การสร้าง KPI เพื่อวัดผลการดำเนินงาน

WHY?Performance Management SystemAnd KPIs

: WHY ? (If you cant measure,you can,t manage) (If you cant measure,you cant improved) (What gets measures,gets done)

Judgement

Performance Management Gets Results

Fortune 4,000 15 Management Tool

The Malcolm Baldrige National Quality AwardThailand Quality Award (TQA)(120)(80)(100)(110)(110)(400)(80)

The Business Excellence Model (EFQM)50%

Business improvement strategyImprovement activitiesFeedback of measuresProcessesSource: Adapted from lascelles, D.and Peacock, R. Quality in Action:Self-Assessment for Business Excellence, Page 110, 1996BusinessResultsPeopleSatisfactionCustomerSatisfactionImpact onSocietyCauseEffectResourcesLeadershipPeople managementPolicy and Strategy

(Performance-based Management, PBM)

(Control) (Continuous Improvement) (Feedback by Management)

(Monitoring) (Evaluation)

(Framework) 4 Sink and Tuttle Framework University of California Framework Family of Measures Framework Balanced Scorecard Framework

(Performance Criteria) 7

(Productivity)(Innovation)(Efficiency)(Quality of Work Life)(Quality)Sink and Tuttles Seven Performance Criteria (Profitability/budgetability)Sink and Tuttles Seven Performance Criteria

Sink and Tuttle Framework (Effectiveness)

Sink and Tuttle Framework

Setting new targetsNew leadershipBusiness crisisNew organizational strategyAligning improvement initiativesCommunication and educationClarifying current strategyAligning employee goals Balanced Scorecard

VisionBalanced ScorecardBusiness Excellence ModelCustomerCommunity/IndustryStaffShareholdersCustomer PerspectiveOrganisational DelvelopmentInternalQualityFinancial Results++=Customer SatisfactionImpact on SocietyPeople DevelopmentLeadershipPolicy & StrategyPeople SatisfactionResourcesProcessBusiness ResultsSource : Olve,N. and Wetter,M. Performance Drivers: A Practical Guide to usingThe Balanced Scorecard, page 161, 1999. John Wiley and Sons limited.

Balanced Scorecard ? (Financial Perspective) (Customer Perspective) (Internal Process Perspective) (Learning and Growth Perspective)

Basic Design Of A Balanced ScorecardPerformance System

Balanced Scorecard (BSC) System Components

Balanced Scorecard LogicPhase II: StrategyCustomerRequirementsPhase I: Strategic FoundationsPhase III: Performance MeasuresPhase IV: New InitiativesBudgetActivities

Balanced Scorecard Logic

4 (Objective) (Measures Key Performance Indicators) (Target) (Initiatives)

Balanced Scorecard(Internal Process Perspective)1. / 2. 3. 4. / & * / * / * - * - * & (Customer Perspectine)- - - Image (Financial Perspective) - - - -

Building & Implementing A Balanced Scorecard Customer Values Organization Pain Organization Values Vision & Mission

Performance Results Revised Strategies

Software Performance Reporting Knowledge Sharing

New Projects

Performance Measures Targets Baselines

Performance Drivers Enablers Causal Links

Strategy Elements

Themes Strategic Results Strategies

Alignment Business & Support Unit Scorecards

StrategyStrategy MappingPerformance MeasuresImplementation

People and their managers are working so hard to be sure things are done right, that they hardly have time to decide if they are doing the right things. Stephen R. Covey

Strategy Translates What Customers Want Into What We Must DeliverBusinessStrategySupport UnitsOperationsBusiness UnitsCustomerRequirementsMissionVisionValues

OrganizationResults

Teams&IndividualsBestPractices

Strategic Map

Reduce CostsCitizens

Budget

Internal Business Process

OrganizationCapacityStrategy MapIncreaseSatisfactionIncreaseNetworkCapacityImproveSkillsReduceProcurementStepsLowerWait TimeLowerCycle Time

Reduce CostsCitizens

Budget

Internal Business Process

OrganizationCapacityStrategy MapIncreaseSatisfactionIncreaseNetworkCapacityImproveSkillsReduceProcurementStepsLowerWait TimeLowerCycle TimeBestPractices

Performance Measures Should Help Us Decide: Input: Resources, including cost and workforce Process: Activities, efforts, workflow Output: Products and services produced Outcome: Results, accomplishments, impactsPerformance Measures

Develop Performance MeasuresInputsProcess/SystemOutputIntermediateOutcomesEndOutcomeProgram Logic ModelSource: Gardner Shaw & Howard Rohm

Develop Performance MeasuresDesiredOutcomeCausal AnalysisInputsProcess/SystemOutputIntermediateOutcomesEndOutcomeProgram Logic ModelSource: Gardner Shaw & Howard Rohm

Develop Performance MeasuresDesiredOutcomeCausal AnalysisProcess FlowInputsProcess/SystemOutputIntermediateOutcomesEndOutcomeProgram Logic ModelSource: Gardner Shaw & Howard Rohm

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Balanced Scorecard Performance MeasuresCustomer/Stakeholder

Internal BusinessProcesses

Financial / Budget

OrganizationCapacityResultsProcess Activities(Quality, Quantity, Timeliness, Efficiency)ResultsOrInputsWhat We Want To MeasureBehavior ChangesKnowledge, Skills, & AbilitiesEfficiency

Putting It All Together Federal Government Logistics CenterWorld-class, Customer Driven; Providing Quality Services WorldwideProvide Logistics Support and Products to Assure Safety for the Flying PublicS1: Become more customer-drivenS2: Increase business opportunitiesS1-01: Assure timely delivery (Customer)S1-02: Raise quality level (Customer)S1-03: Reduce cycle time (Internal)S1-O1-M1: % on-time deliveryS1-O2-M1: % defective productS1-02-M2: % defective shipmentsS1S2O1O2O3M1M1M2ObjectivesS1-O1-M1-T1: 100% in 2002S1-02-M1-T1: Zero in 2002S1-02-M2-T1: Zero in 2002T1T1InitiativesS1-I1: Re-engineer delivery processS1-I2: Six Sigma trainingT1I1I2MissionVisionStrategyMeasuresTargets

Putting It All Together Local GovernmentBe the Best Local Government Service ProviderServe County Residents by Helping ImproveTheir Lives and CommunityS1: Increase value by providing more cost-effective servicesS2: Reduce violence, harm & injury through community partnershipsS1-01: Optimize organization (Internal)S1-02: Identify service & resource gaps (Employee)S1-03: Survey citizens (Customer)S1-O1-M1: Skills match indexS1-O2-M1: Cost per unit serviceS1-03-M1: Citizen satisfaction ratingS1S2O1O2O3M1M1M1ObjectivesS1-O1-M1-T1: Skills index = 80% in 2002S1-02-M1-T1: 7% improvement above baselineS1-03-M1-T1: 95% in 2002T1T1InitiativesS1-I1: New outreach programS1-I2: Communications planT1I1I2MissionVisionMeasuresTargetsCitizen Needs & Desired OutcomesStrategy

Linking Scorecard Compontents

SAS InstituteiDashespbVIEWS

AutomationEnterpriseRequirementsTime and Cost to Implement Few measures Basic tracking Small office Numerous measures Composite measures Visualization & charting Multiple locations Web input & publishing Commentary

Links to legacy systems Composite measures Many data/reporting locations Integrate with enterprise systems Advanced executive reporting Web input & publishing Advanced analysis

Software Solution Space

Data Warehouse Features: Strategic Performance Management

Collect and transform data from virtually any data source and manage the processFully automated solutionCommunicate on strategy, provide early indicators Collaborate on knowledge and share best practices enterprise-wide Integrate with any performance frameworkRobust analytics, including predictive analysis, cost analysis, correlation/impact analysis, trend analysis, and data mining Dynamic, customizable strategy maps Ability to integrate with other enterprise solutionsOne consistent Intelligence Architecture across the enterprise

Align The Enterprise View With Business And Support Units BestPractices

CSFs/KPIs

worksheet KPIs /

KPISWOT1. .........2. .........3. .........4. .........

KPI Support (1)

KPI

Goal: Performance-Based Budget

: ,, , Benchmark

KPIKey Performance Indicator

: (Percentage) (Ratio) (Rate) (Proportion) (Number) (Average or Mean)

1. 2. Key to Success3. (Output - Outcome)4. 5. /6. 7. 8. 9. 10. 11. Lead () Lag ()(KPIs)

KPI CharacteristicsSMARTS = Simple = M = Measurable = A = Accurate = R = Reasonable = T = Timeliness =

Types of Performance Indicators (1)InputOutputEfficiencyService QualityOutcome

Types of Performance Indicators (2)Input IndicatorsResources used to produce an output , exampleCosts (direct costs plus fringe benefits)Labor hours

Output IndicatorsQuantity of units producedUnder managerial control , exampleMiles of pipe visually inspectedClients served

Types of Performance Indicators (3)Efficiency IndicatorsInputs used per unit of output , examplesCost per unit: cost per ton of refuse collected, cost per prisons boarded, etc.Productivity: hours per consumer complaint, plans reviewed per reviewer, etc.

Service Quality Indicatorshow to satisfied customers arehow accurately a service is providedexamplespercentage of respondents satisfied with servicefrequency of repeat repairsaverage wait time

Types of Performance Indicators (4)

Outcome Indicatorsare qualitative consequences associated with a program/servicefocus on the ultimate why of providing the serviceexamples include:reduction in fire deaths/injuriesincrease in job trainees who hold a job for more than six monthsdecrease in low birth-weight babies

KPI ExamplesYesResult: Increase quality of XYZ services provided to XYZ program beneficiariesKPI: Number and percent of XYZ program beneficiaries rating quality of services _____ good or excellent within 2 weeks after receiving services.

Result: Increase number/percent of XYZ programbeneficiaries who are healthy.KPI: Number and percent of XYZ program beneficiaries assessed at _____ or higher on the XYZ health assessment within one month after receiving____ services.

NOResult: Increase quality of XYZ services provided to XYZ program beneficiariesKPI: More XYZ program beneficiaries receive quality services and are satisfied with the staff that provide them.Result: Increase number/percent of XYZ program beneficiaries who are healthy.

- KPI: Upgrade information technology system that tracks statewide health statistics and report this data to Department s chief quarterly.

Lag and Lead Performance MeasuresLagBalanced Scorecard lag lead measures lag measures - - - - - - Issues Lead

Objectives Measures Lag MeasuresLead Measures E.L. & G. Internal Customer Financial

Build the Business

Develop customer loyalty

Improve knowledge of customers

Increase employee productivity

RevenuegrowthCustomer loyaltyAdditions to solution databaseCompetency attainmentHours spent with customersSolutions offeredSystem downtimeEase of system useTraining resultPDP goals completedCauses-and-Effect Linkages in the Balanced Scorecard

Criteria KPI KPI MatrixHighLowMeasurabilityAccountability/ImpactsHighIdentified KPI KPIs MustTrack KVDsBe assignableBe measurable and reported periodicallyHave targets set from long range plan

KPIs

Worksheet to Select Balanced Scorecard Measures

Balanced Scorecard Measure DictionaryPerspective: Customer Measure Number / Name: C01 / Customer Loyalty Rating Owner D.Ferguson, VP MarketingStrategy: Revenue growth Objective: Increase customer loyaltyDescription: The customer loyalty rating measures the percentage of surveyed customers stating they prefer our products to Competitor offerings, and will purchase our products again. Our research indicates that loyal customers make more frequent purchases an tend to recommend our brands to others. Therefore, we believe increasing customer loyalty will help us achieve our strategy of revenue growth.Lag/Lead: Lag Frequency: Quarterly Unit Type: Percentage Polarity. High value are goodFormula: Number of quarterly survey respondents answering yes to survey question 5: do you prefer our products to competitor offerings? and #6 Will you purchase our products again? divided by the total number of surveys receivedData Source: Data for this measure is provided by our survey company, SST. Each quarter they perform a random survey of our customers and provide the results electronically to our marketing department. Data is contained in the form of MS Excel spreadsheets (MKT SURVEY.xls, lines 14 and 15). Data is available the 10th business day following the end of each quarter.Data Quality: High--received automatically from third-party vendor Data Collector: I. Hashem, Marketing AnalystBaseline: Our most recent data received from SST indicates a customer loyalty percentage of 59%Target: Q1 2001: 65% Q2 2001: 68% Q3 2001: 72% Q4 2001: 75% Target Rationale: Achieving customer loyalty is critical to our revenue growth strategy. The quarterly increases were targeting are higher than in past years but reflect our increased focus on loyalty.Initiatives:

1. Seasonal promotions2. Customer relationship management project3. Customer service training

Measurement Template1. 2. 3. 4. 5. 6. 7. ()8. 9. 10. 11. 12. 13. 14. 15. 3 16.

Criteria for Acceptable ResultResults-oriented (positive change/benefit in customers or clients)Directional (use increase, decrease, improve ,etc.; avoid create, develop, implement, ensure, complete, etc.)Addresses one issueFocused on service and/or efficiency improvement for agenciesAddresses mission-critical aspect of agency-something important to agency/customersUnderstandableMutually consistent ( results not contradictory)

Results ExamplesYesIncrease quality of XYZ services provided to XYZ program customers/clientsDecrease cost per customer/client of XYZ services provided to them.Increase number/percent of XYZ program customers/clients who are healthly

NOComplete study that examines how quality of XYZ services can improve, how services have changed over time,and how economy affects service needs.Decrease cost of services provided by XYZ agency, increase use of technology in providing them, and improve training to agency service providers.Establish task force to advise XYZ agency leadership on improving health of country.

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5.00 1 4 (Ultimate Goal) Milestone Milestone (Initiative) (Ultimate Goal)

Results Enablers/Drivers(24%)Generic Approach ()

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Q & A 0-2231-3011 3000-2231-3680, [email protected]

Performance Indicators

Performance (Output) (Outcome)

/ / Functional Status Man-Hour/Case, Unit Cost

: (Percentage) (Ratio) (Rate) (Proportion) (Number) (Average or Mean)

Acceptability ()Accessibility (, )Appropriateness ()Competency ()Continuity ( )Effectiveness ()Efficiency ()Safety ()Patients Right & Dignity ()

/ Structure / InputProcess Output Outcome Impact

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(Process indicators) - (Activity) - (Time) - - -

(Outcome indicators)- - (Satisfaction) - - - Life Expectancy /

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Key Performance Indicators Manual KPIs

/ KPIs 1. 2. 3. 12-16 Feedback ()4. KPIs 5. 6. 6 KPI KPI

(Critical Success Factors : CSF) CSF CSF 4 (BSC) CSF CSF KPIs

KPIs 1 KPI CSF 2 KPI CSFs 3 KPI CSFs 4 KPI CSFs / KPI

/ / CSF KPIs KPI KPIs CSFs KPI CSF KPI

/ KPIs KPI KPI KPI KPIs

KPIs partnership KPI KPI / KPI KPI / KPI KPI

KPI CSFs CSFs ()

KPI KPI /

BSC 101A balanced scorecard is a management system for figuring out what an organization should do to be successful, and for tracking progress toward the organizations goals. A balanced scorecard system provides information intelligence to make better decisions earlier.

The original, pioneering work on the BSC framework is now over 10 years old. Developed by Drs. Kaplan and Norton and documented in books and numerous articles, the framework was designed to help private sector business plan for the future by paying increasing attention to the non-financial drivers of organization performance, such as customer value and satisfaction, internal process efficiency, and employee development. By focusing organizational effort on all the important perspectives of business growth, not just financial, the BSC model gives an organization an overall view of its health and can help position it to compete successfully in the future.. The connecting thread linking the perspectives together is business strategy, derived from the vision of the owners of the business.

Developing a scorecard management system requires a multi-dimensional approach. The components of a public sector scorecard include: the strategic foundations underlying the organizations purpose; the strategy or approach used to implement policy and administer programs, services, and operations; performance measures or metrics to monitor success toward achieving enterprise goals; new initiatives, or projects, needed to implement the strategy; information reporting, analysis, and communication through common-format scorecards; a budgeting process based on performance expectations; and personnel development.

Each of these components supports the management of performance in the dimensions we are interested in, including: mission and financial results, as measured through the eyes of customers; operations and process efficiency; and organization capacity, including employee learning and growth.We can think about dividing scorecard system development into four main phases, shown on this chart. Well break these phases into specific steps in a minute.The four phases involve different kinds of thinking and development work. In the Strategic Foundations phase, phase one, we are interested in customer values and requirements, mission, vision, goals, organization pain and potential gain, and building a solid basis for developing our business strategy. In phase two, our thoughts shift to strategy, and we think about what our approach should be to delivering the programs, services, and operations identified in the previous phase.In phase three, we identify the critical few results and process measures that will help us monitor progress toward our goals.And in phase four, we collect the new ideas that have been identified during the scorecard development process. These ideas form the basis for new initiatives that will help secure the results our strategies are designed to produce.At the end of the four phases, we have a strategy focused management system that we can use to set budget priorities, and align organization activities and individual tasks with enterprise mission. Because we have derived what we should be working on from our strategic foundations and customer needs, there is line of sight linkage between what our vision and goals are, and what people throughout the organization should be working on.We dont have time today to dig deeply into all of the steps, so Im going to concentrate the remaining time on four areas that are the most challenging for most organizations: Developing Good Business Strategies; Mapping Strategies; Developing Meaningful Performance Measures; and Scorecard Implementation.At the end of this presentation, Ill give you some references, one of which is to a recent article we published the describes each of the steps in more detail. In this quote, Stephen Covey captures a dilemma I think all of us can relate too. Is there anyone in the audience today who isnt caught up in the day-to-day business of putting out fires? Most of the folks I meet are so busy on operations, tactics, activities, and projects, that they dont have time to stand back and ask if they are doing the right things. The balanced scorecard system captures both doing the right things strategy and effectiveness and doing things right operations and efficiency. The system also gives us a way of balancing these two aspects of an organization.Best Practices:Developing strategy is hard work. It takes critical thinking and sharp minds to develop meaningful strategy that is well-founded and easy to communicate and understand in other words, actionable to all employees. Figure on engaging your best and brightest for one day a week for several weeks to get this step and the objectives and mapping steps completed. Ive observed that this step is hardest for government folks, who usually start from the premise that their job is to run a project, administer a program, or serve a customer, not ask questions about should we be doing this, or can we do this better, or can someone else do it more cost-effectively than we can.Many organizations have difficulty describing their strategies. They tend to define their strategy as the sum of the projects or programs that they have been given budget authority to administer.For medium and large organizations, its usually best to start with strategy themes as a higher grouping, and break the themes into the individual component strategies as a second step.Some common themes emerge from our experience: Operational Excellence; Focus on People; Improved Governance; and Build the Business.Start with an understanding of the customer value proposition and write a strategic result that you want to accomplish from the strategy; it makes all the remaining steps easier as folks can then focus on the desired outcome or output of the strategies. Measure progress against all the chosen strategies

Mapping strategy involves breaking higher-level strategies into smaller components and linking the components in cause-effect relationships.Here is an example taken from a county government program.Again, IFTHENBest Practices:Look for predominate objectivesDont turn the map into a systems or process flow chart, with feedback pathsUse IF-THEN logic to test the relationships among the objectivesThis is very much an iterative process to get to the best hypothesis in the time that is availableThe process of building a BSC helps narrow down the number of performance measures that are needed to manage an organization. At the corporate or enterprise level, 20-30 measures are usually all that are needed to monitor the pulse of the organizaton.Implementation encompasses the last three steps: Automation, Scorecard Cascading or Deployment, and EvaluationLets start with automation.In this step we are interested in getting the right information to the right people in time so it can be used to make better decisions. We are concerned about visualization and how information perceived and acted upon. Recent advances in performance information systems have come a long way to making it much easier for people who need performance information to access it quickly in various presentation formats and with varying levels of detail.One of the products in the data warehouse category that makes it on many organizations short list is SAS Institutes Strategic Performance Management software. I borrowed this slide from one of their presentations to highlight the features.Best Practices:Start with a strong, well thought out communications plan as early in the process as you can. Start providing information early and often.Plan how you will bring all employees into the processAsk the employees of the departments and teams to build their own scorecards, so they take ownership of the process. Dont have some central planning or budget office build scorecards for othersRecognize that this balanced scorecard system is primarily about changing peoples hearts and minds, and transforming an organization into a high-performance unit. 1) . , . . .2) 1 . (delayed management) (delayed labour) Apgar score .3) . , , . , .

It is important for us to remember that the balanced scorecard is a management system that is supported by measures of performance. The measures help us manage, test our strategies, and evaluate results and accomplishments. Technology can help, but building a balanced scorecard is much more than buying a piece of software. (PAC) 6 1. 2. 3. 4. 5. 6.

6 3 (PAC) 6 1. 2. 3. 4. 5. 6.

1) . , . . .2) 1 . (delayed management) (delayed labour) Apgar score .3) . , , . , .

การสร้าง KPI เพื่อวัดผลการดำเนินงาน

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