

http://docs.google.com/viewer?a=v&q=cache:0VOSJIELVasJ:www.clicksoft.org/Download/Warehouse/Store%2520House%2520Inventory%2520MIS.doc+%
22%25+Production+delays+due+to+raw%22&hl=en&pid=bl&srcid=ADGEESjybjbIm3Z6acJPN7mVdM-ZDU9YzPg_HXZdVIR4FCbyrGFcq5UAsIhS-ShH_jIF_
SMxWYcb9O-Zbbw_bh1PqpwPKgeaOzzUopIa9wR8Tao34SAlGGf08IF2ryQINMf78CcPUYhx&sig=AHIEtbSjErSP1JB6_Ax_MpYgYVqFqnJIKw

References

1. Duenas, A., Petrovic, D., Petrovic, S. ( 2005), Analysis of performance of fuzzy logic-based production scheduling by simulation, Lecture notes in
Computer Science, 2005, Volume 3789, MICAI 2005: Advances in Artificial Intelligence, Pages 234-243, available at:
http://www.springerlink.com/content/y4832m1u8l1388m0/
2. Yeh, C. (1997), Schedule based production. International Journal of Production Economics Volume 51, Issue 3, 15 September 1997, Pages 235-242,
available at: http://www.sciencedirect.com/science/article/pii/S0925527397000790
3. East, R. E. (2005), Level production schedules. A base for improvement, available at:
http://ellisandurry.com/UserFiles/File/Articles/Level%20Production%20rev2.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/production-delays-due-to-raw-material-shortage-1603.html
53
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Functional Areas Sub-categories
sK1609 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Manufacturing

KPI record Indicator type Unit type

sK1609 Key Performance Indicator $

Name

$ Value of work in progress

Definition and variations

Definition
Measures the value of units that are in production process, not yet completed.

Variations
$ Cost of work in progress
$ Work in progress
$ Value of WIP

Related KPIs
% Work in progress days

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = $ Units in production
B = $ Cost per unit

Calculation formula Formula type Trend is good when

A*B Volume Within range

Focus

Purpose
To provide an indication of the financial investment within the production process, that can not yet be commercialized in order to generate revenue.

BSC perspective Measurement focus Impact stage

Financial Money Process

Indicator focus Measurment type Level

Lagging Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Spot Weekly Medium

Automation fit Limitations

Recommended In order to monitor this indicator, the data regarding the number of units in progress and the cost per
unit should be available and up to date.

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Targets

Benchmarking fit Notes

Suitable The threshold example has just an exemplification purpose. Threshold examples vary widely according
to the production size and the average cost per unit produced.
The higher the level of this indicator the higher the risk regarding the financial investment that can not
be yet recovered.

Threshold example
Red: <75,000; >150,000 Yellow: 75,000-100,000; 125,000-150,000 Green: 100,000-125,000

Analysis and resources

Overall notes
Most frequently, this KPI is considered a cost calculation measure. Estimating the Work In Progress (WIP) process provides a clearer picture of the
organization's inventory for financial reporting.

Additional resources
http://books.google.ro/books?id=8SaARYOflPIC&pg=PT133&lpg=PT133&dq=%24+Value+of+work+in+progress+(%24)production&source=bl&ots=-h-LVf1PI
a&sig=2KmTB_rqE4Xs81u_NnUM3oEGdVc&hl=en&ei=yFoiS5XZDteW_QbzwPGxCg&sa=X&oi=book_result&ct=result&redir_esc=y#v=onepage&q=%24%2
0Value%20of%20work%20in%20progress%20(%24)production&f=false

http://books.google.ro/books?id=-gyAzGD7JPIC&pg=PA167&lpg=PA167&dq=%24+Value+of+work+in+progress+(%24)+in+production&source=bl&ots=JvGu
Lrr-pB&sig=_soZurnG1TF0cDtPDTHqwM7xPxs&hl=en&ei=xl0iS-6KBpeL_Aaq9S8Cg&sa=X&oi=book_result&ct=result&redir_esc=y#v=onepage&q=%24%2
0Value%20of%20work%20in%20progress%20(%24)%20in%20production&f=false

References

1. Future Accountant (2012), Closing stock (at Work in Progress stage) in Process Account, available at:
http://www.futureaccountant.com/process-costing/study-notes/closing-stock-in-process-account-work-in-progress-stage.php
2. Drury, C. (2006), Cost and management accounting: An introduction. London: Thomson Learning
3. Lowndes, V. and Berry, S. (2012), Designing a constant Work in Progress production control system, available at:
http://ducati.doc.ntu.ac.uk/uksim/ESM2003/Papers/Track-General/CS-22/paper%20CR.pdf

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/value-of-work-in-progress-1609.html
55
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Functional Areas Sub-categories
sK1605 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1605 Key Performance Indicator %

Name

% Work in progress days

Definition and variations

Definition
Measures the percentage of days during which units are in the production process, without being completed as final products.

Variations
% WIP days

Related KPIs
$ Value of work in progress

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = $ Value of WIP
B = $ Production value
C = # Production days

Calculation formula Formula type Trend is good when

(A/B*C)*100 Volume Decreasing

Focus

Purpose
To reflect the invoicing efficiencies of the firm and job turnaround time.

BSC perspective Measurement focus Impact stage

Internal Processes Duration Output

Indicator focus Measurment type Level

Leading Quantitative Strategic

Data profile

Data capture period Standard reporting frequency Data integrity

Month Monthly High

Automation fit Limitations

Recommended Working progress can be monitored by using a Job Management system. Data collection is to be
conducted by reviewing reports generated by the system.

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Targets

Benchmarking fit Notes

Suitable When setting targets for this KPI, management should consider the characteristics of the business and
industry benchmarks. Longer time required may increase cashflow restrictions and decrease customer
satisfaction and loyalty.

Threshold example
Red: >60 Yellow: 40-60 Green: <40

Analysis and resources

Overall notes
This KPI has a significant connection with cashflow and working capital in a business. A high level of this KPI gets working capital stretched with costs (e.g.
labor and materials). Additionally, customers get annoyed quickly when jobs are not completed properly, on time. This has an impact on payment collection
days, which further adds to cashflow issues.

Additional resources
http://www.smallbusinesshq.com.au/factsheet/12063-work-in-progress-and-working-capital.htm

References

1. Benchmarking Succes (2012), Improving via Benchmarking using KPIs, available at: http://www.benchmarkingsuccess.com/info/kabout.asp
2. IBalance Business Institute (2012), How to reduce work in progress days in professional firms, available at:
http://www.ibalancebusinessinstitute.com/index2.php?option=com_content&do_pdf=1&id=21
3. Semenov, G. A. and Nagorianskii, L. A. (1974), Industrial Safety Calculating the optimum scales of work in progress, available at:
http://www.springerlink.com/content/u288184j46764060/

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/work-in-progress-days-1605.html
57
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK1675 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Production & Quality Management Production Any

KPI record Indicator type Unit type

sK1675 Key Performance Indicator %

Name

% Unplanned downtime in production

Definition and variations

Definition
Measures the duration of unscheduled downtime, when the system is not available to perform its function, often due to machine failure.

Variations
% Unplanned downtime

Related KPIs
# Scheduled maintenance related downtime

Tags
production plan tracking

Calculation

Subordinate measures used for calculation

A = # Unplanned downtime
B = # Total downtime

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Decreasing

Focus

Purpose
To indicate the effectiveness of maintenance planning and implementation, since unplanned downtime, depending on its gravity, can impact the production
volume and duration.

BSC perspective Measurement focus Impact stage

Internal Processes Risk Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Month Monthly Low

Automation fit Limitations

Recommended In order to monitor this indicator, it is required to have a maintenance plan. Data needs to be collected
periodically.

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Targets

Benchmarking fit Notes

Suitable Targets should be set taking into consideration the maintenance plan, the possibility for unplanned
downtime to occur and its estimated impact.
A high level of this indicator shows lack of rigorousness and effectiveness in planning and managing
risks for equipment maintenance.

Threshold example
Red: >20% Yellow: 10-20% Green: <10%

Analysis and resources

Overall notes
Monitoring this indicator supports the improvement in maintenance planning and schedule attainment. Changes in production due to unplanned maintenance
are related to production volume and lead time, which generate further negative impact on production contracts and client relationship management.

Additional resources
http://www.maoz.com/~dmm/complexity_and_the_internet/downtime.pdf

References

1. Andersson, C. and Bellgran, M. (2012), Managing production performance with Overall Equipment Efficiency (OEE) - Implementation Issues and Common
Pitfalls, available at: http://msep.engr.wisc.edu/phocadownload/cirp44_managing%20production%20performance.pdf
2. Vorne Industries, Inc. (2012), Reduce downtime, available at: http://www.vorne.com/solutions/improvement/reduce-down-time.htm
3. PC-WARE (2012), Server virtualization, available at: http://www.pc-ware.com/pcw/com/en/services-solutions/virtualisation/server-virtualisation.htm

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/unplanned-downtime-in-production-1675.html
59
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK3707 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Supply Chain, Procurement, Distribution Logistics / Distribution Any
Production & Quality Management Production

KPI record Indicator type Unit type

sK3707 Key Performance Indicator $

Name

$ Penalties cost due to unsatisfied demand

Definition and variations

Definition
Measures the penalties value due to poor performance of satisfying demand.

Variations
% Average weight utilization

Related KPIs
$ Penalties paid for poor performance

Tags
penalties

Calculation

Subordinate measures used for calculation

A = $ Penalties cost for unsatisfied demand

Calculation formula Formula type Trend is good when

A Volume Decreasing

Focus

Purpose
To monitor the quality of production as shown by value of penalties incurred.

BSC perspective Measurement focus Impact stage

Financial Money Outcome

Indicator focus Measurment type Level

Lagging Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Month Monthly Medium

Automation fit Limitations

Recommended Accurate reporting on this KPI requires a well-maintained system that tracks the financial penalties
incurred.

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Targets

Benchmarking fit Notes

Suitable Targets should be tailored according to organization context. However, it is desired to keep this KPI as
low as possible.

Threshold example
Red: >1,000,000 Yellow: 500,00-1,000,000 Green: <500,000

Analysis and resources

Overall notes
A high level of this KPI not only shows heavy financial burden on the organization, but also indicates low customer satisfaction.

Additional resources
http://www.dot.state.mn.us/ofrw/PDF/Twin%20Ports%20Intmdl%20Terminal%20Study%20-%20FINAL.pdf

http://help.sap.com/printdocu/core/print46c/en/data/pdf/LOLIS/LOLIS_KOMPONENTEN%20DES%20LIS.pdf

References

1. Dekker, R., Fleischmann, M., Inderfurth, K. and Wassenhove, L. eds. (2004), Reverse logistics: Quantitative models for closed loop supply chains. Berlin:
Springer-Verlagis
2. Richard J. (1970), Stochastic capacity models. Management Science, 17(3):174-184
3. Ben-Daya, M. and Raouf, A. (1993), On the constrained multi-item single-period inventory problem, International Journal of Operations & Production
Management, 13(11):104 - 112

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/penalties-cost-due-to-unsatisfied-demand-3707.html
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 Top 25 Production KPIs of 2011-2012

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Functional Areas Sub-categories
sK707 export date: 4 Dec 2012 - Page 1
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE

Industries
Supply Chain, Procurement, Distribution Logistics / Distribution Any
Production & Quality Management Production

KPI record Indicator type Unit type

sK707 Key Performance Indicator %

Name

% Boomerang return rate

Definition and variations

Definition
Measures the percentage of products that are being returned for a second time from the customer, from the overall number of products delivered.

Variations
% Second return time
% BRR

Related KPIs
$ Repair cost per return

Tags
logistics, reverse logistics, return rate

Calculation

Subordinate measures used for calculation

A = # Products returned the second time back from the customers, after repair or replacement
B = # Products returned to the customer

Calculation formula Formula type Trend is good when

(A/B)*100 Rate Decreasing

Focus

Purpose
To assess the efficacy in the repairing or replacing process for the products that were already returned once.

BSC perspective Measurement focus Impact stage

Internal Processes Quality Process

Indicator focus Measurment type Level

Leading Quantitative Operational

Data profile

Data capture period Standard reporting frequency Data integrity

Month Monthly Low

Automation fit Limitations

Recommended Accurate data gathering is dependent on having a tracking system of all goods returned from the
customer.

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Targets

Benchmarking fit Notes

Unsuitable Targets may vary on the loading and delivery process, the goods delivered (physical factors such as
size and complexity), the repairing and replacing policies, as well as the internal capabilities and
technology used for repairing the returned goods.

A high percentage of the boomerang return rate will have a negative impact on brand loyalty and
customer retention. Its level should be close to 0%.

Threshold example
Red: >5% Yellow: 2-5% Green: <2%

Analysis and resources

Overall notes
The return policy and repair depot are very relevant for decreasing the level of this indicator. Since most supply chains are not designed to handle reverse
material flows effective, this is an important aspect to consider for the reverse logistics.

Additional resources
http://www.enggjournals.com/ijet/docs/IJET11-03-03-25.pdf

http://www.personal.psu.edu/drg16/Reverse%20SC%20-%20Returns-CMR.pdf

http://www.remanufacturing.org.uk/pdf/story/1p293.pdf

References

1. Davey, K., Hirschfeld, C. and Posazhennikova, V. (2010), Catching the boomerang: The product return process of Swedish e-retailers, available at:
http://www.akeri.se/files/bilder/sa/Catching_the_Boomerang.pdf
2. Dekker, R., Fleischmann, M., Inderfurth, K., Wassenhove, L. eds. (2004), Reverse logistics quantitative models for closed loop supply chains.
Berlin:Springer-Verlagis
3. Yellepeddia, S. S. (2006), Methodology for evaluating the performance of reverse supply chains in consumer electronics industry, available at:
http://dspace.uta.edu/bitstream/handle/10106/307/uta-etd-1430.pdf?sequence=1

Additional fields recommended for internal use

Ownership and expertise

Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)

Interdependencies

Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI

Data

Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability

KPI evaluation

Reporting effort rating Cost of using the KPI KPI maturity level

©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/boomerang-return-rate-707.html
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 Top 25 Human
Top 25 Production
Resources KPIs of 2011-2012

Appendix A: Related reports

• Extensive collections of the most visited KPIs on smartKPIs.com, across functional areas and industries;
• Thorough analysis of each KPI according to smartKPIs.com documentation forms and standards;
• Proof-of-concept of relevant KPIs, documented at best practice standards.

2010 Top KPIs reports

Reports by Functional Area Reports by Industry The editorial coordination for the preparation of this research report was provided by Aurel Brudan, the founder/CEO of eab group and
Fellow of the Australian Institute of Management. An international expert in Performance Management with experience as a practitioner,
consultant and researcher in this discipline, he published a number of forward thinking academic articles on performance management
topics, served clients and presented at academic and practitioner conferences in locations such as Australia, Lebanon, Malaysia, New
Zealand, Romania and Scotland. He has a track record of successful performance management systems implementations using the
Balanced Scorecard, operational dashboards and functional performance scorecards in organizations such as Australia Post, National
Australia Bank, the Australian Federal Administration and the State Government of Victoria. His vision for an integrated approach to
performance management activities and clarity in the use of systems is pursued through doctoral studies at the University of Melbourne
and the operation of eab group’s online portfolio of websites.

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At the core of smartKPIs.com is an online catalogue of over 7,000 KPI examples from 14 business functional areas and 24 industries.
smartKPIs Premium is the premium section of the database, consisting of over 2,000 KPI examples preselected by the eab group’s
research team as the most relevant for practice. Thoroughly documented in over 30 fields, they make smartKPIs Premium the most

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comprehensive and well documented selection of Key Performance Indicator (KPI) examples in the world, the ‘gold standard’ in KPI
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The community of members also benefits from interactive features such as Questions & Answers, comments and a set of performance
measurement resources, among which over 1,000 examples of performance management reports.

Service Education
KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010
PurposefulIdentity.com contains a free online catalogue illustrating the use of corporate identity elements in practice by organizations

KPIs of 2010
from around the world. Registered users can explore, bookmark and comment on hundreds of referenced online resources that contain
organizational values, mission statements, value drivers and vision statements used in actual business context.

Culori
R=110 R=176

IntegratingPerformance.com is an online platform for integrating performance management knowledge, at strategic, operational and
G=110 G=176

# Berry ratioindividual
# Laborlevels. It reviews the evolution of Performance
ratio #Management as well
% as the key tools,expense
systems and software
(MER)used
# at discipline
B=109 B=176

$ Cost of goods sold (COGS) # Days in accounts receivable % Billing accuracy $ Selling, general and administrative % On-time delivery # Time to rectify defects % Customer complaints due to poor service or product quality # Call multiplier % Capital acquisition Liquidity ratio Management ratio % Attendance rate per course % Drop-out rate # National examination score % Student acceptance rate % Gradu- %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call volume % First $ Revenue per available seat hour (RevPASH) % Canceled reservations # Complaints per restaurant order % Posi-
at each of these levels. It combines the analysis of theory and architecture with insights regarding good practice and key directions, ation rate % Student scholarships per year % Students participating in research activities # Students grades %
expenses (SG&A expenses) $ Working capital per employee $ Working capital $ Fixed assets $ Operating expenses handling time % First contact resolution rate % Complaints resolved # Longest call hold % Customer satisfaction Altman Z-Score (for privately held manufacturing companies) % Sustainable growth rate (SGR) % Return on capital call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer calls answered tive feedback from guests % Reserved tables # Guests per table # Tables served per waiter $ Revenue per available
enabling visitors to gain comprehensive insights into the nature of Performance Management as an integrating discipline. Students involved in extracurricular activities % Student satisfaction rate # Extracurricular activities per student #
$ Net income after taxes (NIAT) # Breakeven point (BEP) $ Financial expenses % Aging of uncollected bills $ Fixed with service levels % Orders delivered with damaged products % Call abandon rate # Complaints received # Pick-to- employed (ROCE) % Gross profit margin $ Net cash flow $ Free cash flow (FCF) $ EBIT (Earnings Before Interest and in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Blockage # square meter (RevPAM) % Customers satisfied with the time to be served % Restaurants that apply principles of
assets per FTE (Full Time Equivalent) % Invoices under query # Days in accounts payable # Days of purchases paid ship cycle time for customer orders # Longest delay in queue % Customer calls answered in the first minute % Work Taxes) $ Earnings per share (EPS) $ Economic value added (EVATM) # Asset turnover % Return on investment (ROI) Students per class % Students - professor ratio # Students to computer ratio % Entering students through transfer Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call work time % workplace safety and sanitation % Unavailability of menu items % Restaurants that apply principles of menu plan-
$ Fixed costs % Contribution margin ratio % Financial reports submitted as correct and on time $ Earnings before orders closed within the specified time period % Service charges of profits # Service requests per agent % Calls % Cash-on-cash return (CCR) # Altman Z-Score (for public manufacturing companies) # Price to sales ratio # Acid
Culori $ Academic activity cost per student % Ethnic minority students % Student repetition rate # Teaching experience % Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % Agent sched- ning $ Revenue per table # Time per table turn % Restaurants that apply principles of managing the purchasing pro-
interest, taxes, depreciation and amortization (EBITDA) # Sales to general and administrative expenses $ Expenses answered within service level time % Sales invoices issued on time # Talk time % Timeliness of issues resolution % test ratio % Net profit margin # Interest
R=109 R=255
cover % Annual equivalent rate # Benefit cost ratio (BCR) % Total expense Graduate employment rate # Time to graduate % International students % National accreditation study programs # ule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call cess $ Amount of dining % Food service strike rate % Food loss % Tips from total collected % Food costs from food
# Working capital turnover # Current ratio # Average days past-due invoices $ Cost of goods sold (COGS) # Days in Blockage % Resolution of queries the same day # Orders processed # Average speed of answer (ASA) % On-time ratio (TER) # Berry ratio
G=33
# Labor multiplier
G=0
% Capital acquisition ratio # Liquidity ratio % Management expense ratio Students enrolled per academic year # Male to female student ratio % Attendance rate per course % Drop-out rate volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer sales # New menu items # Guests # Product quality uniformity % Beverage loss % Front of house labor $ Revenue
accounts receivable % Billing accuracy $ Selling, general and administrative expenses (SG&A expenses) $ Working delivery # Time to rectify defects % Customer complaints due to poor service or product quality # Call handling time (MER) # Altman Z-Score B=20
(for privatelyB=0
held manufacturing companies) % Sustainable growth rate (SGR) % Return on # National examination score % Student acceptance rate % Graduation rate % Student scholarships per year % calls answered in the first minute # Service requests per agent % Calls answered within service level time # Talk time per available seat hour (RevPASH) % Canceled reservations # Complaints per restaurant order % Positive feedback
BalancedScorecardReview.com is the most comprehensive online resource dedicated to the Balanced Scorecard. It contains a review Students participating in research activities # Students grades % Students involved in extracurricular activities %
capital per employee $ Working capital $ Fixed assets $ Operating expenses $ Net income after taxes (NIAT) # Break- % First contact resolution rate % Complaints resolved # Longest call hold % Customer satisfaction with service capital employed (ROCE) % Gross profit margin $ Net cash flow $ Free cash flow (FCF) $ EBIT (Earnings Before Inter- % Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call from guests % Reserved tables # Guests per table # Tables served per waiter $ Revenue per available square meter
of this popular management concept following its evolution and use around the world in various industries or companies. It presents its Student satisfaction rate # Extracurricular activities per student # Students per class % Students - professor ratio
even point (BEP) $ Financial expenses % Aging of uncollected bills $ Fixed assets per FTE (Full Time Equivalent) levels % Orders delivered with damaged products % Call abandon rate # Complaints received # Pick-to-ship cycle est and Taxes) $ Earnings per share (EPS) $ Economic value added (EVATM) # Asset turnover % Return on invest- work time % Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % (RevPAM) % Customers satisfied with the time to be served % Restaurants that apply principles of workplace safety
various interpretations, compares it to other concepts and explores its impact on organizations as well as the opinions of critics. # Students to computer ratio % Entering students through transfer $ Academic activity cost per student % Ethnic
% Invoices under query # Days in accounts payable # Days of purchases paid $ Fixed costs % Contribution margin time for customer orders # Longest delay in queue % Customer calls answered in the first minute % Work orders ment (ROI) % Cash-on-cash return (CCR) # Altman Z-Score (for public manufacturing companies) # Price to sales Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per and sanitation % Unavailability of menu items % Restaurants that apply principles of menu planning $ Revenue per
ratio % Financial reports submitted as correct and on time $ Earnings before interest, taxes, depreciation and amorti- closed within the specified time period % Service charges of profits # Service requests per agent % Calls answered ratio # Acid test ratio % Net profit margin # Interest cover % Annual equivalent rate # Benefit cost ratio (BCR) % Total minority students % Student repetition rate # Teaching experience % Graduate employment rate # Time to graduate agent # Call volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % table # Time per table turn % Restaurants that apply principles of managing the purchasing process $ Amount of
zation (EBITDA) # Sales to general and administrative expenses $ Expenses # Working capital turnover # Current ra- within service level time % Sales invoices issued on time # Talk time % Timeliness of issues resolution % Blockage expense ratio (TER) # Berry ratio # Labor multiplier % Capital acquisition ratio # Liquidity ratio % Management ex- % International students % National accreditation study programs # Students enrolled per academic year # Male to Customer calls answered in the first minute # Service requests per agent % Calls answered within service level time dining % Food service strike rate % Food loss % Tips from total collected % Food costs from food sales # New menu
female student ratio % Attendance rate per course % Drop-out rate # National examination score % Student acceptan
Culori
tio # Average days past-due invoices $ Cost of goods sold (COGS) # Days in accounts receivable % Billing accuracy % Resolution of queries the same day # Orders processed # Average speed of answer (ASA) % On-time delivery pense ratio (MER) #R=0 Altman Z-ScoreR=127 (for privately held manufacturing companies) % Sustainable growth rate (SGR) # Talk time % Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate items # Guests # Product quality uniformity % Beverage loss % Front of house labor $ Revenue per available seat
G=0 G=147

eab group Pty. Ltd.

Publication date: 20 September 2011
B=255 B=255

Publication date: 25 May 2011 Publication date: 10 June 2011 Publication date:
Life.lab1Building,
June Suite
2011606, 198 Harbour Esplanade, Melbourne Docklands, VIC 3008 Publication date: 10 March 2011 Publication date: 18 August 2011
eabID number: sK0118021 eabID number: sK0118031 eabID number:T: +61 3 9670 2979, E: office@eabgroup.com.au
sK0118041 eabID number: sK0118152 eabID number: sK0118161 eabID number: sK0118171

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HR Information Knowledge Local State Healthcare
Technology Management Government Government
KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010
% Employees turnover # Management-to-staff ratio # Employment brand strength # Average time to fill a vacant % Defects removal efficiency % Schedule adherence in software development % Data network availability % SLAs in # Average age of documents in knowledge repository % Employees that contribute to the knowledge base % Docu- % Citizens satisfied with public service responsiveness # e-Public sector as an active partner in the innovation % Government basic services available online $ Gross National Product (GNP) per capita % Online public procure- % Hospital bed occupancy rate # Average daily census # Hospital-acquired infections % Surgical site infection rate
position # Employee engagement index % Performance appraisals completed on time $ Training investment per full renegotiation # IT policy violations % Bugs found by application developers % Local area network (LAN) server avail- ments in non-enterprise repositories % Documents rarely accessed # Internal knowledge sharing platforms # Pub- system % Maturity of online public service delivery # Building rehabilitation projects # Recruit to hire ratio for job ment # Food production per capita # Highway network length % Tourism employment % Birth rate for unmarried % Inpatient mortality # Hospital bed capacity % Medication error rate % Peri-operative mortality # Average caseload
time equivalent (FTE) $ Bonus payout # Training hours per full time equivalent $ Human Capital Return on Invest- ability # Fixed bugs $ IT spending per employee % Data center availability % Incidents caused by lack of required lications on the corporate intranet % Adjusted time to correct the loss due to mismanagement of data # Knowledge placements % Public authorities’ online presence % e-Authentication across population % Civic participation in the women # Energy consumption $ Total managed expenditure (TME) # Tourists # Sacrifice Ratio $ Value of agricultural per physician # Average length of stay (ALOS) % Blood culture contamination rate # Patient consultation time %
ment (ROI) % Training penetration rate # Rookie ratio # Recruiter to open requisition ratio $ Human capital value support skills $ Cost per trouble report % Time spent on fixing bugs # Frequency of IT physical risk assessments Management briefings facilitated % Adjustment in administrative and operational cost due to KM % Duplicate cus- local area $ Net cost of tax collection # Frequency of public transport services % On-time performance for public exports % Energy dependency # Tourism inquiries % Working age people with disabilities # Exploration permits Unplanned readmission rate % Cases classified as May Not Require Hospitalization (MNRH) % Days variance over/
added # Requisitions handled per recruiter % HR budget spent on training # Average performance appraisal rating % and reviews % Quality of software applications developed # Frequency of independent reviews of IT compliance tomer contact information in the database # Paper documents to electronic format ratio % Procedures reviewed and transport services % People with mental health problems in employment % Crimes against visitors $ Spending per granted $ Tourist spending % Hospitals national accreditation rate # Agricultural mechanization level % Purchas- under expected length of stay % Outpatient surgeries % Patients on the semi-urgent surgery list that waited longer
Employees meeting continuing professional development requirements % Adherence to values and mission # Hours % Utilization of data network # Incidents due to physical security breaches or failures % On time completion of updated % Electronic files backup % Savings due to Knowledge Management initiatives # Knowledge materials dis- head of population on street cleaning % Pedestrian crossings with facilities for people living with disabilities % ing share of public sector spending # Average farm size % Tourists entering through airports % Employment rate than the 90 days government benchmark # Average length of stay in ER % Inpatient revenue % Patient satisfaction
lost due to absenteeism % Direct compensation operating expense rate sK 1859 % Compensation packages with software applications % Security incidents # New features per software version % Web server availability % Cost tributed to employees % Time saved for data gathering % Searches intensification per knowledge repository $ Docu- Unemployment rate % Amusement attractions found in compliance with safety requirements on first inspection # # Criminal history errors corrected % Health insurance coverage % Government basic services available online # Medical ancillary services % Pending patient accounts # Inpatient registrations per shift % Alternate level of care
pay-for-performance arrangements # Technological competence of staff # Average time to promotion # Certifica- adherence in software development % Awareness of information security programs and capabilities % Spending of ment storage costs % Unnecessary data duplicates % Community of Practice meetings involving external experts % Domestic burglaries per 1,000 households % People with mental health problems who have maintained paid employ- $ Gross National Product (GNP) per capita % Online public procurement # Food production per capita # Highway days (ALC) $ Revenue per patient per day % Hospital bed occupancy rate # Average daily census # Hospital-acquired
tions per HR employee % Employees turnover # Management-to-staff ratio # Employment brand strength # Average current technology capital budget % Defects removal efficiency % Schedule adherence in software development % Use of intranet / groupware % Employees trained in Knowledge Management (KM) practices # Community of Prac- ment for more than one year in lifetime $ Government land action cost % Adults in contact with specialist mental network length % Tourism employment % Birth rate for unmarried women # Energy consumption $ Total managed infections % Surgical site infection rate % Inpatient mortality # Hospital bed capacity % Medication error rate %
time to fill a vacant position # Employee engagement index % Performance appraisals completed on time $ Training Data network availability % SLAs in renegotiation # IT policy violations % Bugs found by application developers % tice meetings # Experts to practitioners to novices ratio # Documents entered into knowledge repositories # Average health services who are in paid work % Children on the child protection register who had been visited at least once expenditure (TME) # Tourists # Sacrifice Ratio $ Value of agricultural exports % Energy dependency # Tourism inquir- Peri-operative mortality # Average caseload per physician # Average length of stay (ALOS) % Blood culture contami-
investment per full time equivalent (FTE) $ Bonus payout # Training hours per full time equivalent $ Human Capital Local area network (LAN) server availability # Fixed bugs $ IT spending per employee % Data center availability % In- age of documents in knowledge repository % Employees that contribute to the knowledge base % Documents in every six weeks by their social worker # Response time to structural fires % Adults in contact with specialist mental ies % Working age people with disabilities # Exploration permits granted $ Tourist spending % Hospitals national nation rate # Patient consultation time % Unplanned readmission rate % Cases classified as May Not Require Hos-
Return on Investment (ROI) % Training penetration rate # Rookie ratio # Recruiter to open requisition ratio $ Human cidents caused by lack of required support skills $ Cost per trouble report % Time spent on fixing bugs # Frequency non-enterprise repositories % Documents rarely accessed # Internal knowledge sharing platforms # Publications on health services who report having received help with finding work $ Ratio of reinvestment into the community % Citi- accreditation rate # Agricultural mechanization level % Purchasing share of public sector spending # Average farm pitalization (MNRH) % Days variance over/under expected length of stay % Outpatient surgeries % Patients on the
capital value added # Requisitions handled per recruiter % HR budget spent on training # Average performance ap- of IT physical risk assessments and reviews % Quality of software applications developed # Frequency of independ- the corporate intranet % Adjusted time to correct the loss due to mismanagement of data # Knowledge Management zens satisfied with public service responsiveness # e-Public sector as an active partner in the innovation system % size % Tourists entering through airports % Employment rate # Criminal history errors corrected % Health insurance semi-urgent surgery list that waited longer than the 90 days government benchmark # Average length of stay in ER %
praisal rating % Employees meeting continuing professional development requirements % Adherence to values and ent reviews of IT compliance % Utilization of data network # Incidents due to physical security breaches or failures briefings facilitated % Adjustment in administrative and operational cost due to KM % Duplicate customer contact Maturity of online public service delivery # Building rehabilitation projects # Recruit to hire ratio for job placements coverage % Government basic services available online $ Gross National Product (GNP) per capita % Online public Inpatient revenue % Patient satisfaction # Medical ancillary services % Pending patient accounts # Inpatient registr

Publication date: 10 March 2011 Publication date: 30 March 2011 Publication date: 17 June 2011 Publication date: 30 March 2011 Publication date: 25 August 2011 Publication date: 9 August 2011
eabID number: sK0118051 eabID number: sK0118061 eabID number: sK0118071 eabID number: sK0118181 eabID number: sK0118191 eabID number: sK0118201

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Marketing Logistics and Portfolio Insurance Business
Distribution Management Hotel Consulting
KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010
%Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call volume % First % On-time delivery # Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Ship- # Projects per project manager % Time spent on new projects development % Project managers to staff ratio # FTEs # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on market % % Realization rate # Labor multiplier % Chargeable ratio % Employee utilization rate $ Cost of services delivered $
call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer calls answered ment traceability % Damage-free shipments % Transport capacity utilization % On time pick-ups % Order fill rate % assigned per project # Milestones per project plan % Projects prioritized according to business needs % Under- available room (RevPAR) # Guests per employee % Canceled reservations % Positive feedback from guests % Hotel Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent % Real es- Profit per project % Adherence to schedule estimate % Consulting hours generating revenue $ Bill rate % Profitable
in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Blockage # Delivered with complete and accurate documentation # Average fuel consumption $ Freight revenue per ton-mile staffed projects % Projects on time % Projects meeting stakeholder expectations $ Project deviation from planned occupancy $ Revenue per booking % Bookings conversion rate % Room occupancy # Guests by time of day/week/ tate transactions completed successfully $ Value of real estate transactions completed % Transaction discount rate projects $ Delivery overhead costs % Consultants generating revenue $ Backlog of commissioned projects $ Hourly
Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call work time % # Orders picked per hour % Reverse logistics cost to delivered sales value % Orders with wrong items shipped % budget % Projects with post project review % Projects completed on time and on budget # Average project schedule month $ Average daily room rate (ADR) % Treatment room utilization $ Revenue per available square meter (RevPAM) % Real estate residential sales % Properties sold through organized auctions % Successful auctions # New listings fee % Consultant retention by client # Project assignment or work package duration # Billable hours $ Load costs $
Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % Agent sched- Cross-docking operations # Warehouses operated $ Backorder costs # Loading time per vehicle # Stops per trip % deviation % Projects with a quality assurance provider % Active running projects on time, on budget and compliant % Rooms booked through own reservation channels % No show ratio $ Unrealized potential revenue % Reservation in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % Real estate non Revenue by practice $ Billable fees write-downs $ Net revenue per technical staff $ Blended rate $ Solution revenue
ule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call Packaging to product rate % Vehicle fill $ Value of damaged goods per shipment % Boomerang return rate % On-time with quality specifications # Project managers experience in the field % Projects with quality assurance review com- channel revenue % Duplicate bookings % Rooms with maintenance problems # Treatment rooms # Average length residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price $ Solution margin $ Net fees % Realization rate # Labor multiplier % Chargeable ratio % Employee utilization rate
volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer delivery # Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Shipment traceability pleted % Projects on budget % Projects with scope changes % Project cost predictability % Projects with at least one of stay in hotel % Perceived hotel cleanliness $ Operating expenses per guest $ Cleaning cost per room $ Gross per square meter sold # Residential lots sold # Rental transactions completed # Properties sold through organized $ Cost of services delivered $ Profit per project % Adherence to schedule estimate % Consulting hours generating
calls answered in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Damage-free shipments % Transport capacity utilization % On time pick-ups % Order fill rate % Delivered with milestone missed % Projects without a business case % Projects completed % Projects rejected $ Average project auctions # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on revenue $ Bill rate % Profitable projects $ Delivery overhead costs % Consultants generating revenue $ Backlog of
% Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call complete and accurate documentation # Average fuel consumption $ Freight revenue per ton-mile # Orders picked budget size # Projects per project manager % Time spent on new projects development % Project managers to staff per employee % Canceled reservations % Positive feedback from guests % Hotel occupancy $ Revenue per booking market % Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent commissioned projects $ Hourly fee % Consultant retention by client # Project assignment or work package duration
work time % Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % per hour % Reverse logistics cost to delivered sales value % Orders with wrong items shipped % Cross-docking ratio # FTEs assigned per project # Milestones per project plan % Projects prioritized according to business needs % Bookings conversion rate % Room occupancy # Guests by time of day/week/month $ Average daily room rate % Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction # Billable hours $ Load costs $ Revenue by practice $ Billable fees write-downs $ Net revenue per technical staff
Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per operations # Warehouses operated $ Backorder costs # Loading time per vehicle # Stops per trip % Packaging to % Understaffed projects % Projects on time % Projects meeting stakeholder expectations $ Project deviation from (ADR) % Treatment room utilization $ Revenue per available square meter (RevPAM) % Rooms booked through own discount rate % Real estate residential sales % Properties sold through organized auctions % Successful auctions $ Blended rate $ Solution revenue $ Solution margin $ Net fees % Realization rate # Labor multiplier % Chargeable
agent # Call volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % product rate % Vehicle fill $ Value of damaged goods per shipment % Boomerang return rate % On-time delivery # planned budget % Projects with post project review % Projects completed on time and on budget # Average project reservation channels % No show ratio $ Unrealized potential revenue % Reservation channel revenue % Duplicate # New listings in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % ratio % Employee utilization rate $ Cost of services delivered $ Profit per project % Adherence to schedule estimate
Customer calls answered in the first minute # Service requests per agent % Calls answered within service level time Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Shipment traceability % Damage- schedule deviation % Projects with a quality assurance provider % Active running projects on time, on budget and bookings % Rooms with maintenance problems # Treatment rooms # Average length of stay in hotel % Perceived Real estate non residential sales $ Value of residential lots sold $ Variance between initially listed price and negoti- % Consulting hours generating revenue $ Bill rate % Profitable projects $ Delivery overhead costs % Consultants
# Talk time % Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion free shipments % Transport capacity utilization % On time pick-ups % Order fill rate % Delivered with complete and compliant with quality specifications # Project managers experience in the field % Projects with quality assurance ated price $ Price per square meter sold # Residential lots sold # Rental transactions completed # Properties sold generating revenue $ Backlog of commissioned projects $ Hourly fee % Consultant retention by client # Project assi

Publication date: 15 March 2011 Publication date: 22 June 2011 Publication date: 20 June 2011 Publication date: 5 September 2011 Publication date: 29 August 2011 Publication date: 15 August 2011
eabID number: sK0118081 eabID number: sK0118121 eabID number: sK0118091 eabID number: sK0118211 eabID number: sK0118221 eabID number: sK0118241

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Project R&D Sales Property Real Estate Retail
Management Management Transactions
KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010
# Earned man-hours % Project resource utilization % Project budget variance at project end % Overdue project tasks $ Research & development costs # Concept approval cycle time $ Development costs per new product # Employees % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ Revenue by prod- % Occupancy rate % Emergency repairs completed on time % Vacancy rate % Current tenants in serious arrears % # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on market % # Inventory to sales ratio (ISR) % Same store sales growth $ Sales per unit area % Sales growth in stores open at
% Project schedule variance $ Estimate at completion (EAC) $ Cost variance # Schedule performance index (CSI) in R&D % R&D projects involving customers # Average time to break-even % R&D budget spent on new innovations uct % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell-through $ Sales New tenants visited within 6 weeks of tenancy start date % Rent collection rate $ Arrears of tenants % Maintenance Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent % Real es- least 12 months % Perishable items with past due date # Stock rotations % Product shelf-space profitability % Sell-
# Project issues addressed # Cost performance index (CPI) # Conflicts arising during the project % Requirements # Patents % New product success rate % R&D budget allocated to new product development % R&D budget from by department % Sales from repeat customers % Sales growth % Lead conversion rate % Sales discounts % First expenditure as proportion of rent collection # Length of time in rent arrears % Vacant properties $ Average arrears tate transactions completed successfully $ Value of real estate transactions completed % Transaction discount rate through $ Sales by department # Selling opportunities $ Sales revenue per hour % Store conversion rate $ Shoplifting
changed during project execution $ Actual cost of work performed (ACWP) # Project issues identified $ Estimate total budget % R&D projects involving pre-competitive research with competing companies % Market share increase appointment-to-sales proposal ratio $ Sales turnover % Repeat purchase rate $ Sales per customer % Commission per tenant in arrears % Warning letters sent within the targeted time frame after decision on breach of tenancy # % Real estate residential sales % Properties sold through organized auctions % Successful auctions # New listings # Stock keeping units in portfolio % Markdown goods % Store loyalty # Frequency of store visits $ Employee theft #
to complete % Project milestones missed % To complete performance index (TCPI) # To complete schedule perfor- due to R&D % Academic scientific staff % Design cost from revenue # Patents per researcher % R&D staff involved margin % Sales accounts with open and pending status # Selling opportunities $ Sales revenue per hour % Store Tenants under contract % Alleged tenancy breach complaints responded to within 2 weeks # Time to relet $ Rent in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % Real estate non Stores # Time spent in the store $ Size of grocery bill % Store satisfaction while shopping # Volume of purchase %
mance index (TSPI) # Time per project task % Progress reports submitted as planned % Time spent as planned # in customer contacts % Products meeting cost target # Prototypes per new product % New academic research re- conversion rate % Cannibalization rate of new product offering $ Sales force effectiveness # Stock keeping units in lost due to vacant properties # Maintenance requests # Ground-floor retail sales area available for rent # Tenants residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price Sales by product category # Product lines sold per transaction # Inventory to sales ratio (ISR) % Same store sales
Cost schedule index (CSI) # Total project delay $ Budgeted cost of work performed (BCWP) % Overdue project sta- cruits in R&D % Patents rejected # Publications in high impact journals % Patented inventions # Ideas submitted per portfolio % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ Revenue whose leases expire # Properties vacant $ Rent per tenancy % Leases expiring from total annualized rental revenue per square meter sold # Residential lots sold # Rental transactions completed # Properties sold through organized growth $ Sales per unit area % Sales growth in stores open at least 12 months % Perishable items with past due date
tus reports # Earned man-hours % Project resource utilization % Project budget variance at project end % Overdue researcher $ Research & development costs # Concept approval cycle time $ Development costs per new product # by product % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell-through % Repairs completed on first visit % Unplanned repairs completed on time $ Rental revenue from leases expiring auctions # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on # Stock rotations % Product shelf-space profitability % Sell-through $ Sales by department # Selling opportunities $
project tasks % Project schedule variance $ Estimate at completion (EAC) $ Cost variance # Schedule performance Employees in R&D % R&D projects involving customers # Average time to break-even % R&D budget spent on new $ Sales by department % Sales from repeat customers % Sales growth % Lead conversion rate % Sales discounts % Occupancy rate % Emergency repairs completed on time % Vacancy rate % Current tenants in serious arrears % market % Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent Sales revenue per hour % Store conversion rate $ Shoplifting # Stock keeping units in portfolio % Markdown goods
index (CSI) # Project issues addressed # Cost performance index (CPI) # Conflicts arising during the project % Re- innovations # Patents % New product success rate % R&D budget allocated to new product development % R&D % First appointment-to-sales proposal ratio $ Sales turnover % Repeat purchase rate $ Sales per customer % Com- New tenants visited within 6 weeks of tenancy start date % Rent collection rate $ Arrears of tenants % Maintenance % Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction % Store loyalty # Frequency of store visits $ Employee theft # Stores # Time spent in the store $ Size of grocery bill
quirements changed during project execution $ Actual cost of work performed (ACWP) # Project issues identified $ budget from total budget % R&D projects involving pre-competitive research with competing companies % Market mission margin % Sales accounts with open and pending status # Selling opportunities $ Sales revenue per hour expenditure as proportion of rent collection # Length of time in rent arrears % Vacant properties $ Average arrears discount rate % Real estate residential sales % Properties sold through organized auctions % Successful auctions % Store satisfaction while shopping # Volume of purchase % Sales by product category # Product lines sold per
Estimate to complete % Project milestones missed % To complete performance index (TCPI) # To complete schedule share increase due to R&D % Academic scientific staff % Design cost from revenue # Patents per researcher % R&D % Store conversion rate % Cannibalization rate of new product offering $ Sales force effectiveness # Stock keeping per tenant in arrears % Warning letters sent within the targeted time frame after decision on breach of tenancy # Ten- # New listings in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % transaction # Inventory to sales ratio (ISR) % Same store sales growth $ Sales per unit area % Sales growth in stores
performance index (TSPI) # Time per project task % Progress reports submitted as planned % Time spent as planned staff involved in customer contacts % Products meeting cost target # Prototypes per new product % New academic units in portfolio % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ ants under contract % Alleged tenancy breach complaints responded to within 2 weeks # Time to relet $ Rent lost Real estate non residential sales $ Value of residential lots sold $ Variance between initially listed price and negoti- open at least 12 months % Perishable items with past due date # Stock rotations % Product shelf-space profitability
# Cost schedule index (CSI) # Total project delay $ Budgeted cost of work performed (BCWP) % Overdue project research recruits in R&D % Patents rejected # Publications in high impact journals % Patented inventions # Ideas Revenue by product % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell- due to vacant properties # Maintenance requests # Ground-floor retail sales area available for rent # Tenants whose ated price $ Price per square meter sold # Residential lots sold # Rental transactions completed # Properties sold % Sell-through $ Sales by department # Selling opportunities $ Sales revenue per hour % Store conversion rate $ Sh

Publication date: 22 June 2011 Publication date: 14 March 2011 Publication date: 21 June 2011 Publication date: 21 March 2011 Publication date: 28 August 2011 Publication date: 29 July 2011
eabID number: sK0118101 eabID number: sK0118131 eabID number: sK0118141 eabID number: sK0118251 eabID number: sK0118261 eabID number: sK0118271

www.smartkpis.com/premium/products/reports/browse-top-kpis-reports
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2011-2012 Top KPI reports

Top 25 Top 25 Top 25 Top 25

Risk Management KPIs Human Resources KPIs Retail KPIs Oil and Gas KPIs
of 2011-2012 of 2011-2012 of 2011-2012 of 2011-2012

# Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls # Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls # Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls # Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls
answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue #
Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call
work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent %
Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact
resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer
satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint # satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint # satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint # satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint #
Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls
answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue #
Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call
work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent %
Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact
resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer
satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint

Publication date: September 2012 ID number: sK0117081 Publication date: September 2012 ID number: sK0117081 Publication date: September 2012 ID number: sK0117081 Publication date: September 2012 ID number: sK0117081

By Functional Area
Top 25 Accounting KPIs of 2011-2012 Top 25 Governance KPIs of 2011-2012 Top 25 Public Relations KPIs of 2011-2012
Top 25 Accounts Payable and Receivable KPIs of 2011- Top 25 Human Resources KPIs of 2011-2012 Top 25 Quality Management KPIs of 2011-2012
2012
Top 25 Advertising KPIs of 2011-2012 Top 25 Information Technology KPIs of 2011-2012 Top 25 R&D KPIs of 2011-2012
Top 25 Application Development KPIs of 2011-2012 Top 25 Innovation KPIs of 2011-2012 Top 25 Recruitment KPIs of 2011-2012
Top 25 Compensation and Benefits KPIs of 2011-2012 Top 25 Inventory Management KPIs of 2011-2012 Top 25 Retention KPIs of 2011-2012
Top 25 Compliance and Audit Management KPIs of Top 25 IT Security KPIs of 2011-2012 Top 25 Risk Management KPIs of 2011-2012
2011-2012
Top 25 Contract Management KPIs of 2011-2012 Top 25 Knowledge Management KPIs of 2011-2012 Top 25 Sales KPIs of 2011-2012
Top 25 Corporate Travel KPIs of 2011-2012 Top 25 Logistics / Distribution KPIs of 2011-2012 Top 25 Service Delivery KPIs of 2011-2012
Top 25 CSR KPIs of 2011-2012 Top 25 Maintenance KPIs of 2011-2012 Top 25 Service Management KPIs of 2011-2012
Top 25 Customer Service KPIs of 2011-2012 Top 25 Marketing KPIs of 2011-2012 Top 25 Supply Chain Management KPIs of 2011-2012
Top 25 Data Center KPIs of 2011-2012 Top 25 Network Management KPIs of 2011-2012 Top 25 Supply Chain, Procurement, Distribution KPIs
of 2011-2012
Top 25 eCommerce KPIs of 2011-2012 Top 25 Portfolio Management KPIs of 2011-2012 Top 25 Talent Development KPIs of 2011-2012
Top 25 Enterprise Architecture KPIs of 2011-2012 Top 25 Procurement / Purchasing KPIs of 2011-2012 Top 25 Web Analytics KPIs of 2011-2012
Top 25 Environmental Care KPIs of 2011-2012 Top 25 Production KPIs of 2011-2012
Top 25 Finance KPIs of 2011-2012 Top 25 Project Management KPIs of 2011-2012

By Industry
Top 25 Academic Education KPIs of 2011-2012 Top 25 Hotel KPIs of 2011-2012 Top 25 Publishing KPIs of 2011-2012
Top 25 Accounting Services KPIs of 2011-2012 Top 25 Insurance KPIs of 2011-2012 Top 25 Railways KPIs of 2011-2012
Top 25 Airlines KPIs of 2011-2012 Top 25 Investments KPIs of 2011-2012 Top 25 Real Estate Transactions KPIs of 2011-2012
Top 25 Airports KPIs of 2011-2012 Top 25 Land Transport (Road & Rail) KPIs of 2011-2012 Top 25 Employment Services KPIs of 2011-2012
Top 25 Banking and Credit KPIs of 2011-2012 Top 25 Legal Practice KPIs of 2011-2012 Top 25 Restaurant KPIs of 2011-2012
Top 25 Broadcasting (TV and Radio) KPIs of 2011-2012 Top 25 Libraries and Archives KPIs of 2011-2012 Top 25 Retail KPIs of 2011-2012
Top 25 Business Consulting KPIs of 2011-2012 Top 25 Livestock, Hunting and Fishing KPIs of 2011- Top 25 Roads KPIs of 2011-2012
2012
Top 25 Call Center KPIs of 2011-2012 Top 25 Local Government KPIs of 2011-2012 Top 25 Shipping KPIs of 2011-2012
Top 25 Coal and Minerals Mining KPIs of 2011-2012 Top 25 Local Public Transport KPIs of 2011-2012 Top 25 Sport Club Management KPIs of 2011-2012
Top 25 Crops KPIs of 2011-2012 Top 25 Medical Practice KPIs of 2011-2012 Top 25 Sport Event Organisation KPIs of 2011-2012
Top 25 Electricity KPIs of 2011-2012 Top 25 Natural Gas KPIs of 2011-2012 Top 25 State Government KPIs of 2011-2012
Top 25 Engineering KPIs of 2011-2012 Top 25 NGO KPIs of 2011-2012 Top 25 Sustainability KPIs of 2011-2012
Top 25 Film and Music KPIs of 2011-2012 Top 25 Oil and Gas KPIs of 2011-2012 Top 25 Water and Sewage KPIs of 2011-2012
Top 25 Forestry and Logging KPIs of 2011-2012 Top 25 Ports KPIs of 2011-2012 Top 25 Telecommunications KPIs of 2011-2012
Top 25 Healthcare KPIs of 2011-2012 Top 25 Postal and Courier Services KPIs of 2011-2012
Top 25 Hospital KPIs of 2011-2012 Top 25 Property Management KPIs of 2011-2012

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Appendix B: Training courses

Open courses of 1-3 days • Participants from over 30 countries attended our programs over the
last 12 months
• Organized in Australia, Indonesia, Malaysia, Romania, Singapore,
South Africa, Saudi Arabia, Thailand, Turkey, UAE, UK and USA
In-house programs • Customized to client needs
of 2-4 days • Delivered at client premises
Performance through systems training catalogue

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Delivery approach • Highly interactive, numerous exercises, case studies and group discussions
• Experiential learning simulations
All training courses • Six months of free access to the premium content of www.smartkpis.com
include: • Free toolkit of pre-populated templates to assist you with applying the course
learnings
• Library of relevant examples from practice
Performance through people training catalogue

Implementing and Optimizing Implementing Succession Integrating Talent

Employee Engagement Programs Management Programs Management Processes

Always treat your employees exactly as you want them to treat your best customers. - Stephen R. Covey It is always wise to look ahead, but difficult to look further than you can see. - Winston Churchill Business and human endeavors are systems…we tend to focus on snapshots of isolated parts of the system.
And wonder why our deepest problems never get solved. - Peter Senge

Topics covered: Topics covered: Topics covered:

• Understanding employee engagement • Understanding succession management • Understanding talent management
• Employee engagement and performance • Talent pipeline • The talent wheel
• Survey design and implementation • Succession metrics • KPIs and Dashboards for HR
• Types of reports and how to use them • High performance and high potentials • Talent acquisition and employer branding
• Numbers vs. behaviors in employee engagement • 9-Box Approach and other tools • On-boarding and retention
• Impact Action Planning – plans and meetings • Talent reviews • Individual performance management systems
• Employee engagement as strategic priority • Career paths • Talent assessments and talent reviews
• Roadmap and calendar for implementations • Measuring employee engagement
• Training and communications plans • Fostering employee engagement
• Well-being • Tips for integration and implementation

Solutions for Managing Change Fish Banks Friday Night at the ER

in Organizations Business Simulation Workshop Business Simulation Workshop

Change is the law of life and those who look only to the past or present are certain to miss the future. - John F. Kennedy The transition to a sustainable society requires a careful balance between long-term and short-term goals and an emphasis on A system is a network of interdependent components that work together to try to accomplish the aim of the system.
sufficiency, equity, and quality of life. - Denis L. Meadows A system must have an aim. Without an aim, there is no system - W. Edwards Deming. The New Economics

Topics covered: Topics covered: Topics covered:

• Understanding change management • Effective Management - manage your organization and compete with others • Systems Thinking, managing interdependence,
• Reasons why change initiatives fail or succeed • Resource Allocation- understand how to best allocate your resources complexity, delay
• Breaking mental schemas • Sustainability- make decisions based on a long-term plan • Collaboration, shared accountability, coordinated action
• Addressing resistance to change and organizational inertia • Maximizing Resources- effective co-operation and negotiation • Innovation, mental models, openness to redesign
• Building a learning organization • Strategy Design- build strategy using data • Use of Data, system performance data, measurement
• Selecting change management frameworks • Performance- measure and manage performance • Structural Thinking, designing for performance
• Stages of change and how to prepare for them • Collaboration- cooperative learning and group problem solving
• Change management – design and implementation • Conflict Resolution- manage interdependence and scarce resources
• Roles in change management • Systemic Thinking- understand the impact and complexity of actions
• Assessing impact of change efforts • Decision making- systemic analysis and accountability

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Top 25 Production KPIs of
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2011-2012

Appendix C: Advisory services

The KPI Institute performance improvement architecture

PERFORMANCE is about achieving a desired level of results in a domain of human activity

PERFORMANCE

A coherent strategy is essential in achieving

desired state and continuous improvement

STRATEGY

Performance improvement efforts require a mix of people management practices,

process-oriented improvements and innovation

PEOPLE SYSTEMS INNOVATION

Managing performance through Managing performance through Managing performance through
people focuses on solutions such as: systems relies on utilizing a innovation requires organizational
• workforce planning performance architecture in capabilities in areas such as:
• talent acquisitions alignment with strategic priorities at: • research
• compensation and benefits • organizational level • knowledge management
• learning and development • operational level • design thinking
• employee engagement • team level • innovation management
• organizational culture • individual/employee level • competitive intelligence
• personal level • consumer behavior

Process Management
In building a strong foundation
for performance, organiza- Risk Management
tions should leverage systemic
thinking and excellence in Project Management
managing change, projects,
Change Management
risks and processes
Systems Thinking
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Top 25 Human
Production
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KPIs of KPIs
2011-2012
of 2011-2012

INTEGERPERFORM
the consulting arm of The KPI Institute, dedicated to assisting
European office: +40 721 233 084 / +40 369 801 650
Australian office: +61 42 456 8088 / +61 3 9670 2979
organisations in deploying best practice performance Email: office@integerperform.com, www.performanceintegrators.com
improvement solutions

Service categories
Consulting Technology Solutions
Applied solutions clustered around the Software and hardware that facilitate the
performance integration architecture developed by operation of successful performance improvement
The KPI Institute: peformance through people, initiatives
systems and innovation
Performance through systems - advisory services catalogue
Strategic and operational planning Operational performance management solutions
• Facilitation of strategic planning sessions. Supplier performance management – Development and
• Strategic research: environmental scans, strategic planning implementation of supplier scorecards for both products and
tools deployment (Five forces, SWOT analysis, competitor services suppliers
review).
Portfolio performance management
• Development of Portfolio Dashboards and Project Scorecards
Organizational Performance Management Systems • Identification of Key Risk Indicators and establishment of Risk
Implementations Scorecards
• Integrated performance management systems based on the Benefits realization management
Balanced Scorecard. • Development of benefits management plans
• Application at all organizational levels, or limited to strategic • Project or program evaluation
level, operational level or individual level.
Alliances performance
• Establishment of Alliances Scorecards
Key Performance Indicators Advice • Development of Service Level Agreements
• Overhaul of existing KPIs, by reviewing and updating them Assessment / Audit / Review
in accordance to organizational strategy and best practice.
• Assistance with KPI selection. Audit of organizational performance management systems at
• KPI documentation support – customisation of smartKPIs strategic, operational or individual levels.
Premium templates to reflect organizational needs. Organizational capability assessment using TKI’s proprietary
• Development of customised KPI catalogues. tools:
• Assistance in identifying reliable benchmarking resources. • Performance Management Maturity Model
• Performance Measurement Maturity Model

Performance through people - advisory services catalogue

Workforce Planning Talent Acquisition
• Succession management system implementations, talent reviews facilitation, • Audit of recruitment and selection practices
workforce needs assessment • Recruitment processes mapping and optimization
• Talent assessments (personality, individual challenges and values), • Job analyses and career paths identification
implementation of 360 feedback solutions
Employee Engagement Compensation and benefits
• Survey design and implementation, organizational and team level reports • Review and benchmarking of compensation and benefits plans
• Guidance in impact action planning implementation • Pay-for-performance implementations
Learning and Development Organizational culture
• Guidance in developing organizational learning and development plan • Organizational culture assessments
• Integration of individual performance management system with • Organizational network analyses
organizational learning initiatives • Change management planning and guidance

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Top 25 Production
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Appendix D: Technology solutions

20,000 KPI examples
7,100 KPIs defined
smartKPIs Key Performance Indicators 2,700 KPIs documented in detail
Online Database 15 Functional areas
24 Industries
3 Contexts
Most Popular
EXPLORER PREMIUM INSIGHT
$39
6 months access
$249
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Features Features Features
9 Basic access 9 Explorer benefits plus 9 Premium benefits plus
9 Explore the complete catalogue 9 Export of KPI examples in PDF format 9 Online access to all research reports
9 Use advanced search 9 Edit the number of KPIs listed per page published in The KPI Institute’s Insight
9 View KPI definitions 9 Filter by views, rating and documentation Library
9 Save KPI examples status 9 There are over 25 reports published each
9 Access to all documentation fields year
Numbers Numbers Numbers

9 Browse 7000+ KPI examples 9 Browse 7000+ KPI examples 9 Browse 7000+ KPI examples
9 Access 17 documentation fields 9 Access 17 documentation fields 9 Access 40 documentation fields
9 View 200 documented KPIs 9 View 200 documented KPIs 9 Export 1000 documented KPIs
Research Research Research
One research report: Two research reports: Three generic Excel templates
9 Top 20 KPIs of 2010 9 Top 20 KPIs of 2010 pre-populated with over 70 KPI
9 Top 25 KPIs of 2010 report examples:
of your choice 9 Balanced Scorecard
9 KPI Dashboard
9 Performance Healthogram

Testimonials
On smartKPIs.com premium content
“Guys we are very thankful of the hard work you do. “Really a very good and useful website, I am excited “Access to all smartKPIs.com research reports
Your website really guides us on the daily about the content and comprehensiveness of data and advance functionality in searching the online
performance management of our organization.” on your website, and I will recommend it to all catalogue helps my office in facilitating the
professional in the governmental sector in United understanding, selection and usage of KPIs across
Omphile Macheng, Botswana Arab of Emirates, Wish you all the best.” the organization.”

Mahdi El Horchi, United Arab Emirates Andrew Fraser, United Kingdom

On our publications
“The Top 25 Call Center KPIs of 2010 helps in “smartKPIs.com provided a simple yet powerful “I was pleasantly surprised of the level of experience
understanding all the performance measures scorecard and dashboard model to start building our and knowledge of the smartKPIs.com team. The
which should be taken into account to optimize own with our business intelligence tools.” toolkit delivered was what I had anticipated to be.”
performance...”
Jacob Brown, United States Humberto E Della Torre, El Salvador Alex Giammona, Australia

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Production
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INTEGERPERFORM Business Intelligence Software
Scoreboard and QuickScore by Spider Strategies, ideal anywhere in the world

TRY THE LIVE DEMO TEST BUY

www.software.integerperform.com Contact: Administrator licence: $99/month
Username: view info@integerperform.com Communication (edit) licence: $30/month
Password: demo for a 30 days trial of the software View only licence: FREE

Characteristics
9 Intuitive, robust, fully live and interactive
9 Reliable in any economic environment
9 Offers optimal return on investment

Benefits
9 Real time control of your business
9 Easy monitoring, analysis and reporting of KPis
9 Perfect for Balanced Scorecard automation
9 Fast consolidalion of information

Configuration
9 Easy to access and to use, fully web-based
9 Possibility of external, in-cloud hosting, as well as on-site
9 Easy to access from any device or location having Internet access

Who uses it?

www.integerperform.com/kpi-dashboard-balanced-scorecard-software
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Appendix E: Glossary of Terms

The following list provides an explanation of several popular terms characterizing KPIs:

Rate – A specific type of ratio expressed in many cases as part to whole. Examples of rates are the natality or mortality rate, expressed as the
number of births or deaths per a certain number of population or the currency exchange rate, where the value of one currency is compared
to the value of the other currency.

Ratio – A relation between two measures that might be distinct, but which are part of the same category of elements, such as the ratio of boys
to girls, teachers to students, doctors to patients, revenues to expenditure.

Composition – A composite indicator is formed when individual indicators are compiled into a single index, on the basis of an underlying
model of the multi-dimensional concept that is being measured. It measures multi-dimensional concepts (e.g. competitiveness, e-trade or
environmental quality) which cannot be captured by a single indicator.

Index – A number computed from a specific formula or calculation methodology, used to characterize a complex set of data.

Leading – Drive the performance of the outcome indicators, being predictors of success or failure. Examples of leading indicators are: “%
Employees involved in the innovation process”, “% Conversion rate” or “% Inventory quality ratio (IQR)”.

Lagging – Type of indicators that reflect the success or failure after an event has been consumed. Examples include: “$ Operating profit per
room”, “$ Earnings before interest and taxes (EBIT)” or “$ Cost avoidance savings”.

Input – Reflects assets and resources invested in or used to generate business results. Examples include: “# Headcount”, “$ Cost per
broadcast hour” and “# Knowledge materials distributed to employees”.

Process – Refers to the efficiency or productivity of a business process. Examples include: “% On time delivery”, “# Conflicts arisen during
the project”, “# Average call handling time” and “# Mean time to repair”.

Output – Measures the financial and nonfinancial deliverables or results of business activities. Examples include: “% Passenger seats sold”,
“# New customers acquired” or “$ Revenue per successful call”.

Outcome – Reflects overall results or impact of the business activity in terms of generated benefits, as a quantification of performance.
Examples include: “% Customer retention”, “% Employee turnover”, “$ Net income after taxes (NIAT)” or “% Brand awareness”.

Qualitative – A descriptive characteristic, an opinion, a property or a trait. The most common ones gauge customer or employee satisfaction
through subjective assessments. Based on a subjective interpretations of a customer’s or employee’s opinions. Oftentimes these type of
indicators are not expressed numerically, but as narrative text. Sometimes a rating is allocated to rank between levels (i.e. Likert scale).

Quantitative – A measurable characteristic, resulted by counting, adding or averaging numbers. Quantitative data is most common in
measurement and therefore forms the backbone of most KPIs. Operational systems that manage inventory, supply chain, purchasing, orders,
accounting, financial systems, all gather quantitative data by means of KPIs. Other examples of quantitative KPIs are “# Employee tenure”,
“# Units per man-hour” or “# Maintenance backlog”.

© The KPI Institute 2012

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CE
RT I F I E D Certified KPI Professional
Training Course
KEY
PERFORMANCE
INDICATORS

MANAGEMENT
FRAMEWORK
KP

• Understand the complexities of working with KPIs and learn how to address them
AL

v 1.0 2012
PR N
I

OFESSIO • Develop a working knowledge of the Key Performance Indicators Management Framework
• Use over 30 performance measurement tools to facilitate the deployment and value added by KPIs.

Getting Key Performance Indicators (KPIs) right by using a rigorous KPI management framework

Over the last 3 years, the team at The KPI Institute:

• Documented 7,000+ KPIs from 15 functional areas and 24 industries;
• Reviewed 1,000+ performance reports from 125 countries;
• Referenced 20,000+ resources (books, articles, performance reports) as part of the documentation process;
• Developed over 20 KPI Dashboards and Balanced Scorecards.
With the insights gained we:
• Assisted over 5,000 organizations in finding solutions for their KPI needs;
• Trained over 400 participants in 30 countries on how to work rigorously with KPIs. Upcoming course dates:
Europe, Middle East, Asia and Australia
Aug London
2013 Hilton London
More details at:
KPI Islington Hotel Jul Istanbul
PRO 2013 Gezi Hotel www.training.smartkpis.com
KPI Bosphorus
PRO
Testimonials from around the world 13-15 Riyadh
/01/13 Oct Mumbai
Marriott 2013 TBA
Great! So glad I found it. Gave me everything I need to do my job properly and with confidence. KPI
PRO Hotel KPI
Leonne, Australia
PRO
Thank you so much for your effort and your contribution to this workshop. I’m very pleased to have you
as facilitator of the topic. Settha Y., Cambodia

It was indeed a great opportunity to be able to participate at the KPI training course. Look forward for
Oct Kuala Lumpur
2013 Istana Hotel
other future programmes with Aurel. Aini, Malaysia
KPI
It was a good programme, through which I got a clear idea about modern practices in using KPIs. PRO
Shamima, Bangladesh
16-18 Dubai
12/12 Dusit Thani Nov Sydney
Good program, well organized. Well experienced trainer. Great job. Definitely recommendable. Jan Melbourne 2013 Karstens
Raech, India KPI Hotel 2013 The ANU
Conference &
KPI House
PRO KPI
I contacted smartKPIs.com for an in-house training with my team. We found both the material and the PRO Training Centre
PRO
way of explaining concepts by doing examples invaluable. I would also say that this is a great value for
money if you want to build the competency within your organization. Fahad, Saudi Arabia

Thank you for the excellent training workshop on KPIs. It was an eye-opening experience and provided
much needed guidance and clarification. The information gained has provided focus and depth.
Parsa, Bahrain

The feedback from the participants was gratifying and positive, and we are glad that we took the time
and effort to develop such a program to meet the need of our staff for extending their knowledge in the
area of KPI and all related. Hanan, Qatar

Aurel is knowledgeable of all KPI aspect and answers all questions. We were never bored. as the course
was very interactive. The course was beyond what expected. Nahla, Abu Dhabi I really learned a lot from the program. As a result, I am more equipped in in-
stalling performance management systems, by being able to integrate the con-
The trainer was excellent. I look forward to attend more sessions with him in the future. My knowledge
in the area has improved significantly. Great job! Neeti, Dubai
cepts of the MBO, Balanced Scorecard, KPI and Competencies into the system.
Thanks so much for the knowledge you shared during our 3 days of training.
I became a lot more knowledgeable about the KPI concept now. Manzuma, Nigeria Tess, Philippines

© The KPI Institute 2012

73
ID number: sK0117081
sK0128281
 Performance Management Toolkit templates
The HR Scorecard is a ready-to-use tool, KPIs for HR Scorecard contains the complete
pre-populated with KPIs grouped by collection of KPIs that pre-populate the
objectives and Balanced Scorecard HR Performance Scorecard, in complete
perspectives. It illustrates the smartKPIs.com documentation form, ensuring
HR application of the Balanced Scorecard KPIs for a proper and facile use of this core performance
Scorecard concept at operational level and can be HR management tool.
employed as part of the HR department Scorecard
performance management system. As a
Performance Scorecard - Call Center Your
Select logo
period September 2011
Trend * Results
k Increasing ü On or above targets
¬ Constant R Within tolerance limits
m Decreasing û Under target

performance management tool it assists in

Perspective / Goal smartKPIs.co Standard Previous Period Current Trend * Target % Target Results Comments
Strategic Objectives / KPIs m# reporting Results Results complete

Financial - 2 Strategic Objectives / 5 KPIs

frequency
% HR customer satisfaction with service levels # Satisfaction of employees with HR services # Employee complaints
Increase company profitability resolution timeliness % On-time delivery of HR service requests % HR operating expense rate # FTEs per HR de-
% Net profit margin sK467 Q 7% 12% k 17% 68% û Comments Sep 2011
$ EBIT (Earnings Before Interest and Taxes) sK190 M 224.548 240.568 k 200.000 120% R Comments Sep 2011

m R
vacant position % Performance appraisals completed on time % HR projects on time, on budget and according to
$ Net cash flow sK67 M 22.903 17.303 24.000 72% Comments Sep 2011
Optimize revenues and expenses
m ü

monitoring the alignment of departmental

$ Cost per call (CPC) sK3977 M 0,26 0,14 0,20 69% Comments Sep 2011
$ Sales-to-date sk2345 Q 39.570 55.274 k 50.000 111% R Comments Sep 2011
Customer- 3 Strategic Objectives / 6 KPIs
Maintain high levels of customer satisfaction
% Net promoter score
% Call abandon rate
sK1303
sK168
Yr
M
47%
4%
34%
8%
m
k
50%
5%
68%
157%
R
R
Comments Sep 2011
Comments Sep 2011 satisfaction % HR employee turnover % HR customer satisfaction with service levels # Satisfaction of employees
Build and enhance the customer network
# New customers sK188 M 441 368 m 400 92% R Comments Sep 2011 with HR services # Employee complaints resolution timeliness % On-time delivery of HR service requests % HR op-
k û
erating expense rate # FTEs per HR department FTE $ Cost per hire $ Cost avoidance savings % HR budget variance
% Market share sK1282 Q 6% 8% 17% 48% Comments Sep 2011
Increase customer profitability

objectives with KPIs and in tracking their

$ Revenue per client sK4096 M 383 495 k 500 99% R Comments Sep 2011
$ Average customer acquisition cost sK1367 M 5 22 k 5 440% û Comments Sep 2011
Internal Processes - 2 Strategic Objectives / 4 KPIs
Increase call handling efficiency
# Call handling time sK165 M 41 14 m 15 93% ü Comments Sep 2011
% Agent schedule adherence sK1384 M 93% 75% m 90% 83% R Comments Sep 2011
Optimize service delivery capability
% Processes optimized sk2284 M 34% 60% k 50% 119% R Comments Sep 2011 time equivalent (FTE) % HR employee satisfaction % HR employee turnover % HR customer satisfaction with service
m R
levels # Satisfaction of employees with HR services # Employee complaints resolution timeliness % On-time delivery
% Active running projects on time, on budget and according to specifications sk2863 M 65% 57% 60% 96% Comments Sep 2011
People, Learning & Growth - 3 Strategic Objectives / 6 KPIs

achievement.
Build an environment that fosters creativity and innovation
# Employee engagement index sK1836 Q 37 35 m 65 54% û Comments Sep 2011

# Ideas for new / improved service from employees sK4657 M 25 47 k 20 235% ü Comments Sep 2011
Continuously develop skills and competences
m ü
Publication date: 1 March 2011
# Training hours per full time equivalent (FTE) sK7 M 17 16 20 80% Comments Sep 2011
% Employees meeting continuing professional development requirements sk4673 Q 95% 83% m 85% 98% R Comments Sep 2011
Nurture high performing and motivated employees
% Employee satisfaction sk5912 Q 76% 92% k 70% 132% R Comments Sep 2011 ID number: sK0117011
% Employee turnover sK1 M 4% 9% k 7% 135% ü Comments Sep 2011

* Trend = current vs. previous month results ** Figures expressed in thousands of dollars Data not available due to measure being inactive

Helicopter view business statistics Previous Current Trend Other comments

month month
Call Center - Snapshot 21 KPIs tracked in the scorecard with targets
# Employees 61 66  Min 2 KPIs for each objective
# Calls handled 22 22  3 Metrics monitored as statistics
$ Costs 32 37 
Template © eab group Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (“Template Terms”)

The HR Dashboard is a ready-to-use KPIs for HR Dashboard contains the

instrument for managing and measuring the complete collection of KPIs that pre-populate
contribution of the Human Resources function the HR Performance Dashboard, in complete
to the overall organizational performance. The smartKPIs.com documentation form, ensuring
HR tool contains a repository of the most relevant KPIs for a proper and facile use of this core performance
Dashboard and widely spread HR KPIs used in order HR management tool.
Organisation logo

to track the HR services effectiveness and

1 of 1

Dashboard
performance at organizational level.
Customer Service - Inbound Call Center Dashboard
Aug 2011

Call Routing Performance Service Responsiveness

# Call volume
% Calls answered within service level time # On-hold time Target
% Blockage Target
9.797
9.235
9.013

8.578

8.442
7.774

7.029

6.776
6.695

6.599
6.512
5.883

5.527

27% 30% 28% 49% 58% 59% 41% 43% 48% 51% 50% 47% 45% 58% 43% 45% 10 9 9 9
24% 23% 23% 6 6 8 6 6 7
14% 5 5 5
8% 11% 8% 7%
2% 0%

% Call abandon rate Target # Average speed of answer (ASA) Target

# Call arrival rate
% Call drop rate (CDR) Target

Employee turnover # Employee tenure # Average time to promotion % Accession rate % Succession plans for key
5 5 5
39% 38% 37% 39% 37% 39% 37% 40% 36% 37% 4 4 4 4
5 5 5 5 30% 31% 34% 33% 3 3
4 4 22% 26%
3 3 3 3 18% 14% 20% 17% 13% 17% 2 2
1 1 1 11% 1 1
4% 2% 1%
% Call transfer rate

31% 30% 28%

Target
# Text-Chat volume # Longest delay in queue Target # Average wait time before abandon Target
$ Human capital value added $ Overtime expense per full time equivalent (FTE) # Headcount # Compensation sat-
isfaction index $ Bonus payout $ Average hourly compensation rate # Entry level wage to local minimum wage %
25%
21%
15% 15% 16% 1.967 10 15 14
11% 14% 13% 10% 12% 1.4291.6201.4701.5211.2461.5841.6311.4481.306
957 923 1.311 6 7 6 11 10 11 11 10
13 11 10
13 13 12
5 3 3 3 4 5 4
2 2

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Unscheduled absence rate # Lost time injury frequency rate (LTIFR) # Employee engagement index # Employee
satisfaction # Employee advocacy for products and services # Employee advocacy for the organization as an em-
2010 2011 2010 2011 2010 2011 2010 2011

Customer Satisfaction
ployer % Performance appraisals completed on time % Training penetration rate $ Training investment per full time
% Customer satisfaction with service levels Target
equivalent (FTE) % Training return on investment # Employment brand strength % Job offer acceptance rate # Appli-
86% 87% 98% 99% 98%
62% 62% 55% 68% 51% 50% 72% 62%

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2010 2011

Call Handling Performance

# After call work time Target
Human Capital Return on Investment (ROI) $ Human capital value added $ Overtime expense per full time equivalent
(FTE) # Headcount # Compensation satisfaction index $ Bonus payout $ Average hourly compensation rate # Entry
# Talk time Target
# Call handling # Longest call length Target
6 6 6 6 6 19time 18 16
Target
16
5 5 5 14 14 15 15 13 15 15 14 14
4 4 4 4 4 9 11 12 12 10 12 12 10 11 11 20 18 18 18 17
5 6 7 12 15 12 10 12 10 11 11

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
level wage to local minimum wage % Unscheduled absence rate # Lost time injury frequency rate (LTIFR) # Employee
engagement index # Employee satisfaction # Employee advocacy for products and services # Employee advocacy
2010 2011 2010 2011 2010 2011 2010 2011

Agent Performance for the organization as an employer % Performance appraisals completed on time % Training penetration rate $
Training investment per full time equivalent (FTE) % Training return on investment
% Agent utilization # Service requests per agent % Agent availability rate 95% % Agent schedule adherence
88% 87% 79%
75% 69% 80% 75% 70% 68% 58% 73% 61% 70% 62%
58% 47% 52% 66% 63% 59% 66%
46% 50 56% 55% 50% 98% 82% 86% 94%
38 42 40 37 35 34 72% 62% 65% 65% 68% 79% 90% 70% 79%

Publication date: 1 March 2011

25 30 22 28 26
20

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

ID number: sK0117021
2010 2011 Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2010 2011 2010 2011 2010 2011

Service Quality Customer Complaints Management

% Interactions routed % Customer complaints resolved on the first contact Target % Complaints resolved Target
% First contact resolution rate
properly
56% 56% 55% 55% 92% 82% 98% 90% 99% 78% 87% 74%
31% 33% 42% 44% 38% 51% 53% 36% 38% 96% 79% 87% 81% 85% 96% 64% 85% 72% 58% 61% 66% 92% 55% 69% 83% 67% 71% 88% 52% 68%
65% 70% 52% 55% 84% 72% 57% 88% 51% 69%

$ Customer care funding per resolved complaint Target

% Customer satisfaction with complaints handling Target
42 45 49 40 46
% Repeat calls % Accuracy in completion of records 33 36 36 28 37
21 22 22
27% 28% 30% 27% 25% 73% 71% 51% 78% 75% 83% 66% 70% 69% 62% 56% 97% 94%
19% 20% 16% 14% 19%
10% 11% 12% 75% 56% 83% 73% 73% 83% 58% 73% 93% 89% 98%89%
50% Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2010 2011
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2010 2011
2010 2011 2010 2011

Template © eab group Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (“Template Terms”)

The HR Performance Management System

Toolkit is a ready-to-use collection of pre-
populated templates for managing performance
of the HR department and monitoring its  Real Estate  Medical Practice
HR contribution to the overall organizational
Performance
performance.  Library  Recruitment Agency
Management System
Toolkit The toolkit provides the instrumentary needed
to put in place a sound and comprehensive HR
 Call Center  Restaurant
 Retail  Sports Club
Performance Management System Architecture

performance management and measurement

Desired State of
Strategy Map Risk Log
Evolution

Budget

system.
Current State
Performance
Portfolio of Initiatives Performance Report
Scorecard

Environmental Scan Initiative Description KPI Description

Project Status Report KPI Trend Analysis

Mandate

Performance
Dashboard

KPI Description

KPI Trend Analysis

Other publications from The KPI Institute

Individual Performance Plans

smartKPIs.com pre-populated template. Developed for demonstration purposed only. To be customised as per the environment in which each organisation operates.

Template © The KPI Institute Pty Ltd 2012. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (“Template Terms”)

PERFORMANCE
Jobs
MANAGEMENT 9 781478 181019

Legislation
in 2012
State of the discipline annual magazine Interviews
Performance Management... has to Organizations use principles, tools
Explore t
mos
online the sive
do with how to monitor, control and and techniques of Performance
manage the strategic and operational Management to ensure that the

comprehen of
direction of an organization... purpose of their existence is fulfilled.

catalogue KPI
d
documente .
examples

PERSPECTIVES KEYWORD TRENDS RESOURCES

12 interviews . 9 countries . Academics . Most popular Performance Management Best selling books . Latest published books

December 2012
Practitioners . Consultants keywords in Google Trends and articles . Portals . Communities

AROUND THE WORLD EDUCATION SOFTWARE

Performance Management legislation Degrees . Subjects . Conferences Corporate Performance Management

book launch
and public sector implementations in . Business Intelligence . Employee
182 countries reviewed CAREER Performance Management
Job trends by region . Salaries by industry

Top KPIs research reports series