绩效考核_老外的一份绩效管理讲义

KasetsartUniversity,1,Topic:PerformanceManagement,KongkitiPhusavat,Ph.D.AssociateProfessorInternationalGraduatePrograminIndustrialEngineeringKasetsartUniversityBangkok,Thailand,KasetsartUniversity,2,Overview,Management,Functions:planning,coordinating,andcontrolling,Processes:measurement,analysis/evaluation,andimprovement,Emphasisontheorganizationalandfunctionallevel,KasetsartUniversity,3,Overview,Measurement:understandingofthetermKPIorperformancemeasures,identificationoftheKPI,applicationofMFPMM,audittoimproveKPIbylinkingwithpolicies,objectives,database,etc.,rationetworking,andtargetsetting,Analysis:trend/variationunderstandingwithMCPMT,benchmarkingprocess,andscorecardandroot-causeanalysis,Improvement:outsourcing,developmentofmanufacturingstrategies,integrationofknowledgelearnedonlogisticsandsupplierpartnership,KasetsartUniversity,4,Overview,Whatreflectsorrepresentsthetermperformance?,KaplanandNorton(1992):Financial,customer,internalbusiness,andinnovation/learning,SinkandTuttle(1989):Profitability,productivity,quality,qualityofworklife,innovation,effectiveness,andefficiency,Harper(1984):Productivity,unitcost,price,factorproportion,costproportion,productmix,andinputallocation,KasetsartUniversity,5,Introduction,Multi-national,national,andindustriallevels,Organizational,functional,program,andprojectlevels,Teamandindividuallevels,Individuallevel,Management,Workforces,Knowledgeandwhite-collar,Blue-collar,KasetsartUniversity,6,Introduction,Measuringproductivity/performancerequiresasystemviewofanorganizationoraunitofanalysis.Measuringproductivity/performanceiscommon.Understandingofimpactsfromlowproductivityiscriticalformanagement(competitiveness).Understandingofunitdimensionsanddefinitionsareessentialformeasurement.,KasetsartUniversity,7,Introduction,OngoingIssuesfor“Productivity”ManagementTotal-,multi-,andsingle-factorproductivityconsiderationCombinationofvariousinputfactors(considerationintoweightofeachinput,datacollectedsuchasintangibleassets,unitdimensions,reportingandinformationformatontabularand/orgraphicalforms,etc.)aswellasoutputfactors,KasetsartUniversity,8,Introduction,SystemViewofanOrganization,Downstream,Upstream,KasetsartUniversity,9,Purposesofperformancemeasurement:ToidentifywhetherwearemeetingcustomerrequirementsTohelpuseunderstandourprocessesToensuredecisionsarebasedonfacts,notonemotionToshowwhereimprovementsneedtobemadeToshowifimprovementsactuallyhappenedToidentifywhetherourcontractorsorsuppliersaremeetingourrequirements(DepartmentofEnergy,USA),Introduction,KasetsartUniversity,10,Performancemeasurementshouldbeusedandintegratedintoamanagementsystemandprocess,basedonthefollowingreasons.Control:Performancemeasurementhelpsreduceprocessvariation.Continuousimprovement:Performancemeasurementhelpsidentifydefectresources,processtrends,anddefectpreventionaswellasopportunitiesforimprovement.Needtohavefeedbackbymanagement:Performancemeasurementhelpsmangersandadministratorsrealizewhatistobedone,whatisbeingdone,whentotakecorrectiveandpreventiveactions,andwhentochangetheexpectation.(DepartmentofEnergy,USA),Introduction,KasetsartUniversity,11,Introduction,Downstreamoroutcomes:customers,users,consumers,buyers,andstakeholders(impacts,reaction,satisfaction,financialgrowth,sales,return,replacement,recall,survival,etc.),Upstream:providers,suppliers,contractors,andvendors(relationships,partnerships,contractualagreements,etc.),KasetsartUniversity,12,Introduction,Outputs,Intangible,Tangible,OutcomesSatisfaction,Expectation,DesirableImpacts,etc.,KasetsartUniversity,13,BasicsonMeasurement,Deming“Youcannotmanagewhatyoucannotmeasure.”“Youcannotmeasurewhatyoucannotdefine.”“Youcannotdefinewhatyoudonotunderstand.”,KasetsartUniversity,14,BasicsonMeasurement,MandatedbytheGovernmentPerformanceandResultsAct(GPRA)of1993Federalagenciesmustbeaccountableandfocusonimprovingservicequalityandcustomersatisfaction.CoupledwiththeGovernmentManagementReformActof1994whichemphasizesperformanceimprovementandopennessforannualfinancialaudit(i.e.,PART,activity-basedmanagement,performance-basedcontract,adaptiveprocessforplanningandbudgeting,ownershipcost,etc.),KasetsartUniversity,15,BasicsonMeasurement,The1993GovernmentPerformanceandResultsAct(GPRA)requiresthefollowing:(1)Establishingtop-levelagencyspoliciesandobjectivesaswellasannualprogramgoals(2)Defininghowtheagencyintendstoachievetheseobjectivesandgoals(3)Demonstratehowtheagencywillmeasureitsownperformance,includingtheprograms,KasetsartUniversity,16,BasicsonMeasurement,BushAdministration(2001):“Performancemeasurementisnotanannualevent;ratheritisacontinuousprocessrequiringclearperformanceexpectations,periodicfeedbackforreview,andanalysisforimprovement.”BushAdministration(2001):“Performancemeasurementisnotanoption;theonlyquestionishowwellitisdone.”,KasetsartUniversity,17,BasicsonMeasurement,Measurement:understandingonstatic/dynamicmeasure,andtotal-/partial-/single-factormeasure,andsurrogatemeasure,KasetsartUniversity,18,BasicsonMeasurement,Single-factormeasure:OutputlaborPartial-ormulti-factormeasure:Output(labor+material)Total-factormeasure:Output(labor+material+capital+machine+facility+utility+information),KasetsartUniversity,19,BasicsonMeasurement,Casestudyforsingle-factormeasure(laboronly):5employeesproducing500outputunitsinonemonthbyworking22dayspermonthand8hoursperday.Forthesecondmonth,600unitsweremadewith5employeesbutworking20dayswiththesameworkinghoursinoneday.880=5228and800=5208,Staticmeasures(onemonth):500units880laborhours=0.57unitsperlaborhour500units5persons=100unitsperperson600units800laborhours=0.75unitsperlaborhour600units5persons=120unitsperperson,Dynamicmeasures(onemonth):(600500)(800880)=1.200.909=1.32or0.750.57=1.32(600500)(55)=1.201.00=1.20or120100=1.20Nounitdimension!,KasetsartUniversity,20,BasicsonMeasurement,Casestudyformulti-orpartial-factormeasure:5employeesproducing500outputunitsinonemonthbyworking22dayspermonthand8hoursperday.Forthesecondmonth,600unitsweremadewith5employeesbutworking20dayswiththesameworkinghoursinoneday.Theamountofmaterialsusedare1,000and1,250unitsrespectively.Thepricefortheoutputsforthefirstandsecondmonthis$1,000perunitwhilethecostsoflaboroverthetwomonthsis$15perlaborhourand$150permaterialunit(m2)formaterial.880=5228and800=5208,Multi-orpartial-factormeasuresareasfollows.Month#1:(5001000)(88015)+(1000150)=3.06Month#2:(6001000)(80015)+(1250150)=3.01Months1and2:(6001000)(5001000)=0.98(80015)+(1250150)(88015)+(1000150),StaticRatio,StaticRatio,DynamicRatio,KasetsartUniversity,21,BasicsonMeasurement,Surrogatemeasuresrepresenttheimplicationofoutputsandinputsthataretobeexamined.Nowadays,theyareusedtoreflectupstreamanddownstreamaswell.“Transportationservices”=totalmileagetraveledortotalpassengermileagetraveledsuchastotalmilesbusesortotalmilesemployees,etc.“Restaurantservices”=levelofsatisfaction,revenue,andprofitsuchasrevenuestaffs,levelofsatisfactionelectricity,etc.“qualitystudents,”“innovationinproductdevelopment,”“qualityofworklifeforofficeworkers,”andsoon,KasetsartUniversity,22,BasicsonMeasurement,PerformanceMeasuresorKPIs,QuantitativeKPIs,DescriptiveKPIs,RatioFormat,DataReliabilityandAccuracy,QuestionnaireFormat,OccurrenceFormat,Size,weight,scale,reliability,andcomprehensive-ness,Weight,scale,accuracy,andcomprehensive-ness,DefinitionofTerms,Non-ratioFormat,Cross-ratioFormat,Cross-ratioFormat,KasetsartUniversity,23,BasicsonMeasurement,Ratioformat:usefulforidentifyingKPIaswellasenhancingthequalityofinformationandofinformationanalysisNormalizationfortrendanalysis,benchmarking,etc.Considerationintochangesinanorganization(suchastakeover,newproductintroduction,etc.),KasetsartUniversity,24,PastandPresentProjects:InternalBenchmarkingforElectricityGeneratingAuthorityofThailand(EGAT)onGenerationandTransmissionCounterpartonBehalfofProvincialElectricityAuthority(PEA):PWCReportonProductivityandEfficiencyBenchmarkingwith5OtherPublicUtilities(PreparedfortheMinistryofEnergy)InternalBenchmarkingforPEAonDistribution,KasetsartUniversity,25,BasicsonMeasurement,IssuesofMeasurement“Robustness”(financialandnon-financialdimensionssuchasweight,distance,volume,time,utilityconsumption,andsoon):Labor:$,hours,andheadcountsMaterials:$,kilograms,m3,andm2Space:$andm2Machines:$andhours,KasetsartUniversity,26,BasicsonMeasurement,Robustness,KasetsartUniversity,27,SystemAvailability,Reliability(Uptime),Maintainability(Downtime),OperatingTime,Standby,ActiveMaintenanceTime,DelayTime,CorrectiveTime,PreventiveTime,Logistics,Administration,BasicsonMeasurement,Robustness,KasetsartUniversity,28,BusinessandIndustries1.BadDebtasa%ofRevenue2.UnplannedOvertimeasa%ofOvertime3.%OfSupplierswith100%LotAcceptanceoverOneYear4.%OfShipmentsRequiringMoreThanOneAttempttoInvoice5.%OfCustomersUsing“Invoiceless”Processing6.RecycledMaterialValuesasa%ofPurchasedMaterialValues7.TotalTimeLostDuetoInjuries1,000,000HoursWorked8.TotalTimeLostDuetoStrikes1,000HoursWorked9.%OfQualifiedSuppliersandSubcontractorsReceiving90%ofTotalPurchasedValue,Examples,KasetsartUniversity,29,BusinessandIndustries%OfRequestsforEngineeringActionsOpenforMoreThanTwoWeeksSparePartsCostafterWarrantyasa%ofTotalCostSuggestedbyDesignTeamsStandardPartsinNewReleasesasa%ofTotalParts%OfPartswithTwoorMoreSuppliersSupplierswithQualityandProductivityImprovementProgramsasa%ofTotalSuppliers%OfEmploymentRequestedFilledonScheduleAverageTimetoProcessHealthandAccidentInsuranceClaims%OfEmployeesWhoHaveNotBeenTrainedinthePast12Months,Examples,KasetsartUniversity,30,Government(Function)InformationTechnologyExpendituresasa%ofRevenue(GovernmentofNewSouthWales,Australia)RecycledMaterialValuesasa%ofPurchasedMaterialValues(GovernmentofNewSouthWales,Australia)%OfLateReports(DepartmentofEnergy,USA)%OfErrorsinReports(DepartmentofEnergy,USA)ErrorsReportedbyOutsideAuditorsasa%ofTotalErrors(DepartmentofEnergy,USA)ErrorinTimeEstimatesTotalValueofEstimates(DepartmentofEnergy,USA)NumberofHoursLostduetoAllEquipmentDowntimeasa%ofTotalAvailableHours(DepartmentofEnergy,USA)%DeviationfromBudget(DepartmentofEnergy,USA)%VariationtoCostEstimates(DepartmentofEnergy,USA),Examples,KasetsartUniversity,31,Government(Program/project)byDepartmentofTradeandIndustry,UnitedKingdomTimePredictabilityonDesign=(ActualDurationatCommittoConstruct-theEstimatedDurationatCommittoInvest)theEstimatedDurationatCommittoInvest100.TimePredictabilityonConstruction=(ActualDurationatAvailableforUse-theEstimatedDurationatCommittoConstruct)theEstimatedDurationatCommittoConstruct100.CostPredictabilityonConstruction=(ActualCostatAvailableforUse-theEstimatedCostatCommittoConstruct)theEstimatedCostatCommittoConstruct100DifferencesinthePlannedCompletionDurationandtheActualContract(client-agreed)CompletionDurationasa%oftheContract(client-agreed)CompletionDurationTotalNumberofChangeOrdersIssuedbytheClientProjectDurationTimeValueofworksubcontractedtoorsuppliedbyotherpartiesasa%ofTotalProjectCost,Examples,KasetsartUniversity,32,Education%Ofgraduateswhocanfindworkwithin6months%Ofgraduateswhohavereceivedjoboffersfrommulti-nationalcorporationsPublicationsininternationaljournalsstaffsPublicationsininternationaljournalsresearchprojects%Oflaboratoryequipmentinuse%Oftextsinelectivecoursesthathavebeenpublishedinthepast10years%Ofcoursesthathaveadaptedtheuseofmulti-mediasoftware%Ofincomingstudentsfromtop-tierhighschools,Examples,KasetsartUniversity,33,OccurrenceFormat(Source:FedExfromNeely,1998),DescriptiveKPIs,#,Score,Points,KasetsartUniversity,34,BasicsonMeasurement,Data,Performancemeasurement,Information,Rolesofmeasurementistoconvertdatatoinformationfordecision/actions.Analysisofinformationforimprovement(interventionsandbudgeting),andratingandranking(externalparties)HRconsideration(tobereferredtoasappraisalnotmeasurement,andtoberelatedtofunctionaljobanalysis)involvespay-scale,parhike,placement,skilldevelopment,promotion,etc.Thisisnotthefocusofthematerial!,KasetsartUniversity,35,BasicsonMeasurement,PotentialProblems:Lackofknowledgeoninputsandoutputsintermsofpriorityandimpacts(Whataretheprimaryinputs?Whatconstitutestheprimaryoutputs?Whatrepresentstheinputsandoutputs?Currentdatabeingcollected?)Multipleoutputsintermsofproductsandservices1truck+1car+1motorcycle+1repairwork4units1TV+1radio2units,KasetsartUniversity,36,BasicsonMeasurement,PotentialProblems(cont.):3.Multipleinputs10m2ofSpace+30m2ofMaterials40m24.Considerationmustbemadeintoatime-effectforusinginputstogenerateoutputs.Outputs(labor+materials)Outputs(labor+newinvestmentcapital),KasetsartUniversity,37,BasicsonMeasurement,PotentialProblems(cont.):5.Integrationwiththedatabase(Isthedatabaserobustenough?)6.Rapidchangesinprices(perunitofoutputs)andcosts(perunitofinputs).Youmustbeabletodifferentiatethecontributionstotheprofitswhethertheyarefromtheproductivityimprovementorthechangesinunitprice/cost.,KasetsartUniversity,38,0,2,3,4,5,1,Unitassumeconstant,Arbitraryorigin,IntervalScale(useofmeanandstandarddeviation)suchastemperatureandposition,2nd,3rd,4th,5th,1st,Nounitbetweentwopoints,Order,OrdinaryScale(useofmedianandpercentiles)suchaspreferenceandstreetnumbers,BasicsonMeasurement,KasetsartUniversity,39,0,2,3,4,5,1,Constantunit,Non-arbitraryzero,RatioScale(useofmeanandstandarddeviation)suchaslengthandtime,NominalScale(useofmode)suchasassignmentofnumbersforqueuingorsportteams,BasicsonMeasurement,KasetsartUniversity,40,%,Month,ScrapandRework-to-SalesRatio(in%)DefinitionSale:thevalueofgoodsandservicessoldduringtheperiod($)ScrapandRework:thevalueintermsofcostwithrespecttodirectlabor,material,andotherindirectsupport($),Startingpoints,variation,trends,andsatisfaction?,BasicsonMeasurement,KasetsartUniversity,41,LinkingwithAnalysis/evaluation,Internalanalysis/evaluation(comparisonwithpastperformanceintermsoftrendandvariation,andwiththeinternally-establishedtargets,expectation,andanticipation)Externalanalysis/evaluation(comparisonwithstandards,benchmarks,industrialaverageswithrespecttotheindustries/clusters,benchmarkingpartners,andcompetitors),KasetsartUniversity,42,LinkingwithImprovement,Desirableimpactsshouldbeanticipatedpriortoimprovementinterventions.Forexample,toimproveproductivity,onemayexpectatleastoneofthefollowingfivedesirableimpacts.,OutputInput,OutputInput,OutputInput,OutputInput,OutputInput,KasetsartUniversity,43,MoreonMeasurement,DepartmentofEnergy,USAon“PerformanceFramework”,SinkandTuttlesSevenPerformanceCriteria,Profitability/budgetability,Productivity,Innovation,Efficiency,QualityofWorkLife,Effectiveness,Quality,KasetsartUniversity,44,MoreonMeasurement,Definitions:Efficiency:Degreetowhichthesystemutilizesthe“right”thing.Thisdefinitionmayberepresentedbytheratioof“Resourcesplannedforconsumption”to“Actualconsumptionofresources.”Effectiveness:Degreetowhichthesystemaccomplishesthe“right”thing.Thisdefinitionmayberepresentedbytheratioof“Actualoutputs”to“Plannedoutputs.”Profitability/budgetability:Abilitytogenerateprofit/revenuebasedonresourcesconsumedProductivity:RelationshipsbetweenoutputsgeneratedandresourcesconsumedforoutputgenerationQuality(anywhereintheprocessmodel):Degreetowhichthesystemconformstorequirements,specification,orexpectations.Innovation:Abilitytochangeovertimewithinprocessesoroperations,andproducts/servicesofferedinthemarket.QualityofWorkLife:Reflectingonhowpeoplefeeltowardtheirworkplace.Feelingindrivenbyfactorssuchaspay,safety,culture,relationshipswithco-workersandsupervisors,flexibility,autonomy,etc,KasetsartUniversity,45,SinkPerformanceCriteriaInterrelationships,VirginiaQualityandProductivityCenteratVirginiaTech,KasetsartUniversity,46,MoreonSinks,Qualitycheckpoint1,Qualitycheckpoint2,Qualitycheckpoint3,Qualitycheckpoint4,TQM=ManagementofQualityat5Checkpoints,Qualitycheckpoint5,KasetsartUniversity,47,MoreonSinks,KasetsartUniversity,48,MoreonMeasurement,Definitions:Effectiveness:Aprocesscharacteristicindicatingthedegreetowhichtheprocessoutput(workproduct)conformstorequirements(Arewedoingtherightthings?)Efficiency:Aprocesscharacteristicindicatingthedegreetowhichtheprocessproducestherequiredoutputatminimumresourcecost.(Arewedoingthethingsright?)Quality:Degreetowhichaproductorservicemeetscustomerrequirementsandexpectations.Timeliness:Degreetowhichaunitofworkwasdonecorrectlyandontime.Criteriamustbeestablishedtodefinewhatconstitutestimelinessforagivenunitofwork.Thecriterionisusuallybasedoncustomerrequirements.Productivity:Reflectingthevalueaddedbytheprocessdividedbythevalueofthelaborandcapitalconsumed.Safety:Degreetowhichtheoverallhealthoftheorganizationandtheworkingenvironmentofitsemployees.,KasetsartUniversity,49,MoreonMeasurement,FamilyofMeasuresFramework,Profitability,Productivity,ExternalQuality,InternalQuality,OtherQuality,Definitions:Profitability:RelationshipsbetweenOutputsGeneratedandResourcesConsumedforoutputgenerationProductivity:Thevalueaddedbytheprocessdividedbythevalueofthelaborandcapitalconsumed.ExternalQuality:Measureswhetheraunitofworkwasdonecorrectlyandontimealsomeetscustomerrequirementsandexpectations.InternalQuality:Aprocesscharacteristicindicatingthedegreetowhichtheprocessproducestherequiredoutputatminimumresourcecost.(Arewedoingthethingsright?)OtherQuality:Measurestheoverallhealthoftheorganizationandtheworkingenvironmentifitsemployees.Abilitytochangeovertimewithinprocessesoroperations,andproducts/servicesofferedinthemarket,KasetsartUniversity,50,Transformation,Kurstedth,1990(ManagementSystemsLaboratoryatVirginiaTech),KasetsartUniversity,51,Transformation,SinkandTuttle,1989,I/OAnalysisVision/StrategyReportDesignDataCollectionDesignDataAnalysisTechniques,NormalDirection,Manager,ManagementTeam,Employees,MeasurementAndEvaluation,Systems,Output/Visibility,MeasurementAnd,Evaluation,ToolsandTechniques:,DataMassagingProcess,Organizational,System,Improvement,Intervention,AndTechniques,Measurement,Techniquesand,Systems:Data,CollectionProcess,Upstream,Systems,Downstream,Systems,Action,Measurement,Data,Portrayal,OtherAudiences:,UpperManagement,GAO,OMB,B