Implementation Of Key Performance Indicators Research Articles

Development and implementation of key performance indicators for aggregate production using dynamic simulation

Continuous process improvements are needed to maintain and run an industrial operation at a profitable state. An aggregates production plant consists of multiple process operations such as blasting, primary crushing, followed by secondary and tertiary crushing stages with an intermediate screening of products. Each of these processes can be operated with multiple objectives in mind of operators and plant managers. These objectives can be defined by varying terms like generating required throughput of the plant, maintaining equipment’s health, meeting customers’ demands, etc. The use of the term key performance indicators is recurrent in industry to formalise and represent these objectives of operation. Currently, the KPIs defined by the ISO 22400 standards are widespread for continuous improvements in the manufacturing industry and they are viewed as a support tool to measure improvements. The scope of this paper is to calculate relevant KPIs for an aggregates production plant using dynamic simulations. Further, the KPIs are implemented in a three-stage aggregate production plant using both real-time plant data and dynamic process simulation. The KPIs developed are useful for operators and plant managers to make decisions. The results show the relationship and dependencies of various equipment and process KPIs. The dynamic simulation has potential to be used as an exploration tool to identify the opportunities of improvement in aggregates processing using KPIs as a measure. The KPIs presented in the paper are based on ISO 22400 standard and have potential to be extended to similar processing operations such as coarse and fine comminution for minerals processing. Apart from the diagnostics application, the KPIs implemented in the dynamic simulation platform can be used to explore and optimize a crushing plant’s design and operations.

New Strategic Thinking in Mitigating the Challenges in Implementing Key Performance Indicators (KPIs) and Increasing Efficiency in Corporate Performance Management in MENA Region

The implementation of key performance indicators (KPIs) is a challenging task for many businesses. Yet, effective implementation of KPIs is among the major determinants of performance and success of an organization. This study explored the new strategic thinking in mitigating the challenges in implementing key performance indicators (KPIs) and increasing efficiency in corporate performance management in the Middle East & North Africa (MENA) region. The study sought to test three hypotheses: (i) there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs; (ii) there is a significant relationship between having KPI professionals and specialists and effective implementation of KPIs; and (iii) there is a significant relationship between having clear KPI goals and objectives, on one hand, and the effective implementation of KPIs on the other. Hypotheses 2 and 3 were proved to be true while results for hypothesis 1 were inconclusive. A total of 1007 participants from across the MENA region were involved in the study. The findings demonstrate the importance of having clear KPI goals and objectives and KPI professionals or specialists to oversee the KPI selection and implementation process. Further research should be conducted to establish whether there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs.

Key Performance Indicators in the Process of Performance Evaluation Selected Approaches

Performance management at individual level requires a systematic approach for evaluating the work and expectations, supporting such efforts of employees by providing evaluation and feedback in the form of the subsequent implementation of the appropriate corrections, while rewarding. One of the strategic assessment tools of performance management in organizations are key performance indicators (KPI) and the underlying assumption that the selected indicators can be measured or quantified. However, the fundamental problem of any performance measurement system is it´s correct assessment. Based on this interpretation, the aim of the article is to analyze the statistically significant association between the application of performance evaluation methods in terms of the degree of KPIs implementation in organizations. For the purposes of assessing the afore mentioned relationship we have specified a set of fourteen most used evaluation methods which were then subjected to testing by Chi-square test of independence, which has been applied. To simplify and reduce the original amount of data, while maintaining a substantial part of the information, the analysis applied the multivariate statistical method of factor analysis. The research sample consists of small, medium and large organizations operating at the local, but also multinational level. The examined relationship was verified. Based on this, it can be stated that we need KPIs to make a complex picture of what organizations really need and how to achieve the set objectives.

Исследование российского рынка труда и корректировка кадровой стратегии организаций

This article examines the current state, working conditions and forecasts for the development of the Russian labor market. It is revealed that, despite a number of positive trends in the economy, global problems remain in the development of economic mechanisms. It is noted that increasing efficiency and labor productivity while reducing staff costs remains the main way to survive the organization. Frightened by the cuts of 2014–2015, workers try to stay in the workplace, even if they are not satisfied with working conditions. Employers, in turn, having a certain need for staff, cannot offer either existing or new employees improvements in terms of pay and social package, so the motivation to change the company-employer from working employees is minimized. At the same time the head of the organization agrees to pay high wages for commensurate result of labor activity. It was noted that in the personnel management system, the following areas will come to the forefront: the evaluation of the results of staff work, the calculation of the ratio of price and quality of staff training, the development and implementation of key performance indicators.

The Implementation of Key Performance Indicators in the Malaysian Private Finance Initiative Projects

In Private Finance Initiative (PFI), payment for services is based on pre-determined standards and performance. Thus, Key Performance Indicators (KPIs) have been used to measure this performance. However, lack of an effective KPIs was identified as a core criticism towards the implementation of PFI projects. Therefore, the objectives of the research are to identify the importance and challenges of KPIs in measuring this performance. A qualitative approach via semi-structured interview was adopted. The findings discovered that the current KPIs do not meet the criteria and this can lead to the difficulties in measuring the performance of PFI projects. The outcome of this research can serve as a theoretical base for the development of an effective KPIs for PFI projects implementation in Malaysia.Keywords: Challenges; Importance; Key Performance Indicators; Private Finance Initiative.ISSN: 2398-4287© 2017. The Authors. Published for AMER ABRA by e-International Publishing House, Ltd., UK. This is an open access article under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.

Narrative review: status of key performance indicators in contemporary hospital pharmacy practice

AbstractAimThe aim of this review was to explore the status of key performance indicators (KPIs) in Australian hospital pharmacy practice.Data sourcesFor this narrative review, databases (MEDLINE, PubMed and EBSCO) were searched for relevant publications within the period from April 1980 to April 2014 using the following search terms: hospital pharmacy, key performance indicators, performance measures, clinical indicators and benchmarking. The inclusion criteria were as follows: full text papers (papers only available as abstracts were discarded) and English language. Reference lists of selected papers were also searched to identify additional literature.ResultsWhile there are established competencies, standards and quality use of medicines (QUM) indicators for hospital pharmacy in Australia, there are no standardised KPIs relating to the performance and practice of hospital pharmacy. International research has demonstrated that KPIs are valuable tools for measuring pharmacy performance; the need for KPIs is highlighted in research from the UK, USA, Canada, New Zealand and Australia. Particular challenges associated with KPI implementation include: the need for relevance to all stakeholders; difficulties in measuring pharmacists’ activities due to the inherent nature of their work; lack of resources for data collection; limited understanding of KPIs; and negative attitudes toward KPIs by some pharmacists.ConclusionBefore nationally standardised KPIs are introduced into Australian hospital pharmacy practice, attention must be paid to developing relevant measures through careful consultation with all relevant stakeholders, including pharmacists themselves. KPIs should provide relevant results, be easy to measure and highlight the value of hospital pharmacy services in a resource‐friendly manner.

DELIVERY CHALLENGES AT A MECHANICAL TESTING CENTRE FACILITY: A CASE STUDY OF A RAILWAY SYSTEM IN SOUTH AFRICA

The Mechanical Testing Facility, which is a division within TT Pty (Ltd), provides component mechanical testing to other divisions tasked with implementing new components in the railway system. The records over seven years show a steady increase in the number of tests delivered late to clients. In this paper, the background to the facility is provided, which extensively details the processes and relationships between the resources involved in the process. An analysis of the root causes for the late delivery of tests shows that lack of training and ineffective management were among the most significant reasons for late delivery. Recommendations for improvement include more active accountability of all resources, enforcement of standard operating procedures, and technical training for each resource specific to their tasks. Quick wins identified to drive these improvements included the implementation of key performance indicators for each resource, improvement of storage methodologies, and agreement of standard service levels with partners.

A cultural approach of embedding KPIs into organisational practices

Purpose – The purpose of this paper is to discuss the ways in which organisations embedding key performance indicators (KPIs) as part of their organisational activities. Specifically this paper shows the role of cultural change programme in enabling the implementation of KPIs in the context of this study. Design/methodology/approach – The present study was conducted using ethnographic approach. Consistent with tradition in doing ethnographic studies, observation was the main method employed in this study. Additionally, this study employed interview and document review methods. Findings – This study concludes that the operation of KPIs in this organisation were made to work through a programme of cultural change. This finding suggests that accounting measurements such as KPIs can be embedded as part of organisational activities through cultural intervention. Practical implications – This study provides empirical evidence of the actions people do in making performance measurement works in organisations. Originality/value – This study adds to the limited number of literatures that link culture and performance measurement.

Exploring the Attitude of Managers towards Key Performance Indicators (KPIs) in Response to Public Sector Change: A Rasch Analysis

 Abstract—In enhancing performance of civil services, the Government of Malaysia has taken extensive change initiatives to continuously reform the administration of public sector in Malaysia. The Government Transformation Programme (GTP) has been introduced in 2009 with the aim of improving overall performance of civil personnel and to improve delivery of services towards public at large. Among other change initiatives taken is the implementation of KPI to measure performance of civil personnel. The purpose of this study is to provide extensive review of past literatures regarding to financial management reforms in Malaysian public sector organization which bring to establishment of KPI. This study also aims to investigate the attitude of public sector managers towards KPIs in response to GTP. A total of 40 useable responses were collected from June to August 2012 using a web-based survey. Data was analyzed using Rasch measurement and Winsteps @ 3.72.3. The study indicates that the public sector managers highly recognize the positive attitude towards KPIs as an important driver towards successful implementation of change.

GRP-091 Implementation of Key Performance Indicators in Cytotoxic Compounding Units

BackgroundThe Capital Region Hospital pharmacy prepares more than 90,000 bags of cytotoxic treatments a year. There has been no tradition in the pharmacy of systematically monitoring essential parameters in the...

Performance Management in Australia's Public Mental Health Service: A State Based Perspective

This article investigates the implementation of key performance indicators (KPIs) in Western Australia's public mental health system. A nationally agreed performance measurement framework forms part of the much needed reform now taking place within Australia. However, progress in the effective monitoring and reporting of KPIs is slow in most states, including Western Australia. The authors report on the results of a selective case study involving semi-structured interviews with mental health administrators and offer a more nuanced insight into the intricacies and difficulties involved in performance measurement reform. The principal finding is that effective performance measurement and reporting can be internally problematic, particularly within a fragmented and networked system. This tends to give rise to a conformance-only approach to performance measurement.

An Electronic Tool for Visual Feedback to Monitor the Adherence to Quality Indicators in Intensive Care Medicine

Evidence-based medicine is often inadequately implemented in intensive care units (ICU); the aim of this study was to improve its implementation via a technical feedback system, using key performance indicators (KPI). The study evaluated 205 patients treated in a cardiac surgical ICU over a 6-month period (3 months before and 3 months after implementation of the feedback system). KPI adherence rates for sedation, delirium and pain monitoring, and completion of a weaning protocol before and after the implementation of the feedback system, were compared. Adherence rates for pain and delirium monitoring, and implementation of the weaning protocol, were significantly increased by the intervention. Adherence to KPIs for sedation, which were high at baseline, could not be further improved. Daily display of KPI implementation had a positive effect on adherence to standard operating procedures. Adherence to guidelines may be improved by using this feedback system as part of the clinical routine.

Key Performance Indicators (KPIs) in the Public Sector: A Study in Malaysia

Several years ago Key Performance Indicators (KPIs) becoming a best measurement practiced by the government sectors. By practicing this approach in government agencies, the failure of delivery system which always voice out the public will address accordingly. Thus, this paper aims to look at the implementation of KPIs) mainly in Malaysian public sectors in response with Government Circular 20. With some adjustment of reformation in the public sector, the government has developed their own set of KPIs to measure the performance among agencies. In design of study, qualitative method through semi-structured interview was conducted at National Registration Department, Pulau Pinang to explore the use of KPIs in this frontline agency and how they approach this performance measurement tools as one way to measure their performance. The findings reveal that the use of KPIs has been successful in measuring their organizational and individual performance as well. Though it is hard at the initial stage to adopt this approach, but after several years of implementation, the use of KPIs contributed to several improvements in their administration and services. Nevertheless, since this study is explanatory study based on archival data, it provides limited insights into how organizational managers perceived the relevance and usefulness of key performance indicators in measuring the organizational performance. This paper suggests that the implementation of KPIs should be implemented not only in the frontline agency but to all public sectors as well and they should come out with greater standard of its KPIs. In future research, the government should provide the best indicators to measure the performance of government agencies by putting some value added in implementation of KPIs. Furthermore, third parties such as government servant and stakeholders should togetherness in performing their jobs to make sure everybody is comply with KPIs sets by its agencies.

Achieving continuous improvement in laboratory organization through performance measurements: a seven-year experience

Laboratory performance can be measured using a set of model key performance indicators (KPIs). The design and implementation of KPIs are important issues. KPI results from 7 years are reported and their implementation, monitoring, objectives, interventions, result reporting and delivery are analyzed. The KPIs of the entire laboratory process were obtained using Laboratory Information System (LIS) registers. These were collected automatically using a data warehouse application, spreadsheets and external quality program reports. Customer satisfaction was assessed using surveys. Nine model laboratory KPIs were proposed and measured. The results of some examples of KPIs used in our laboratory are reported. Their corrective measurements or the implementation of objectives led to improvement in the associated KPIs results. Measurement of laboratory performance using KPIs and a data warehouse application that continuously collects registers and calculates KPIs confirmed the reliability of indicators, indicator acceptability and usability for users, and continuous process improvement.

Performance Indicators

In this paper the author examines the implementation of key performance indicators in Canadian post-secondary education institutions. More specifically he charts their implementation from the perspective of students and the effect they have on the quality and delivery of education. Key performance indicators (KPI) in Canada are administered by the ten provincial governments. In each of the jurisdictions in which they have been introduced KPIs have tied various forms of institutional performance to core funding and capital funding allocation.The paper offers a comparative analysis of how certain criteria are promoted by the establishment of KPIs. It examines the introduction of KPIs in three provinces: Ontario, Alberta, and British Columbia. In each case the complex set of politics and institutional relations at stake in the establishment of KPIs are examined. A comparative examination of each case provides signposts for best practices as well as instructive lessons in where and how quickly the very definition of accountability becomes a highly politicised term of contention. Finally, the paper makes proactive policy suggestions, from the standpoint of students, about the criteria that should be used in the establishment of KPIs. At all points the paper (re) inserts the perspective of students into the ongoing dialogue about accountability and the changing identity of higher education....