Hello,

We just received this template from upper management to be used for our key indicators in 2008, has anyone ever seen this template or used something similar? Reminded me of an SPC chart without the visual. Any suggestion or help is appreciated!

Thanks

Can you populate it with some examples and sample data so that we can see how it is used?

I'm all for graphs, but I much prefer colour-coding when it comes to KPIs (i.e., green, yellow, red).

Hello,

We just received this template from upper management to be used for our key indicators in 2008, has anyone ever seen this template or used something similar? Reminded me of an SPC chart without the visual. Any suggestion or help is appreciated!

Thanks

Were you given any instructions for using it?

Sorry, no instructions on how to use it as of today and I didn't get a sample to follow or data to populate. Very vague that is why I'm asking if anyone have seen or used this before.

I've seen it used somewhere else before in another company, but can't remember, must be old age!:D

Thanks

Is it for your process measures or it is for appraisal.....Why it is given to you

Not sure the spreadsheet is going to do much of anything... there are no formulas.... :confused:

I'm with everyone else...... :confused:

I have not seen this before, nor can I work out how to use it!

Hello,

We just received this template from upper management to be used for our key indicators in 2008, has anyone ever seen this template or used something similar? Reminded me of an SPC chart without the visual. Any suggestion or help is appreciated!

Thanks

Hello quality1,

This reminds me of Dr. W. Edwards Deming's Point #10:

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

Eliminate work standards (quotas) on the factory floor. Substitute leadership.
Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

I hope you can get this "chart" figured out.

Stijloor.

Hello quality1,

This reminds me of Dr. W. Edwards Deming's Point #10:

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

Eliminate work standards (quotas) on the factory floor. Substitute leadership.
Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

I hope you can get this "chart" figured out.

Stijloor.

:topic: Never understood this in that it does seem to contradict an element of ISO9001 (yes I know Deming came before ISO9000!). 9001 clearly states the need for objectives and the compentant measurement and monitoring of performance data in line with setting and acheiving these objectives!

I would be interested to know if there is anyone out there (presumably without ISO9001) that does not set objectives as Deming advises?

:topic: Never understood this in that it does seem to contradict an element of ISO9001 (yes I know Deming came before ISO9000!). 9001 clearly states the need for objectives and the compentant measurement and monitoring of performance data in line with setting and acheiving these objectives!

I would be interested to know if there is anyone out there (presumably without ISO9001) that does not set objectives as Deming advises?

Hello Manix,

Deming's biggest objection was that goals and objectives are often established without a system to support it. If you have access to "Out of the Crisis", I recommend reading Chapter 2: "Principles for Transformation" Pages 75-77, 11b Eliminate numerical goals for people in management. Great reading! It still is.

Deming begins by stating "Internal goals set in the management of a company, without a method, are a burlesque."

You may want to get hold of this classic. Makes one think.....

Here is a Google preview (http://books.google.com/books?id=LA15eDlOPgoC&printsec=frontcover&dq=out+of+the+crisis&sig=KRyr8qElP2vnmLZ8WLAqbcrGTnA#PPA75,M1)from "Out of the Crisis." Scroll down to page 75!

Stijloor.

Sometimes we all know by "number" can encourage individual to individual competative and at the end they will act "silo" thinking in a company which is not good for team work implementation.

But another hand, when we set the goal for a year we must have the indicator for performance measurement which commonly is the "number" that we must meet so that we can get the increment, promotion......

People sometime confuse, we can say without competative we will not move forward for improvement that is why most of the organization here "highest level" say MD will work on contract basis. It is hard to justify if we do not have the "number" at the end to measure the performance. :frust:

Thanks for your comments, I did meet with my boss today and hey it's clear as "mud". This template is to be used for our key process indicator. The "0" represent the target and "+" or "-" represent current measurement of your process for that month.

So I guess my dept. goals has to be set under 100% or else I'll never be on the positive side right?:lol:

Funny that we already established key measurements for each of our dept and now it's back to the drawing board!

more to come this Monday!

thanks

Thanks for your comments, I did meet with my boss today and hey it's clear as "mud". This template is to be used for our key process indicator. The "0" represent the target and "+" or "-" represent current measurement of your process for that month.

So I guess my dept. goals has to be set under 100% or else I'll never be on the positive side right?:lol:

Funny that we already established key measurements for each of our dept and now it's back to the drawing board!

more to come this Monday!

thanks

Just like the old days of paper SPC charting. We used to code the data to save needing a calculator. I think it is a great tool to have people create goals and track their performance monthly. It would be real easy to analyze the +'s and -'s and watch for performance trends. Sorry, the previous life in senior management creeping out of me again:mg:. I just hope it is used for constructive purposes and as a tool to assist you in and others with needed resources.

I have attached something to think about when you are working on your business objectives. It is some of the information I teach in my business metrics class and is the current subject of my quarterly newsletter.

We use something along this format for one section of our KPIs, our reort is a SAP platform. The section that looks like your spreadsheet is the output. We have a data entry front end, and all of the formulas are hardcoded within the SAP program. We also have a color code and symbol for Staus & Trend for each KPI so upper management can skim the colors.

Hai!

I have attached the key measurables viewed by our management in a monthly basis.
If there are any views, U r welcome (else) this is for sharing to the forum.

:cool:

Hai!

I have attached the key measurables viewed by our management in a monthly basis.
If there are any views, U r welcome (else) this is for sharing to the forum.

:cool:

A great list of core measurables here for anyone looking for ideas of what to track. I did notice one area that I usually stress to clients is missing from the list, "Employee Wellfare". This can be done many ways. Here are a couple for thought.
Safety: accident / incident rate, number of accidents, housekeeping (5-S audits)
Employee Satisfaction: Suggestion program, Employee involvement programs, Team goals attainment

Update, after a month of trying to get all departments to use this form as a quick indicator for performance, it was discontinued because some department's goal was set a 100% and this wouldn't work...:o

Hello Manix,

Deming's biggest objection was that goals and objectives are often established without a system to support it. If you have access to "Out of the Crisis", I recommend reading Chapter 2: "Principles for Transformation" Pages 75-77, 11b Eliminate numerical goals for people in management. Great reading! It still is.

Deming begins by stating "Internal goals set in the management of a company, without a method, are a burlesque."

You may want to get hold of this classic. Makes one think.....

Here is a Google preview (http://books.google.com/books?id=LA15eDlOPgoC&printsec=frontcover&dq=out+of+the+crisis&sig=KRyr8qElP2vnmLZ8WLAqbcrGTnA#PPA75,M1)from "Out of the Crisis." Scroll down to page 75!

Stijloor.


Certainly can't speak for Dr. Deming, but I think the key is "...goals without a system." I have long argued that well crafted goals with a good management system is an excellent practice. Meaningless, unachievable goals are, well, meaningless! I thiink that is the good Doctor's point.

Make good, meaningful objectives, and create the system to get your team there.

Hello,

We just received this template from upper management to be used for our key indicators in 2008, has anyone ever seen this template or used something similar? Reminded me of an SPC chart without the visual. Any suggestion or help is appreciated!

Thanks

I like red, yellow and green numbers better. More clear, more direct, more visual.

Everyone should be one the same page about the data this chart is intended to convey. That me finding out from its originator(s) what they want done with it. Good luck.

We run a KPi system similar to the one you have shown. On our system, each department has 3 or 4 criteria to monitor. We determine before hand, what is to be measured, why we started it, how it is measured, and from either historical data or from given specs, an upper and lower limit is given.

The numbers are simply filled in by the department concerned. The use of the data is another issue. Some of the data is simply to log trends. In some cases either QA or accounting need to to take corrective action based on the trend. In some cases, we compare data to determine reasons for trends.

An example hypothetically - KPI - IT repair costs, done by IT technician, monthly - values obtained by amounts in $ from order forms. Why - to get a handle on costs of maintenance vs new machines. Limits determined - lower limit = cost of a new machine last year divided by twelve to get a per month value, upper limit estimated cost of a new machine this year divided by 12. Then we look at the numbers. If we see that maintenance is more expensive than a new machine or tending that way, we would cut our losses and replace. If maintenance is cheaper - then we carry on.

We use the system to look at production output volumes, vs raw material purchases to determine shrinkage trends, number of new products vs sales etc. It works well, but - as its name suggests it is only an indicator - and needs to be tracked for a period, and seen against external influencing factors to hold any value.

The system works alot like tracking shares or currency exchange and is a quick indicator of what is happening at a point in time. Ours is done in Lotus Notes.

Hope this helps