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.

Due to the fast change of globalization marketing, the shortened product life-cycle, and the uncertainty of marketing demand, enterprises have to become more agile, flexible in order to adapt to the fast change of the marketing. The SCM (Supply Chain Management) is the method to integrate the enterprise partnership of networks efficiently, the products will be produced and delivered with the right quantity to the right place at the right timing, it will help to reduce the cost of total supply chain and fulfill customer requirement with satisfaction. In past decades, the enterprises have introduced the balanced scorecard as the foundation of management system, and the method for alignment to business strategies. In this paper, through the combination of SCM practice and balanced scorecard by the Modified Delphi Method to develop the practical and effective performance indicators. The case study of this paper would take the performance indicators as the review on IDM (Integrated Device Manufacturers) company, in order to verify whether the SCM performance measurement of the company was balanced from each perspectives of the SCM balanced scorecard.

Government reorganization movement around the world and public management theories put foci on ¡§Government Performance¡¨ in order to attain an ideal government. In such government, people can have the best government performance output while using the least public resources. Due to the characteristics that the administration scope of local governments is shrinking and that local governments are able to adapt to local conditions, performance appraisal might be easier. But with the ambiguous accountabilities among government organizations, the performance itself is still hard to be judged. Furthermore, differences between quantitative indicators and qualitative standpoints make it much challenging in the development and establishment of the important tool of local government performance appraisal-performance indicators. This research attempts using the establishment experiences and results of the performance indicators by the U.K., the U.S. and the Japan governments, contrasting the current domestic methods, and conducting in-depth interviews of experts, scholars, and representatives of government agents. This research not only considers the difficulties and plights while developing performance indicators of domestic local governments, but also provides possible directions and suggestions as references for the development of performance indicators of local governments in our country, for the propellant of government reorganization as well as for the increase of national competition.

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.

Offentlig sektor anses inneha ett centralt ansvar för den fortsatta utvecklingen av hållbarhet då de ser till att främja och forma människors liv i samhället. Dock anses det svårt att ge en helhetsbild av hållbarhet inom kommuner eftersom begreppet är diffust och används i många olika sammanhang, i vissa fall enbart för att det förväntas användas. Lyckas inte kommuner med sin hållbarhetsutveckling kan det få stora konsekvenser för framtida generationer som inte har möjligheten till en hållbar livsstil. Denna studie undersöker Sveriges kommuner och deras arbete med mätning av miljöarbetet samt miljöredovisning. Kommunernas hållbarhetsarbete har blivit allt viktigare i takt med att människans påverkan på miljön har uppmärksammats och organisationer förväntas ta ansvar för att minska sin miljöpåverkan. / The public sector is considered to hold a key responsibility for the further development of sustainability as they look to advance and shape the lives of people in society. However, it is considered difficult to give an overall picture of sustainability in municipalities where the term is vague and used in many different contexts, in some cases only because it is expected to be used. If municipalities are not successful in their sustainability work it could result in serious consequences for future generations, who will not have the possibility of a sustainable lifestyle. This study examines the municipalities and their work with measurements for environmental performance and sustainabillity reporting. The sustainability work of municipalities has become increasingly important as the human impact on the environment has been observed and organizations are expected to take responsibility for reducing their environmental impact.

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.

Submitted by Herson Mutterle dos Santos (herson@mutterle.com.br) on 2017-09-07T14:35:42Z No. of bitstreams: 1 Herson Mutterle - Dissertação (Proposta de um sistema de indicadores de desempenho de vendas na indústria de sementes de soja).pdf: 4638844 bytes, checksum: 192db083fb18db139025f54aff246894 (MD5) / Approved for entry into archive by Renata de Souza Nascimento (renata.souza@fgv.br) on 2017-09-11T15:45:06Z (GMT) No. of bitstreams: 1 Herson Mutterle - Dissertação (Proposta de um sistema de indicadores de desempenho de vendas na indústria de sementes de soja).pdf: 4638844 bytes, checksum: 192db083fb18db139025f54aff246894 (MD5) / Made available in DSpace on 2017-09-11T16:01:13Z (GMT). No. of bitstreams: 1 Herson Mutterle - Dissertação (Proposta de um sistema de indicadores de desempenho de vendas na indústria de sementes de soja).pdf: 4638844 bytes, checksum: 192db083fb18db139025f54aff246894 (MD5) Previous issue date: 2017-08-11 / A medição das variáveis que permeiam o ambiente de negócios é tema relevante no âmbito da administração de empresas contemporâneas. Essas medições são estruturadas por meio de Sistemas de Indicadores de Desempenho (SID), concebidos como instrumentos para subsidiar o processo decisório. Entretanto estudos evidenciam que diversas empresas não se utilizam de tal ferramenta em seu cotidiano. Realidade também das empresas que atuam nas cadeias de agronegócio dentre as quais se inserem as empresas produtoras de sementes de soja. Nesse sentido, esta dissertação teve como objetivo estruturar um SID cuja finalidade fosse instrumentalizar o processo decisório da força de vendas (SIDV) de empresas desse setor. Para isso, realizou-se uma revisão da literatura que permitiu identificar alguns modelos de SID amplamente utilizados que serviram de influência para o modelo aqui proposto. Esse se compõe de quatro fases e cada fase é subdividida em etapas que devem ser executadas sequencialmente para que se atinja o resultado planejado. A primeira fase consiste na análise da estratégia organizacional, onde são avaliadas as relações entre a missão da empresa, seus objetivos estratégicos e suas metas de negócio. Essa atividade permite identificar quais as metas relacionadas à área de vendas são prioridade e, portanto, devem ser desdobradas em nível de processo, possibilitando alinhamento entre o SIDV e o plano estratégico da organização. A segunda fase consiste na análise do processo do departamento de vendas. Esse é mapeado por meio da construção de um fluxograma que permita identificar as estruturas de decisão que o compõe e avaliar a sua capacidade de atender o plano estratégico da organização. A terceira fase compreende a estruturação do SIDV, onde são identificados e validados os indicadores que permitem, diante da estrutura de decisão avaliada, instrumentalizar o processo decisório. Esses são caracterizados e classificados de acordo com sua relevância. Posteriormente são estruturados por meio de uma interface que permita sua consulta pelos seus usuários. Na quarta fase, são realizados os testes para identificar possíveis falhas em sua concepção. Também são estabelecidos fluxos de retroalimentação para permitir a melhoria continua do SIDV. Essa fase se encerra com o lançamento oficial da ferramenta pela liderança da área. O modelo foi testado em uma empresa de atuação relevante no setor. Apesar de moderada resistência percebida na fase inicial, o principal desafio identificado se centrou no alinhamento entre as agendas dos membros do time de implementação. Isso exigiu um período importante para sua concepção e adequação às necessidades do negócio. Entretanto, não impediu concluir com eficácia os objetivos propostos por este trabalho. / The measurement of the variables that permeate the business environment is a relevant topic in the scope of the management of contemporary companies. These measurements are structured through Performance Indicator Systems (SIDs), designed as instruments to support the decision-making process. However, studies show that several companies do not use such a tool in their daily lives. Reality also of the companies that work in the chains of agribusiness, among which are included the companies producing soybean seeds. In this sense, this dissertation aimed at structuring a SID whose purpose was to instrumentalize the decision-making process of the sales force (SIDV) of companies in this sector. For this, a review of the literature was made that allowed to identify some widely used SID models that served as influence for the model proposed here. It consists of four phases and each phase is subdivided into steps that must be performed sequentially in order to achieve the planned result. The first phase consists of the analysis of the organizational strategy, where the relations between the company's mission, its strategic objectives and its business goals are evaluated. This activity allows to identify which goals related to the sales area are priority and, therefore, must be deployed at the process level, allowing alignment between the SIDV and the organization's strategic plan. The second phase consists of the analysis of the sales department process. This is mapped through the construction of a flowchart that allows identifying the decision structures that compose it and evaluating its ability to meet the strategic plan of the organization. The third phase comprises the structuring of the SIDV, in which the indicators are identified and validated, which allow, in view of the decision structure evaluated, to instrumentalize the decision-making process. These are characterized and classified according to their relevance. Subsequently, they are structured through an interface that allows their users to consult it. In the fourth phase, the tests are performed to identify possible flaws in their design. Feedback flows are also established to allow continuous improvement of SIDV. This phase closes with its official launch of the tool by the leadership of the area. The model was tested in a company of relevant performance in the sector. Despite moderate perceived resistance in the initial phase, the main challenge identified focused on the alignment between the agendas of the implementation team members. This required an important period for its design and suitability to the needs of the business. However, it did not prevent the successful conclusion of the objectives proposed by this study.

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.