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.

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 Recently the printing industry in Taiwan has experienced great difficulty in the business, as a result of industry relocation, drastic decrease in demand, increase in manpower cost and massive use of commercial high speed machinery, contributing to an unbalance of supply and demand, quick drop in gross profit, falling into unfavorable price cut, and immense market competition. In the era of knowledge economy and lean profit, if lacking of strategic thought, selecting a Key Performance Indicator (KPI), suitable for its own industrial strategic execution, one would bound to face great difficulty in sustaining its business. In this regard, this study targets at selection of KPI in the printing industry and attempts to use four prospective of the Balanced Scorecard (BSC) with Analytic Hierarchy Process (AHP) for exploring the implementation feasibility. In order to verify and refine the first outcomes of AHP (Analytic Hierarchy Process) analysis, this stuy did the second AHP analysis and adopts the second outcomes as the conclusion.They are as follows: 1. These are the priorities of the four factors on the second layer: ¡§Internal Business Process Perspective¡¨ goes first, ¡§Learning and Growth Perspective¡¨ second, ¡§Financial Perspective¡¨ third, and ¡§Customer Perspective¡¨ last . 2. The top six prioities of the 16 indicators on the third layer are the below: ¡§Short cycle time¡¨ goes first, ¡§Passing rate of skill examination¡¨ second, ¡§Value in wastage of raw material¡¨ third, ¡§Customer complaint figures¡¨ fourth, ¡§Improvement plan figures¡¨ fifth and ¡§Sales growth rate¡¨ sixth. Keyword: Key Performance Indicator, Balanced Scorecard, Analytic Hierarchy Process

Försvarets materielverk (FMV) står inför en omfattande ominriktning av verksamheten med tillhörande omorganisation. Den nya verksamheten innefattar att leverera tjänsten försvarslogistik till Försvarsmakten (FM). Då det inte finns någon entydig definition för vad försvarslogistik är så har detta arbete inriktats att utarbeta ett förslag till en sådan definition. Dessutom har en procedur skapats som identifierar relevanta prestandamått för ett godtyckligt försvarslogistiskt system, s.k. Key Performance Indicators (KPI), som kan användas för att påvisa om försvarslogistiken är effektiv eller inte.   För att skapa en definition, så undersöktes först vad teorin säger om tillvägagångssättet för uppbyggandet av definitioner. Därefter gjordes en större litteratursökning för att se hur och vad andra organisationer, verksamheter och teorier avser med försvarslogistik och använder termen försvarslogistik till. Den metod för definition som bedömts mest lämpad är den s.k. Förbättringsmetoden, vilken med litteratursökningen som underlag har används för att skapa ett definitionsförslag.   Sedan har en procedur skapas som identifierar, för försvarslogistik, relevanta KPI. Det utfördes genom att först genomföra en litteratursökning avseende vilka logistiska mått som finns, därefter för att besvara frågan vad KPI är och hur de används. De logistiska måtten, tillsammans med mått framtagna och härledda från definitionen, bildar en "bruttolista" med möjliga Performance Indicators (PI).   Vid utformandet av proceduren uppenbarade det sig att det inte gick att skapa en generisk metod, för alla möjliga försvarslogistiska system. Därför föreslogs ett vidare arbete som innebär att kategorisera system med liknande egenskaper i olika systemtyper. Med förslagsvis en totalkostnadsanalys och annan empirisk erfarenhet som grund kan PI för varje systemtyp väljas, för att på så sätt skapa "nettolistor" av generiska KPI för varje systemtyp. Är systemägaren intresserad av att ytterligare gallra bland dessa generiska KPI, så har ett frågebatteri skapats som sållar på basis av vad som är intressant att mäta. / The Swedish Defence Materiel (Försvarets Materielverk -FMV) faces a major redirection of its activities with an associated with reorganization. The new business is to deliver Defense Logistics Services to the Swedish Armed Forces (Försvarsmakten - FM). There is no existing Swedish definition for the term Defense Logistics. One purpose of this study has been to provide a proposed definition. FMV also requires a procedure for identifying relevant measurements, Key Performance Indicators (KPI), for arbitrary defense logistics systems, which can indicate whether the Defense Logistics Services delivered are effective or not.   In order to create a definition, the first step in this study is has been to examine what the theory says about methods for crafting definitions. There implied a need for a large literature review, with the purpose of identifying how and what other organizations, business and theories relate to and how they use the term of Defense Logistics. The information from the literature review was used as inspirational input when applying the improvements method, which is one of the methods available when crafting definitions.   The second purpose of this study has been to develop a procedure for identifying KPI:s related to Defense Logistics. This was also solved by a large literature review that identified existing logistical measurements and explained what KPI:s are and how they are used. The above logistical measurements together with measurements developed and derived from the definition were used to form a "comprehensive list" of possible Performance Indicators (PI).   During the design of the procedure it was recognized that it was not feasible to create a generic method for every possible defense logistic system. It was therefore proposed, as future work is, to categorize systems with similar characteristics into system types. With e.g. total cost analysis and other empirical experience as a basis, KPI can be chosen for each system type and thereby forming "net lists" for each generic system type. If the part interested in measuring a defense logistics service is interested in further narrowing the "net list" of KPI, a couple of questions are provided to assist in this, based on the concerns of the interest party.

The goal of this master thesis is to supply management at Saab Aeronautics with information and tools that allow for fast and effective insight into the manufacturing process. Additionally it aims to suggest improvements concerning measurements and the use of data for the internal workshops. The method of creating good performance indicators will also be part of the deliverables to Saab for future use. The master thesis is based on Analytics for Management by Tanima Chowhury and Louise Sandén, an earlier master thesis which describes a method for generating KPI:s. Furthermore the master thesis intends to answer some research questions, these questions are based around how well Analytics for Management can be adapted to a large organization like Saab and an evaluation of their previously used KPI:s. The main changes to the method as described in Analytics for Management are regarding differences in the data collection and the addition of a fourth phase. The new fourth phase uses the output from the previous three phases that are described in Analytics for Management, to assess which KPI:s are most suitable for top managerial use. The first phase utilizesthe company vision and strategy, to create suitable tactical goals. In this project, this translates to the company strategy getting linked to goals set up for the internal workshops at Saab Aeronautics. After this, in the second phase, the goals are used to produce KPI:s for the workshops. The output of phase two is therefore the chosen KPI:s that have been confirmed with management. The third phase uses the KPI:s and aims to evaluate the measurement system to either improve it or create it, if nonexistent. This part has been intentionally reduced in this report due to complexity. The fourth phase, evaluates out which KPI:s should be selected and how they should be visualized to create a good overview for management. The main result or output of the master thesis report consists of two parts, the method of generating KPI:s and the actual generated KPI:s. The KPI:s created during the master thesis are very similar to the KPI:s previously used, but improved. This indicates that the previous KPI:s is use at Saab were up to standard. However, the underlying data and traceability was not. These results generate good value for the future and the findings underline an important area. However, according to the authors, the main value should consist of highlighting the defective underlying data and solutions created to solve the problem / Med denna rapport vill man tillgodose ledningen på Saab Aeronautics med information och verktyg som effektivt ger en inblick kring verksamhetens produktionsenheter. Man ämnar också ge förslag till taktiska ledningen angående mätetal och datahantering. Utöver konkreta förslag tar man även fram metodiken för framtida bruk på Saab. För att genomföra detta appliceras en anpassning av metodiken beskriven i Analytics for Management av Tanima Chowdhury och Louise Sandén. I Analytics for Management presenteras en metodik för att ta fram och utvärdera KPI:er. I samband med metodiken ställs också forskningsfrågor upp angående anpassning av Analytics for Management mot verksamheten och en utvärdering av dagens mätetal hos Saab. Som nämnt är rapporten baserad på anpassning och tillämpning av Analytics for Management. Efter analys av metodiken och en genomförd litteraturstudie infördes bl.a. en fjärde fas samt förändringar kring datainsamling. Den fjärde fasen behandlar främst aggregering gentemot ledning och nyttjar resultatet ur fas ett till tre för att lyfta fram KPI:er som passar bra på många olika nivåer i organisationen. Den första av faserna behandlar företagets vision och strategi för att kunna koppla den mot mål på taktisk nivå. I fallet på Saab handlar det om att koppla företagsstrategi mot mål på verkstadsnivå. Sedan genereras KPI:er i fas två, där dessa också valideras mot intressenter och ansvariga i produktionen. Den tredje fasen konkretiserar mätningar och visualisering för de valda KPI:erna. Här får man alltså ut färdiga KPI:er för taktiska nivån. Fjärde fasen aggregerar samman genererade KPI:er för ledningen, på så sätt får man en överblicksbild över en större del av organisationen. Resultatet från examensarbetet består av två delar: dels metoden för framtagning av lämpliga KPI:er, men också de KPI:erna som arbetsgången lett fram till. Gällande KPI:erna som utvecklats under examensarbetet, så finns det stora likheter med de KPI:er som redan används på Saab. Skillnaden ligger i spårbarheten samt hur underliggande data hanteras. Genom metodiken och med de framtagna KPI:erna finns därför värde som kan nyttjas på flera verksamheter i organisationen. Vad författarna dock vill lyfta fram är att det kanske största värdet ligger i upptäckten kring brister i underliggande data, som idag många av mätetalen bygger på.

Many organizations are digitizing their business systems, creating potential to furthermore develop their organizations to become even more efficient. Business Intelligence is a collective term for skills, techniques, applications and processes that can help organizations to better understand their business. One of many Business Intelligence tools is a digital dashboard. A dashboard can collect the hidden figures in the business system or present already knows Key Performance Indicator to an organization. This study is conducted to find out what positive changes a usage of a dashboard can give to an organization. Through interviews and literature studies we have compared and analysed the results. This study shows that if you succeed with an implementation of a dashboard you will find benefits like better awareness, better agency and you will find that the organization will become more results orientated than before. They are all positive effects that a usage of a dashboard can give.

Em menos de duas décadas, um novo mundo competitivo emergiu fazendo surgir nas organizações uma nova demanda de indicadores de desempenho. Neste ambiente, mais do nunca, é requerido aos Executivos o uso de indicadores significativamente melhores, que direcionem as estratégias e o desempenho dos negócios. Eles precisam de indicadores que vão além dos indicadores financeiros para direcionar as mudanças, mostrar a posição competitiva, aprimorar os processos e melhor prever o futuro. Este estudo procura apresentar um modelo para auxiliar as Organizações na gestão do aprimoramento de seus processos, de maneira eficaz e eficiente, através do uso de um sistema de indicadores de desempenho, partindo de sua estruturação, identificação e forma de medição, até o uso correto das informações coletadas e processadas de modo a atender às metas delineadas por uma estratégia traçada pela Organização. O objetivo principal deste trabalho é desenvolver um modelo para implantação de um sistema de indicadores. Como objetivos secundários pretendem-se: identificar os principais modelos de gestão baseados em indicadores de desempenho; dentre os modelos de gestão, levantados, adaptar um método de implantação e realizar uma aplicação rápida no departamento de logística em uma empresa de mineração. Para tanto, buscou-se um embasamento teórico a partir dos seguintes modelos de avaliação de desempenho: Gerenciamentos pelas Diretrizes (GPD), Capital Intelectual, Modelo Quantum, Rummler & Brache, Sink & Tutle e Balanced Scorecard (BSC); de onde se concluiu que os modelos mais adequados para a realização do trabalho seriam o GPD e o BSC, visto que, este leva em conta não apenas perspectivas financeiras para a avaliação de desempenho. / In less than two decades, a new competitive world has emerged and put stringent fresh performance demands on all organizations. In this environment, executives require significantly better measures to direct strategy and business performance than ever before. They need measures that go behind the financials to drive change, show competitive position, improve business processes, and better predict future. This study tries to present a model to help organizations to manage its processes improvement, in an effectiveness and efficiency way, trough the use of a performance measurement system, from the way it is structured, identified and measured, till the correct using of the data collected and processed to attend the targets defined by the organization strategy. The main target of this work is to develop a model of implementation of a management system. As secondary targets is intended to: Identify the main models of key performance indicator management based; among these studied models, choose which one is more suitable to be used and fast implementation in logistic department in a mining company. In order to do this, it was looked for theory based upon the following performance evaluation models: Policy Management (PM), Knowledge Capital, Quantum model, Rummler & Brache, Sink & Tuttle and Balance Scorecard (BSC); which was conclude that the more adequate model to do this work was the PM, and the BSC, since it consider other perspectives besides than just the financial perspective in order to evaluate the performance.

The telephone-banking channel, delivered through call centres, has become an integral part of the distribution mix of retail financial institutions. To get the greatest competitive advantage from this channel, the strategic orientation, structural and behavioural aspects of the call centre must be aligned with its operational-service and sales-performance objectives. Unfortunately, while considerable managerial effort is expended developing call centres, often their performance results remain uncertain or uncommunicated. There are indications also that financial institutions should not underestimate active market orientation benefits; innovative, strategic-thinking and progressive structures; flexible, empathic leadership, and, valuing supportive human resource strategies. Our survey of Australian deposit-taking institutions investigates the extent to which strategic and behavioural aspects are aligned with its operational-service and sales-performance objectives. Specifically, managerial approaches to IT development, competitive positioning, leadership delegation, market research attitudes and product orientation were considered. Approaches to trust, conflict, morale and reward, and, key performance indicator (KPI) choices were sought also. Results show sales performance is positively related to more externally focussed strategic orientations. Reinforcing the importance of innovative human resource practices, performance is also related positively to psychosocial climate in general and employee reward and morale, in particular. This extension of management theory urges financial service leaders to actively contemplate one of its most important resources, people. Further, the survey itself indicated that while the majority of institutions continue to use operationally based key performance indicators, such as minimum call duration, the ability of the call centre to generate sales revenue is also being recognised. In summary, given the size and potential of the telephone-banking channel, this research encourages further, urgent exploration of strategic relationships among the channel, its market, performance measures and comprehensive people-centred HR strategies aimed at developing high employee trust, and satisfaction.

Abstract Strategy Map shows the cause and effect relationships diagram which is selected the goal projects of four perspectives from Balanced Scorecard (BSC) , it is a more advanced managed tool than BSC. But both have not contained the feedback circulation of the strategies also fail to judge and prove the influence of events¡¦ time delays , they are unable to simulate the complicated environment, to lack the strategy¡¦s simulation, and not to inspect the impact on performance of the strategy further. This research proceeds case study with the method of System Dynamics and uses ¡§the strategy¡¦s goal planning and dynamic decision procedure¡¨, it launches the case¡¦s Strategy Map and Balanced Scorecard then proceeds System Dynamics modeling, simulation , testing and analyzing, and proposes the conclusion of this research. This research discovers mainly as: 1. The use of Strategy Map and Balanced Scorecard can help system Dynamics to make the system boundary conveniently while the enterprise¡¦s strategy model are developing. 2. Strategy Map and Balanced Scorecard are static, simple, without positive and negative relationships, and one-way causality link from bottom to top. They pay close attention to the short-term goal and neglect the long-term goal, also don¡¦t consider the time delays, but System Dynamics can make up their deficiency. 3. The levels and auxiliaries of System Dynamics Model Structure can assist the measures of Balanced Scorecard to be instituted and be discussed. 4. The system thinking from System Dynamics can prove general objective and intuitional thought, also can get counterintuition. 5. Each KPI of Balanced Scorecard only knows the ¡§up and down¡¨ change in itself, doesn¡¦t understand the dynamic colloction between each other, from System Dynamics simulation can tell the influence of each other KPI. Finally, propound 5 points of this research: 1. To integrate the theories of strategy management for application. 2. To explain the changeful meaning of the performance indicator and to strengthen the performance management. 3. To assist the examing of the strategies to obtain proper decision. 4. To find the counterintuition which can help enterprises to dig unexpected questions out of the objective intuition. 5. To analyze the revenue of the strategy actions and the cost benefit, also to help the system of the budget and the strategies estimate.

More and more organizations and enterprises adopt the Strategy Map and Balanced Scorecard(BSC). However, did they really reach their strategy goal or do they have a mature method to assess their performances? When they finish contructing their strategy map and lauching the balanced scorecard, they may face the same problems, such as how to sucessfully implement strategy? How to effectively set up KPI? How to apply the limited resources into the most important strategy? Some researches mention that there is no interactive relationship among BSC, Strategy goal, Performance Indicators, and the actions they took. That is the limit of the current BSC theory. However, it do exists the complicated dynamics relation between the BSC strategy actions and the internal process of organization. Most of the top management only pay attention to the short-term performance and neglect the side effect and unintended consequences caused by the improper actions they took. They even misjudge the feedback information from the wrong messages because of the system delay. Therefore, the whole strategy planning turn out to be imperfect and the effectiveness of promoting strategy goal is not so good as they expected. But if they incorporate the system dynamics method into BSC, then it may resolve the dynamic and complex issue that happen in their system. The purpose of this study is toresearch and find out the interactive mechanism and method between strategy goal and performance measurement for the enterprises. According to the causal relationship found in the process of establishing the strategy map and examining its various measuring items, construct the system dynamics model and analyze the simulation outcomes. And then find out the driving factors to succeed and the Key Indicators for achieving the strategic goal. In this way, two objectives could be accomplished: (1) Launch and develop the strategy map and Balanced Scorecard, and then utilize the system dynamics to conduct the planning, simulation and test. (2) Through this interactive simulation and test between performance indicators and strategy goal, look for the best key performance indicators and revise the policy actions and strategy. System dynamics is the main approach adopted in this study. By following its modeling procedure, I undertook the data collecting and analyzing for the target company as my case study. And then, conducted the construction, simulation, test, and analysis of system dynamic model. According to the results, I made the conclusions of this study as follows: (1) Within the causal relationship between the strategy goal and performance measurement items of the BSC, there do exists an influence of side effect and unintended consequences. (2) The simulation outcomes of this system dynamics model could be taken as reference for planning and adjusting the strategy goal of BSC, and also could be the basis of finding out the leading index of the system. (3) Conclude and set up the basic system dynamics model for Balanced Scorecard. Trough this study, we hope that enterprises could adopt the system dynamic to help them improve their long- term integral effectiveness. At last, this study brings up the suggestions and proposes some idea for follow-up research.