Implementation Of Key Performance Indicators Research Articles

РОЛЬ KPI ТА OKR В ЕФЕКТИВНОСТІ ДІЯЛЬНОСТІ КОМПАНІЇ

The article addresses the implementation and effective utilization of two crucial management methodologies - Key Performance Indicators (KPIs) and Objectives and Key Results (OKR) - in the context of the contemporary business environment. The significance of both methods is analyzed in the backdrop of increasing competition and constant industry changes, necessitating novel approaches to strategic management and the exploration of methods to enhance overall company efficiency. Various aspects of employing KPIs and OKRs in different types of companies and at various stages of their development are highlighted. Special attention is given to examining how both methodologies can coexist and interact to achieve maximum effectiveness in strategic management. A methodology for the joint implementation of KPIs and OKRs is proposed, taking into account the unique needs and characteristics of each approach. The outlined steps include analyzing the company's strategy, identifying key areas for measurement, formulating specific objectives through OKRs, and determining corresponding KPIs. Roles and significance of Key Performance Indicators and Objectives and Key Results in different types of companies are analyzed, demonstrating how their combined usage can create synergy and ensure strategic success. The overall conclusion of the article underscores the importance of establishing an integrated management system that combines the stability of KPIs with the flexibility of OKRs. The necessity for continuous improvement and adaptation of these methodologies in the context of a dynamic business environment is emphasized. In summary, the article makes a significant contribution to understanding and applying strategic management methodologies, fostering the development of modern approaches to enhancing overall business efficiency.

Implementing Key Performance Indicators and Designing Dashboard Solutions in an Automotive Components Company: A Case Study

In the context of highly competitive markets, organizations face dynamic challenges, requiring effective solutions to maintain and enhance their competitive standing. Performance measurement, supported by advanced information systems, is critical for organizational improvement. This study involves the implementation of key performance indicators (KPIs) within an automotive components company. Insights from employees across various departments were gathered for the development and deployment of 22 new KPIs across the Purchasing, Sales, Logistics, Quality, Human Resources, Occupational Health and Safety, Research and Development, and Finance departments of the company. The new indicators implemented were applied to all the group’s companies and standardized throughout the companies’ group. As a result, the implementation of new indicators and the consultation of graphs and visual elements present in the dashboards developed using Power BI enabled senior managers to make detailed and precise analyses, which led to faster and more considered decisions. It also enabled senior managers to make comparisons between the results of the group’s different companies by looking at dynamic, interactive graphs. The methodologies and tools discussed (KPIs and dashboards) have broader applications across different industries, highlighting the relevance and versatility of KPIs and dashboards in organizational performance management.

Pemberdayaan Mandiri Kader Nasyiatul Aisyiyah Tanggap Stunting di Kota Pekalongan

Data from Pekalongan City in August 2021 showed a stunting rate of 7.8% under five, which is lower than the national average. Efforts to accelerate stunting handling are carried out by involving Nasyiatul Aisyiyah (NA) as a youth organization in Pekalongan City. NA cadres are targeted to empower independence in handling stunting with education and early detection. However, the obstacles that occur are uneven activities in all branches of NA Pekalongan City and health programs that are limited to screening. Therefore, the independent empowerment of NA cadres in increasing awareness and independence of stunting response is important. The approach method taken is the independent empowerment of NA cadres as subjects and objects in community service activities with the aim of reducing stunting rates and improving student learning experiences as well as the implementation of key performance indicators. This method includes socialization, formation of stunting response NA cadres, provision of education, demonstration examinations, and assistance to provide education and early detection of stunting to the community. This activity received support from various parties so that it can run smoothly and is expected to increase public awareness about the importance of early detection in stunting. Support from various parties is still needed such as the Health Office, Social Office of Population Control and Family Planning, Puskesmas, and the community as an effort to realize zero stunting through independent empowerment of stunting response cadres.

Global Trends in Key Hospital Performance Indicators: A Decade of Research Insights (2014-2023)

Background: Hospital Key Performance Indicators (KPIs) are essential metrics used to evaluate the quality of healthcare services, assess organizational efficiency, and support sustainable hospital operations. Despite the importance of KPIs in enhancing patient care and hospital management, there remain gaps in the comprehensive assessment and application of these indicators across various healthcare settings. Methods: This study employs a qualitative methodology with a bibliometric analysis to examine the trajectory of research on hospital KPIs from 2014 to 2023. A comprehensive literature review was conducted using the Scopus database, selecting 111 relevant documents based on specific keywords and criteria. The data was analyzed using VOSviewer software, focusing on Network Analysis, Overlay Visualization, and Density Visualization to map the development of KPIs in hospital research, identify key themes, and explore the evolution of these studies over the years. Results: Results from network and density analysis using VOSviewer identified four main clusters of research themes, including hospital management, quality of care, emergency services, and hospital discharge processes. Keywords such as "quality indicator" and "hospital management" were identified as emerging areas with potential for future research. Furthermore, citation analysis revealed that the most referenced studies focused on developing KPIs to enhance clinical pharmacy practice and holistic hospital management. Conclusion: The study underscores the growing global interest in hospital KPIs, with a notable concentration of research in specific areas like hospital efficiency, quality of care, and operational metrics. The analysis highlights key trends and identifies emerging research opportunities, particularly in the areas of quality indicators and hospital management practices. These insights are crucial for guiding future research and improving the implementation of KPIs in hospital settings to enhance patient care and operational efficiency.

INCENTIVING PERSONAL OF BUDGETARY ORGANIZATIONS BASE ON THE USE OF KEY PERFORMANCE INDICATORS

The article discusses issues of motivation and incentives for personnel of budgetary organizations. An analysis of recruiting companies showed that wages are an important incentive to perform work duties, capable of encouraging employees to achieve assigned tasks with high dedication and a focus on productive, efficient work. A well-designed and thoughtful system of personnel incentives has a beneficial effect on the quality and results of the work performed, and promotes creative and professional activity. The main requirements include higher education and (or) professional retraining, work experience in the areas where professional activities are carried out; the absence of outstanding or unexpunged convictions for crimes, as well as the presence of Russian citizenship. Additional requirements for personnel of budgetary organizations include — compliance with the Code of Ethics and Official Conduct of Public Sector Employees, detailed in accordance with the powers of state authorities (state bodies) or local governments provided for by the legislation of the Russian Federation. The implementation of key performance indicators in the budgetary sector must be agreed upon with an assessment of the quality of financial management, which will significantly improve the rating of the main managers of budget funds, which has an impact on the efficiency and effectiveness of the activities of government bodies.

The Dual Dance: Strategies for Success in Profit and Cash Flow Management

This comprehensive guide delves into the intricate dynamics of managing profit and cash flow, offering financial managers a strategic roadmap for achieving a delicate balance. Beginning with an exploration of the symbiotic relationships between profit and cash flow, the guide provides insights into common misconceptions and pitfalls that can hinder success. Practical strategies, including working capital management, efficient inventory controls, and rigorous cost management, are meticulously outlined to empower managers in their quest for financial equilibrium. The guide advocates for the integration of cutting-edge tools and technologies, emphasizing the importance of financial forecasting, cash flow projections, and the adoption of accounting software. Moreover, it underscores the significance of balancing long-term and short-term goals, building resilience in economic downturns, and addressing regulatory compliance and financial risk management. Continuous monitoring and adaptation, facilitated through the implementation of Key Performance Indicators and regular financial health checks, are highlighted as essential practices for sustained success. In conclusion, the guide serves as a compass, guiding financial managers through the dynamic landscape of profit and cash flow, transforming challenges into opportunities for enduring prosperity.

Knowledge Exchange Program to Increase the Organ Donation Rates in Saudi Arabia.

The present study presents the results of a collaborative program in Saudi Arabia, aiming to improve deceased organ donation rates. Launched in 2017, the program involved implementing a training program and quality management system in conjunction with the Donation and Transplantation Institute and the Saudi Center for Organ Transplantation. The study summarizes 2 phases of the program, including the implementation of key performance indicators and a continuous improvement plan. Results revealed a 198% increase in potential donor detection and a 44% increase in donation rates in the pilot program. The second phase, applying a 3-level methodology in selected hospitals, led to a 40% increase in utilized organ donors. The creation of in-hospital organ donation units showed the best results, and the program emphasizes the importance of continuous training and quality management to achieve optimal organ donation outcomes.

Research on the Evaluation of the Efficiency of Production Processes Through the Implementation of Key Performance Indicators

Abstract The paper deals with the implementation of key performance indicators (KPI) for the evaluation of the efficiency of production processes. A key performance indicator is a measurable indicator that expresses how effectively the company achieves key goals in both production and non-production areas. As part of the research, various process key performance indicators characterizing product quality were identified. The indicator of the number of faulty products in relation to the volume of production (EXTppm) was chosen for the research. The monthly development of EXTppm in the course of 2022 and the long-term development in the years 2012-2022 were evaluated. The research was also devoted to the analysis of the reasons for not achieving the KPI target values, and measures were proposed to eliminate poor quality, respectively reduction of the number of complained products.

Criteria in Selecting Key Performance Indicators for Public Private Partnership (PPP) Projects

Public Private Partnership (PPP) is conceptualised as a performance-based procurement in which concessionaires are contracted to provide efficient facilities and services to the government. The quality of the facilities and services provided by the concessionaires will be assessed using key performance indicators (KPIs). This is for determining the level of performance against the agreed level of standards as expected by the government. However, most of the PPP projects are currently facing the difficulties in meeting the expectation. It is due to several issues such as lack of methods for measuring the KPIs, the lack of understanding of the KPI implementation, project performance not reflecting the actual performance (physical) on site, the absence of a weightage system on KPIs, and inconsistent of works performance. These shortcomings have led to the difficulty in determining the performance level of the PPP projects. Therefore, this research aims to identify the important criteria for selecting KPIs for PPP project and to determine the implications on the absence of important criteria in selecting PPP project KPIs. Empirical research using case studies via semi-structured interviews technique were conducted within PPP stakeholders. The important criteria were determined from the data obtained from thirty-two (32) semi-structured interviews conducted across six (6) case studies. The results indicate 11 important criteria to be considered when establishing the KPIs for PPP projects. The findings of this research may benefit practitioners in setting the criteria in selecting appropriate KPIs for the implementation of PPP project during operational and maintenance phase.

The Quality of Hospital Disaster Plans in Belgium: Evaluation Research. Development and Content Validity of a Questionnaire to Define the Quality Key Performance Indicators Influencing Hospital Disaster Preparedness: A Modified Delphi Study

Introduction:Emergency and disaster situations have a major impact on hospitals, some of which are already overloaded daily. The recent COVID-19 outbreak, attacks in Brussels, floods in Wallonia and influx of Ukrainian refugees show that the risk of facing a disaster and involvement of local hospitals (and stakeholders) is real. However, how hospitals implement their own hospital disaster plan (HDP), the position of the hospital disaster coordinator (HDC) and the real efficacy of these measures remain unclear. Therefore, an evaluation tool with an expert-consensus set of Key Performance Indicators (KPIs) and an evaluation of the HDC position is neededMethod:A semi-quantitative survey, as part of evaluation research, was designed by a research group. This questionnaire was based on the document analysis of the main topics of the national template and accompanying legislation. To establish consensus on the importance of the KPIs concerning the HDP, a three-round email-based modified Delphi study (Policy Delphi) was undertaken.Results:For a task group, 15 qualified multidisciplinary professionals (in-hospital) agreed to participate, 11 completed all rounds. As a pilot group, a total of 25 ‘experts on the field’, were purposively selected from Belgian hospitals, nine of them completed the questionnaire. The modified Delphi reached the agreed consensus threshold (i.e.75%), resulting in five main themes: demographic characteristics/profile HDC, hospital incident management system (HIMS), pre-incident phase, incident phase, post-incident phase. Collectively including a core set of 289 KPIs (29 indicators to assess progress concerning the HDC position).Conclusion:This study employed a modified Delphi approach to establish consensus, resulting in the development of an evaluation tool to measure hospital disaster preparedness and to evaluate progress of the HDC position within Belgian hospitals. All indicators were considered relevant and immediately implementable. When the implementation of KPIs is completed, the statement is that a HIMS exists within the hospitals.

The Benefits of Having Key Performance Indicators (KPI) in Public Sector

The government used a tool called Key Performance Indicators (KPIs) to measure how well employees did at work for a few years. In the present era, the majority of successful organizations have a performance evaluation system in place. The aims of this paper is to examine the benefits of having Key Performance Indicators (KPI) in the public sector that are being implemented in the Malaysian public sector, as a result of Government Circular 20. With the advancement of public sector reforms, the government has developed its own set of key performance indicators (KPIs) for evaluating agency performance. According to the findings, KPIs have been effective in measuring both organizational and individual performance. This article concludes that KPI implementation enables the public sector in optimizing the potential to enhance the public officials’ performance in providing efficient service.

939 Enhancing Core Surgical Training with the Implementation of Key Performance Indicators: A Closed Loop Quality Improvement Project

Abstract Aim The COVID-19 pandemic has brought innumerable challenges to surgical training, especially with regard to theatre opportunities for core surgical trainees. This study aims to evaluate the implementation of training-oriented key performance indicators (KPIs) in supporting trainees to meet the Joint Committee on Surgical Training (JCST) quality indicators for core surgical training. Method A six-month long closed-loop quality improvement project. Two KPIs were developed following discussion with trainees and departmental leads, evaluation of the rota, and review of the JCST quality indicators: theatre/normal-working-day-attendance (T/A) ratio and missed-theatre-sessions/normal-working-day-attendance (M/A) ratio. Our calculations projected a T/A ratio of 1.00 and M/A ratio of 0.20 to be fully compliant with the JCST quality indicators. Data were collected prospectively from eight trainees, who provided feedback on training opportunities and allocation equitability. Results Following implementation of the KPIs, there was a significant increase in the mean T/A ratio from 0.70 (range=0.55–0.82) to 1.00 (range=0.95–1.17) (p=0.03), and a significant decrease in the mean M/A ratio from 0.55 (range=0.45–0.70) to 0.20 (range=0.11–0.22) (p=0.01). There were significant improvements in trainee satisfaction with training opportunities from 50% to 85% (p=0.02) and allocation equitability from 66% to 95% (p=0.01). Conclusions The development and implementation of training oriented KPIs led to increased allocation and fewer missed theatre sessions, enabling trainees to meet the JCST quality indicators. Furthermore, our data demonstrate smaller variances between trainees, thus, highlighting greater equitability of training opportunities. These findings are supported by the improved trainee satisfaction with training opportunities and allocation equitability reported.

Совершенствование обеспечивающих бизнес-процессов высших учебных заведений для повышения эффективности деятельности организаций образовательных услуг

The article examines the processes and systems of employee motivation in the achievement of their KPI’s as an element of the implementation of university development programs. The following business processes in employee motivation systems of seven higher educational institutions were analyzed: determination of key performance indicators of employees, collection of data on the fact of the implementation of measures affecting the implementation of key performance indicators of employees, data verification (confirmation of the fact of the implementation of measures) by responsible persons, resolution of conflict situations related to the need to revise the results of data verification, calculation of allowances. Five diagrams in UML 2.0 notation describing these processes were compiled for them. The conclusion was made about the similarity of the mentioned motivation systems. Based on the above, it is possible to automate emerging processes by developing a special information system. The results of the study formed the basis for the development of a system of motivation and planning for the implementation of KPIs by university employees, which was implemented at the National Research University of MEI, which showed efficiency due to automation of management.

Product range management of online stores in the conditions of COVID-19

The article considers the current problem of improving the product range of online store in COVID-19 conditions. There is a steady tendency to increase the share of e-commerce in the global volume of retail trade, the level of visits to online stores. It was found that the system of product range management includes such organizational activities as planning (market analysis, range formation, planning of sales and logistics); organization (organization of order processing, analysis of the effectiveness of Internet commerce); control (monitoring the implementation of key performance indicators (KPI), assessment of the impact of product structure to achieve KPI, adjusting the assortment). In the near future, assortment management in online stores will be affected by such factors as increased demand, the uncertainty of the business environment, increased requirements for the quality of goods and their delivery, the complexity of delivery of goods, especially export goods. To adapt to external conditions, to ensure competitiveness in the long term, it is important to apply strategic and operational management tools. Strategic tools provide for long-term planning based on actual statistical and analytical data of activities and market development. Such tools should be the following: developing a strategy for adapting the nomenclature according to the dynamics of the market, justification of procedures for bringing the interface of the online store, the introduction of a flexible management strategy in terms of structural changes in the product range. In modern conditions the tools of operational management of the online store should be aimed at operational improvement of the range: to reject and/or replace products with low demand, improve customer perception of the goods offered by classifying them, the justification of the system of related services, taking into account economic efficiency.

Key Performance Indicators Implementation: Literature Review and Development for Performance Measurement

Recently a Key Performance Indicators (KPIs) performance measurement tool is developing very rapidly. KPIs have a very important meaning for a company. This paper aims to identify KPIs and classify them based on different perspectives such as publication by region, publication of industrial sector, publications by years, benefits implementing and development for perfomance measurement. This research is based on a literature review of artikel based on KPIs in the European region between 2015-2020. The implementation of these KPIs can be implemented in many organizations, such as manufacturing, service, health and research. KPIs can provide changes to an organization that implements them. KPIs themselves can be distinguished in many ways. There are KPIs for information technology, finance, maintenance management, production processes, design dan PPIC. This paper provides benefits for further research to increase literature and understanding regarding the implementation of KPIs.

Key Performance Indicators in Group Leaders’ Management

In modern competitive business environment, effective leadership is crucial to an organization's success. However, leadership is not a one-size-fits-all concept, but a multifaceted role that must be carefully followed, measured and evaluated in numerous dimensions. Key performance indicators (KPIs) are the essential tool for measuring leadership effectiveness and driving an organization towards its strategic goals. This paper presents findings of a preliminary research on the design and implementation of KPIs by Malaysian GLCs. It attempts to document the views and experience of CEOs of publicly-listed Malaysian companies in designing and implementing the strategy-based KPIs. The roles of stakeholders and the approach to balance between financial and non-financial measures were discussed. The CEOs indicated that with a well-balanced set of performance measure, they experienced benefits such as increased revenue, cost efficiency, increase communication, and link performance with compensation. The results of this study highlight the need to develop and prioritize performance indicators at the corporate and national levels to ensure successful institutional transformations and optimal utilization of public capital.

Exploring how key performance indicators influence nursing and midwifery practice: A mixed-methods study.

To scope the key performance indicators (KPIs) used in nursing and midwifery across the United Kingdom and Republic of Ireland and explore how they influence practice in healthcare organizations. The study adopted a sequential, exploratory mixed-methods design. Phase 1 incorporated a multiple-choice questionnaire completed by 77 Directors of Nursing recruited using voluntary response sampling. In phase 2, 35 nurses and midwives who were working at executive, senior manager and clinical levels, participated in semi-structured interviews. Data collection of both phases was conducted from January 2016 to October 2016. Quantitative data revealed over 100 nursing and midwifery-specific KPIs. National requirements were a deciding factor in KPI selection, while clinical involvement was mainly through data collection. Respondents stated that they used patient experience KPIs, but only one was assessed as valid. Thematic analysis identified two themes: The leadership challenge (including 'voiceless in the national conversation', 'aligning KPIs in the practice context' and 'listening to those who matter'); and taking action (including 'establishing ownership and engaging staff', 'checks and balances' and 'closing the loop'). The large volume of KPI measurement taking place makes meaningful evaluation of performance and quality of care difficult, both in and across organizations. Nurses and midwives require enhanced knowledge of the nature and purpose of KPIs, as evidence gained from KPI data collection is insufficient to lead to improvements in practice. A practice context that encourages collective leadership, where multiple sources of evidence are gathered and everyone is included in KPI evaluation and subsequent decision-making, is key. This study adds to the body of evidence on KPI understanding. It informs the future effective management of indicators that will facilitate the delivery of meaningful care and reduce the cost, time and effort invested in the implementation of KPIs and data management.

Strategy for the implementation of key performance indicators (KPI) in the field of international logistics and customs clearance

The article contains a systematic analysis of problems and digital capabilities of the quality system of international logistics and customs support. It is shown how it is possible and better to use (systemically) key performance indicators from the point of view of integrating evolutionary approaches and requirements (legal, economic, technological, etc.). The traditional approach of analysing statistical deviations of quantitative values of indicators is complemented by indicators of quality assessment.

DIGITALIZATION OF TECHNOLOGICAL AND ORGANIZATIONAL PROCESSES OF MINING OPERATIONS DUE TO THE IMPLEMENTATION OF THE INSTALLATION SYSTEM AND ACCOUNTING THE KEY INDICATORS

The modern mining industry is full of unique solutions for the implementation of key performance indicators accounting. The task of the mining enterprise, like any business, is to make a profit. An important role in assessing the performance of a mining enterprise is played by performance indicators combined into a system called KPI. The system for setting and recording key indicators developed by specialists from the D.A. Kunaev Institute of Mining The main task of this system of indicators is to assess the effectiveness of the company, aimed at achieving the main strategic goals and objectives. Thanks to the system of setting and recording key indicators, it is possible to assess the strengths and weaknesses of the enterprise, as well as understand what factors negatively affect and inhibit the development process. The use of the system for setting and recording key performance indicators allows:  To ensure transparency and predictability of technological and organizational processes of the company due to a properly built process of digitalization of the system for setting and recording key indicators.  To assess the quality of work of each employee / project / company.  To focus the activities of all departments on priority tasks.  To form an honest and effective system of staff motivation to achieve super-results.  To increase the level of responsibility for the result of each employee involved in the project.  When dismissing or replacing specialists, to use the accumulated information to train new employees in the workplace. To implement this accounting, in the process of designing the system, universal digital technologies were integrated, which made it possible to keep records of inventories, determine the positioning of personnel, etc. It should be noted that the project for the implementation of this system in small, medium and large businesses will have its own characteristics and priorities.

The issue of evaluating the effectiveness of public administration in modern Russia

In the article the major stages in the implementation of effectiveness performance of executive government bodies in Russian Federation are presented during the period 2004-2019. It is demonstrated that the new system of evaluation criteria has been developed alongside two key directions. The first one is connected with the increase of significance of sociological indicators, reflecting the estimates by the region population the performance of executive government, dealing with a broad spectrum of issues. The second perspective of the development presupposes the use of the system of indicators, which enable us to evaluate the effectiveness of performance of separate power holders. Introduction of the system of Key Performance Indicators (KPI) in 2019 contributed to the integration of the above mentioned directions in the development of methodic of effectiveness evaluation of power bodies’s performance and management. The practice of implementation of key performance indicators in Russia, its first experience and limitations are under consideration. In particular, in spite of the significance of sociological criterion, that has been included in the system of evaluation, its particular methodic of calculation is not confirmed. This limitation obstructs the very usage of this methodic, contributes to the politization of the results of its implementation. The conclusion is made that the content of the introduced in different times methodics and indicators deals with the current demands of central power bodies and the state in general. The process of perfection of the evaluation system of executive power’s effectiveness of regions in Russia is not finished and is in the process of its further consideration.