绩效考核_老外的一份绩效管理讲义2

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 Outcomes Satisfaction 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 levelagency spoliciesandobjectivesaswellasannualprogramgoals 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 Output laborPartial 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 5 22 8 and 800 5 20 8 Staticmeasures onemonth 500units 880laborhours 0 57unitsperlaborhour500units 5persons 100unitsperperson600units 800laborhours 0 75unitsperlaborhour600units 5persons 120unitsperperson Dynamicmeasures onemonth 600 500 800 880 1 20 0 909 1 32or0 75 0 57 1 32 600 500 5 5 1 20 1 00 1 20or120 100 1 20 Nounitdimension KasetsartUniversity 20 BasicsonMeasurement Casestudyformulti orpartial factormeasure 5employeesproducing500outputunitsinonemonthbyworking22dayspermonthand8hoursperday Forthesecondmonth 600unitsweremadewith5employeesbutworking20dayswiththesameworkinghoursinoneday Theamountofmaterialsusedare1 000and1 250unitsrespectively Thepricefortheoutputsforthefirstandsecondmonthis 1 000perunitwhilethecostsoflaboroverthetwomonthsis 15perlaborhourand 150permaterialunit m2 formaterial 880 5 22 8 and 800 5 20 8 Multi orpartial factormeasuresareasfollows Month 1 500 1000 880 15 1000 150 3 06Month 2 600 1000 800 15 1250 150 3 01Months1and2 600 1000 500 1000 0 98 800 15 1250 150 880 15 1000 150 StaticRatio StaticRatio DynamicRatio KasetsartUniversity 21 BasicsonMeasurement Surrogatemeasuresrepresenttheimplicationofoutputsandinputsthataretobeexamined Nowadays theyareusedtoreflectupstreamanddownstreamaswell Transportationservices totalmileagetraveledortotalpassengermileagetraveledsuchastotalmiles busesortotalmiles employees etc Restaurantservices levelofsatisfaction revenue andprofitsuchasrevenue staffs levelofsatisfaction electricity 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 TotalTimeLostDuetoInjuries 1 000 000HoursWorked8 TotalTimeLostDuetoStrikes 1 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 ErrorinTimeEstimates TotalValueofEstimates DepartmentofEnergy USA NumberofHoursLostduetoAllEquipmentDowntimeasa ofTotalAvailableHours DepartmentofEnergy USA DeviationfromBudget DepartmentofEnergy USA VariationtoCostEstimates DepartmentofEnergy USA Examples KasetsartUniversity 31 Government Program project byDepartmentofTradeandIndustry UnitedKingdomTimePredictabilityonDesign ActualDurationatCommittoConstruct theEstimatedDurationatCommittoInvest theEstimatedDurationatCommittoInvest 100 TimePredictabilityonConstruction ActualDurationatAvailableforUse theEstimatedDurationatCommittoConstruct theEstimatedDurationatCommittoConstruct 100 CostPredictabilityonConstruction ActualCostatAvailableforUse theEstimatedCostatCommittoConstruct theEstimatedCostatCommittoConstruct 100DifferencesinthePlannedCompletionDurationandtheActualContract client agreed CompletionDurationasa oftheContract client agreed CompletionDurationTotalNumberofChangeOrdersIssuedbytheClient ProjectDurationTimeValueofworksubcontractedtoorsuppliedbyotherpartiesasa ofTotalProjectCost Examples KasetsartUniversity 32 Education Ofgraduateswhocanfindworkwithin6months Ofgraduateswhohavereceivedjoboffersfrommulti nationalcorporationsPublicationsininternationaljournals staffsPublicationsininternationaljournals researchprojects 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 Multipleoutputsintermsofproductsandservices 1truck 1car 1motorcycle 1repairwork 4units 1TV 1radio 2units KasetsartUniversity 36 BasicsonMeasurement PotentialProblems cont 3 Multipleinputs 10m2ofSpace 30m2ofMaterials 40m2 4 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 SinkandTuttle sSevenPerformanceCriteria 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 Sink PerformanceCriteriaInterrelationships VirginiaQualityandProductivityCenteratVirginiaTech KasetsartUniversity 46 MoreonSink s Qualitycheckpoint1 Qualitycheckpoint2 Qualitycheckpoint3 Qualitycheckpoint4 TQM ManagementofQualityat5Checkpoints Qualitycheckpoint5 KasetsartUniversity 47 MoreonSink s 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 Boss Etc Control Loop Perception Decision KasetsartUniversity 52 Transformation A B C AdministertheManagementProcess BuildtheBusiness improvement Catertocrises CurrentSituationSuggestsaLackofContinuousImprovementinOperationandWorkProcesses Source Hoehn 2002 KasetsartUniversity 53 Transformation A B C AdministertheManagementProcess visi