Abstract
Taking Hangzhou cigarette factory as an example, this paper establishes a key performance index system through integrating the balanced scorecard (BSC) and key performance index (KPI). The index system includes the first-level and 13 second-level indicators in four dimensions of finance, customers, internal processes, as well as learning and growth. Through Analytic Hierarchy Process (AHP) and fuzzy comprehensive evaluation method, it constructs an evaluation model of key corporate performance, finally achieves the actual performance levels of the enterprise, as well as puts forward the improvement suggestions. This evaluation method mainly includes the steps of determining the domain of evaluation factors at all levels, determining the evaluation level, determining fuzzy weight vectors of various indexes, establishing the fuzzy relation matrix and calculating comprehensive evaluation results. It has high accuracy in the process of performance evaluation, which has certain reference and guiding significance for improving the comprehensive competitiveness.
Highlights
Key performance management can be very vital to the emphasizes that performance evaluation indicators in development of enterprises, because the key performance enterprises must be closely linked with the strategies, management can fully stimulate the internal potentials of meaning that performance evaluation indicators are employees, realize the rational operation of the decomposed from strategies
Before establishing the key performance index (KPI) system, The Balanced Scorecard (BSC) was jointly put forward by the American Norton Institute and Professor Kaplan of the Harvard University, and the relevant research was published in the Harvard Review of Business after the actual investigations on more than a dozen companies
80% of corporate performance is determined by 20% of key behaviors
Summary
Based on the characteristics of tobacco enterprises, the establishment of a performance evaluation index system should follow the SMART principle, but the systemic, feasible, hierarchic, quantified and general principles. The two key success factors decomposed by the strategic focus include the customer satisfaction, and the quality of inter-departmental collaboration. The two key success factors decomposed by the strategic focus include the product quality and production efficiency. The two key success factors decomposed by the strategic focus include the employee satisfaction and technological innovation ability[7]. Hangzhou Cigarette Factory actively follows the national development ideas and has proposed the high-quality development strategic goal of building a first-class cigarette manufacturing base. Under this environment, this paper further decomposes the strategic goals of the cigarette factory into the strategic focus and key success. Employees’ satisfaction Technological innovation ability making equipment Operating efficiency of wrapping equipment Qualified rate of training hours
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