För verksamheter som arbetar processorienterat är det viktigt att kunna mäta och följa upp verksamhetens processer för att få svar på var man står i nuläget och hur framtida mål kan uppnås. Vid mätning av processer måste man dessutom veta vad som ska mätas, varför man gör det och göra det på rätt sätt. Ett sätt att mäta verksamhetens prestation är med Key Performance Indicators (KPI), mätetal som tagits fram för att möta verksamhetens målsättningar. LFV är ett statligt verk som ansvarar för flygtrafiktjänster i Sverige, och det är på avdelningen för Teknikuppdrag som denna studie utspelar sig. LFV har krav på sig från EU att reducera sina kostnader för flygtrafiktjänster med 2,4 % årligen fram till 2019, vilket öppnar upp för effektiviseringsåtgärder som kan bidra till besparingarna. Studien går ut på att kartlägga och ta fram relevanta KPIer för orderprocessen för produkten flygmätning, för att möjliggöra uppföljning av processen. För att finna lämpliga KPIer har en omfattande litteraturstudie genomförts, därtill har intervjuer med representanter från LFV utförts. Studien resulterade i en ny, korrigerad, processkarta för produkten flygmätning, samt i tre stycken KPIer som kan användas för att följa upp processen. Dessa tre KPIer är Ledtid, Leveransprecision och Andel felfria transaktioner. Utöver detta har även processens design uppmätts enligt mätetal speciellt utformade för detta.

Traditional manufacturing industry have developed a linear production path that involves resource extraction, energy usage, emissions released to air and water, and waste produced at volumes and rates that places increasing burden on the natural environment. These traditional manufacturing organizations have mostly viewed environmental activities separately from their core business operations. Today, organizations are shifting their manufacturing approach. There is a significant potential to reduce the energy use, emissions released, resource consumption and wastes produced through sustainable initiatives. Using environmental key performance indicators (KPIs) is one emerging sustainability initiative. Environmental KPIs depict the vast quantity of environmental data of a firm in a comprehensive and concise manner, applying mostly to set absolute material and energy data in relation to other variables in order to increase the informational value of quantitative data. In this thesis work, literature review and empirical study was carried out to find out the significant factors and the major challenges during the development and implementation of environmental key performance indicators (KPIs). A case study in four Swedish manufacturing companies was carried out to collect primary data which was later compared with literature review. The thesis work also highlights the management system used to implement environmental KPIs.

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Facilities management is emerging rapidly as a distinct and critical field of study and professional practice for all sectors of the economy. In the past it has tended to be regarded as a service function and subsumed within other areas such as engineering, the built environment and business management. The health sector is an important part of the overall FM industry because it represents a driver of capital works that is both extensive and expensive. The health sector building requirements are growing, demand regular maintenance and upgrading, and are critical to core business. An extensive literature review revealed that there has been minimal published research into the development and implementation of a central feature of effective FM, namely, performance management. Performance management provides the primary evaluation and planning tool for FM, in that it identifies the performance indicators that are meaningful to FM and core business, provides measures for those indicators and enables projective planning and benchmarking to be undertaken. This research study assesses the possibility of developing a comprehensive performance measurement system for FM in the healthcare sector. The research has two main aims: - To identify the knowledge gaps in current FM performance measurement systems in general, and for the healthcare sector in particular. - To investigate the possibility of benchmarking FM performance across the healthcare sector using a weighted assessment across all categories of performance. In order to meet the research purpose and data collection requirements from the relatively limited number of FM experts who specialise in the health sector, the research methodology employs a combination of a case study approach as an exploratory tool, and a phenomenological approach as the main qualitative design. In achieving the aims and objectives, this research helps in improving FM practice in the healthcare sector through: - Providing facility managers with a comprehensive study which highlights the achievements and knowledge gaps in FM and its performance measurement - Providing top management with a study for the effectiveness of developing decision support strategy to make effective and efficient changes to their facility management practices - Facilitate the implementation of benchmarking techniques in the health sector, in order to improve the performance of the healthcare sector FM over time. The study concludes that developing aggregate/collective KPIs for each performance measurement category of possible measure (social/quality, financial, environmental, functional, and technical) is feasible. However, before being able to develop and implement that approach an improvement to the current FM practices is required. The improvement can be achieved via either a voluntarily or compulsory commitment from top management towards FM in the organizations. This commitment should be implemented with an appropriate hierarchy from the bottom to the top. The key components include: establishing the contribution of FM to the success of the overall business in financial terms; setting agreed FM objectives; deriving meaningful general KPIs; defining the data required for each KPI; establishing the system for collecting, analyzing and interpreting the data; and conducting the benchmarking process for continual improvement.

ABSTRACT The domestic economic activity has been still in recession for several years. Besides moving outwards, the enterprises gradually decreased predominance in competition and are obliged to try every endeavor to find out any of proper management system. Hoping via applying diversified thinking model and managing skills that could revive the enterprises. Firmly, improve the management performance and promote the competence. The Balanced Scorecard¡]BSC¡^,a new management method, has been presented in such an occasion¡]by Kaplan & Norton in 1990¡^.This management system starts from erecting the company¡¦s vision and mission, further to choose his own strategy. However these strategic targets are planned to form a strategy- map, which consisting of four dimensions. Moreover in each dimension respectively to have various Key Performance Index¡]KPI¡^and those KPI will drive future performance -evaluation-indicators. Precisely speaking that BSC can transform the strategic targets into practical actions. As BSC can link strategy with execution, evaluation and learning to be a feedback loop so that performs to test strategy and adjust it to conform to the variation of external environment. Finally a company, which has applied above system will form a high-performing organization. This case study is based on the biggest domestic integrated stainless steel producer. Reviewing its constructed procedure of introducing the BSC and comparing its actual performance data of before and after applying of BSC system. At the same time, reconfirm by analyzing the outcome of questionnaires & visiting data. Hopefully, to prove applying BSC is an effective way to improve management performance. About this section, first of all, referring to data collection, to collect the questionnaires which are respondent from all of department managers and customers of case company. Secondly, to choose specific top managers of main departments of case company for deep visiting- survey. Finally, to analyze above data and get the following conclusions: 1. There are still some unrevealed problems existing in case company after the analysis of data acquired. 2. There is an only effective way to promote management performance that should be under a combination between monitoring KPI and incentive system. 3. The BSC can promote the management performance indeed. This study can offer a reference for other related steel producer or other enterprises to adopt the BSC in future. Absolutely, to construct such a system could make company act efficiently response against the impacts resulted from the fast variation of external environment and no doubt that could keep the management more flexible and more competent forever. Keywords: Balanced Scorecard Management performance Key performance index

The issue of performance indicators for colleges and universities in Ontario was first raised in the early 1990s by the Ministry of Education and Training’s Task Force on University Accountability. The decision to develop and use Key Performance Indicators (KPIs) was made in the 1990s (Ministry of Education and Training, 1998). The three KPIs for Ontario universities are Graduation Rates, Employments Rates, and OSAP Loan Default Rates. The declared purposes of the publication of the KPIs evolved over time. Initially, they were to enable parents and students with data to inform post-secondary education choice. The purposes then became benchmarks without any clear indication of what constituted satisfactory or unsatisfactory performance. Performance funding based on KPIs introduced a third phase. Finally, they were to influence the universities' programming behaviour without government’s direct intervention. The overall intent was to help universities improve their performance (MTCU, 2012). My study focused on the impact of KPIs on Ontario universities 10 years after they were instituted. This exploratory and descriptive study examined the history of why and how KPIs were introduced in Ontario and the perception of 12 key informants of 11 participating universities regarding the efficacy and effectiveness of the existing KPIs. The study sought to identify areas of concern of the participants and their suggestions on how the KPIs can be altered to improve their effectiveness. The findings provide an understanding of the impact of the KPIs and suggested alternatives, and provide valuable information and a potential source for evidence-based MTCU policy decisions that impact Ontario’s universities and their stakeholders. The findings suggest that a review and redefinition of the theory of accountability as applied in Ontario universities are required as the initial interpretation of accountability defined by the three KPIs is too narrow to be pragmatically useful. Most university participants perceived that the current KPIs are not having the intended impact. I recommend that both parties work together and be clear on each other’s goals and expectations to develop effective measures on institutional performance and accountability, and to satisfy the needs of the government, the universities and the public.

The issue of performance indicators for colleges and universities in Ontario was first raised in the early 1990s by the Ministry of Education and Training’s Task Force on University Accountability. The decision to develop and use Key Performance Indicators (KPIs) was made in the 1990s (Ministry of Education and Training, 1998). The three KPIs for Ontario universities are Graduation Rates, Employments Rates, and OSAP Loan Default Rates. The declared purposes of the publication of the KPIs evolved over time. Initially, they were to enable parents and students with data to inform post-secondary education choice. The purposes then became benchmarks without any clear indication of what constituted satisfactory or unsatisfactory performance. Performance funding based on KPIs introduced a third phase. Finally, they were to influence the universities' programming behaviour without government’s direct intervention. The overall intent was to help universities improve their performance (MTCU, 2012). My study focused on the impact of KPIs on Ontario universities 10 years after they were instituted. This exploratory and descriptive study examined the history of why and how KPIs were introduced in Ontario and the perception of 12 key informants of 11 participating universities regarding the efficacy and effectiveness of the existing KPIs. The study sought to identify areas of concern of the participants and their suggestions on how the KPIs can be altered to improve their effectiveness. The findings provide an understanding of the impact of the KPIs and suggested alternatives, and provide valuable information and a potential source for evidence-based MTCU policy decisions that impact Ontario’s universities and their stakeholders. The findings suggest that a review and redefinition of the theory of accountability as applied in Ontario universities are required as the initial interpretation of accountability defined by the three KPIs is too narrow to be pragmatically useful. Most university participants perceived that the current KPIs are not having the intended impact. I recommend that both parties work together and be clear on each other’s goals and expectations to develop effective measures on institutional performance and accountability, and to satisfy the needs of the government, the universities and the public.

Facilities management is emerging rapidly as a distinct and critical field of study and professional practice for all sectors of the economy. In the past it has tended to be regarded as a service function and subsumed within other areas such as engineering, the built environment and business management. The health sector is an important part of the overall FM industry because it represents a driver of capital works that is both extensive and expensive. The health sector building requirements are growing, demand regular maintenance and upgrading, and are critical to core business. An extensive literature review revealed that there has been minimal published research into the development and implementation of a central feature of effective FM, namely, performance management. Performance management provides the primary evaluation and planning tool for FM, in that it identifies the performance indicators that are meaningful to FM and core business, provides measures for those indicators and enables projective planning and benchmarking to be undertaken. This research study assesses the possibility of developing a comprehensive performance measurement system for FM in the healthcare sector. The research has two main aims: - To identify the knowledge gaps in current FM performance measurement systems in general, and for the healthcare sector in particular. - To investigate the possibility of benchmarking FM performance across the healthcare sector using a weighted assessment across all categories of performance. In order to meet the research purpose and data collection requirements from the relatively limited number of FM experts who specialise in the health sector, the research methodology employs a combination of a case study approach as an exploratory tool, and a phenomenological approach as the main qualitative design. In achieving the aims and objectives, this research helps in improving FM practice in the healthcare sector through: - Providing facility managers with a comprehensive study which highlights the achievements and knowledge gaps in FM and its performance measurement - Providing top management with a study for the effectiveness of developing decision support strategy to make effective and efficient changes to their facility management practices - Facilitate the implementation of benchmarking techniques in the health sector, in order to improve the performance of the healthcare sector FM over time. The study concludes that developing aggregate/collective KPIs for each performance measurement category of possible measure (social/quality, financial, environmental, functional, and technical) is feasible. However, before being able to develop and implement that approach an improvement to the current FM practices is required. The improvement can be achieved via either a voluntarily or compulsory commitment from top management towards FM in the organizations. This commitment should be implemented with an appropriate hierarchy from the bottom to the top. The key components include: establishing the contribution of FM to the success of the overall business in financial terms; setting agreed FM objectives; deriving meaningful general KPIs; defining the data required for each KPI; establishing the system for collecting, analyzing and interpreting the data; and conducting the benchmarking process for continual improvement.

Mini-research report presented in partial fulfillment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch. / ENGLISH ABSTRACT: This research report is focused on the phenomenon that various Key Performance Indicators (KPIs) used by an organisation as part of their Performance Management systems in support of their strategic objectives will sometimes also drive non-productive behaviour. Thus although the intention might be that the KPI should promote a specific strategic objective, the very same KPI might drive additional behaviour that might not be aligned with the strategic objectives at all or could even be downright destructive. The purpose of this research study is to develop an analysis methodology that can be used to identify those KPIs that drive negative secondary behaviour (the intended positive behaviour being the primary behaviour). The methodology must also assist in identifying preventive measures that can be used to mitigate the risk posed by the negative behaviour. An interesting aspect of this research report is that it cross-references between the business and engineering disciplines by means of adapting techniques used in engineering to assist with a business management problem. The result of this research is a KPI Effectiveness Analysis that has gone through a trail phase where a number of case studies were analysed by means of this tool. The results were conclusive and the analysis tool found to be of great assistance. / AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag fokus op die verskynsel dat Sleutel Prestasie Indikators (SPI's)wat deur ondernemings gebruik word as deel van hul prestasiebestuur-stelsels en wat ten doel het om die strategiese doelwitte van die onderneming te ondersteun, soms ook nie-produktiewe gedrag bevorder. Dus alhoewel dit die intensie met die SPI mag wees om gedrag te bevorder wat die strategiese doelwitte sal ondersteun, dieselfde SPI ook gedrag kan bevorder wat glad nie die strategiese doelwitte ondersteun nie en dalk self destruktief van aard kan wees. Die doel van hierdie navorsingstudie is om 'n analise metodologie te ontwikkel wat gebruik kan word om die SPI's te identifiseer wat negatiewe sekondêre gedrag bevorder (waar die bedoelde gedrag as die primêre gedrag gesien word). Die metodologie moet ook die identifisering van moontlike voorkomende stappe help fasiliteer wat gebruik kan word om die risiko van negatiewe gedrag te vernminder. 'n Interessante aspek van hierdie navorsingsverslag is dat daar 'n kruisverwysing gedoen word tussen die besigheids- en ingenieursdissipline deur tegnieke wat in die ingenieursrigting gebruik word aan te pas ten einde te help met 'n besigheidsbestuursprobleem. Die resultaat van die navorsing is 'n SPI Effektiwiteitsanalise wat tydens 'n toetsfase in 'n paar gevallestudies geanaliseer is deur hierdie metode te gebruik. Die resultate was konkreet en bewys dat die analise metode van groot hulp is.

El propósito de la presente investigación es Determinar si la implementación de los Dashboard permitirá mejorar la productividad de la obra “Rehabilitación de la protección del perímetro del Terreno de la Universidad Nacional de Piura colindante con la margen izquierda del Río Piura”. Para ello se ha investigado con respecto a dos variables: Implementación de Dashboards y Productividad. El estudio partió de la hipótesis que la implementación de los Dashboards influye significativamente en la mejora de la productividad de la obra “Rehabilitación de la protección del perímetro del Terreno de la Universidad Nacional de Piura colindante con la margen izquierda del Río Piura. Para probar las hipótesis se utilizó el estadístico de prueba de T de Student. En el estudio se trabajó con una muestra de 85 registros documentales, los cuales fueron obtenidos de la obra en mención, la recolección de datos se realizó mediante la técnica de la observación y análisis documental; con ello se pudo crear los indicadores de rendimiento o Kpi’s para la elaboración de los Dashboards. El diseño investigativo es Cuasi Experimental y longitudinal. Como resultado se demostró que la implementación de los Dashboard influye significativamente en la mejora de la productividad del área de estudio, ello permitió tomar decisiones para mejorar productividad de la obra, como resultado final se redujo en 10% el costo total de la obra. / The purpose of this research is to determine if the implementation of the Dashboard will improve the productivity of the work "Rehabilitation of the perimeter protection of the land of the National University of Piura adjoining the left bank of the Piura River." For this, it has been investigated with respect to two variables: Implementation of Dashboards and Productivity. The study started from the hypothesis that the implementation of the Dashboards significantly influences the improvement of the productivity of the work "Rehabilitation of the protection of the perimeter of the land of the National University of Piura adjoining the left bank of the Piura River. To test the hypotheses we used the Student's T test statistic. In the study we worked with a sample of 85 documentary records, which were obtained from the work in question, the data collection was made through the technique of observation and documentary analysis; with this it was possible to create the performance indicators or Kpi's for the elaboration of the Dashboards. The research design is Quasi Experimental and longitudinal. As a result it was demonstrated that the implementation of the Dashboard significantly influences the improvement of the productivity of the study area, this allowed to make decisions to improve the productivity of the work, as a final result the total cost of the work was reduced by 10%. / Trabajo de investigación