J
Roxane,
Thank you for your e-mail!
I would like to answer your questions on my previous message with proposed performance indicators (your questions in Italic and my answers in Bold).
1. PROCESS AND SERVICE MEASUREMENT
No. INDICATOR
1 Customer feedback Is this for surveys sent out/questions asked or for the number of Customers that reply?It is for Customers that reply. We also compare this metric with % of sent qustionnaires or with projects completed (I mean that we are eager to gain Customer feedback for all completed projects).
2 Satisfied, %
3 Unsatisfied, % What determines is they are satisfied or unsatisfied? We send Customer post-project questionnaires and assess them filled.
5 Tenders won, % What about tenders submitted? I mean you send out one, win it and have a 100% KPI....or you could send out 50, win 45 and have 90% KPI. The % doesn't mean much to me as it doesn't show truly how busy and successful we wereWe are the project company. It means that we always win our contracts. If we winned just one tender from one in last year it only means that we gained a very large project for a year. Anyway, I agree with youre comments. But I think that this metric will be useful for us.
6 Large projects, % What consitutes a large project? we can define large projects using some parameters, for example, term of project, resources, cost and so on.
7 Customer complaints, No. Just a thought here...we divide our Customer Complaints into 4 types - Invoicing, Service-Sales, Service-Mill and Quality. It allows for a better analysis of our Customer Complaints so that we can take steps to reduce them.
12 Outsourcers involved in projects, No Would you not want percentage here...maybe two Indicators? One showing the % of projects where outsourcing was involved and the number of outsources involved per project? I meant a total number of outsource per year or per project.
2. PERSONNEL ACHIVEMENTS
No. INDICATOR
1 Participation in projects, % How is this measured? And what if the person is only assigned to non-large projects? Do they score low in #2 by no fault of their own? I think that we can only measure personnel involvement for each project, in % of total company personnel.
4 Senior staff, % Could you explain #4 and #5 to me, please? I'm not sure what you are measuring here. We have a company structure, where we define top management, senior and junior levels. We can determine a percentage criteria to measure staff balance. The same for various discipline balance.
5 Junior staff, %
6 Discipline balance Could you explain #6 and #7 to me please? I'm not sure what you are measuring here. See above.
7 Staff histogram Increase in staff number per year
As most people where I work are part of a team, it is the team's perfomance that is assessed. However, there are some individual Key Indicators that focus on outstanding training > 60 days (i.e., they still have people to train beyond 60 days after the documents release) and Employee Requests (i.e., suggestion box) open > 60 days.
3. HR MEASUREMENT
No. INDICATOR
1 Training, %
2 Training (% of planned)
3 Approved trainers No, % of personnel Is this number supposed to go up or remain constant? This number, certainly, suppose to up
4 Staff No. Same comment as above.See above
5 PC No
6 Staff with PC, %
7 Geotechnical staff, %
Our HR departments focuses on safety related issues, outstanding training > 60 days, and Employee Requests. I would like also to add internal and external training and training needs.
4. PROCUREMENT MEASUREMENT
No. INDICATOR
1 Choice of successful suppliers, %
2 Complaints to suppliers from Company, No.
3 Complaints from customers on Company outsource, No.
4 Customer satisfied, %
5 PO Nos.
6 Order confirmation Nos 9% of PO)
What about Supplier Reviews being conducted? Or successful Supplier Reviews? I think that successful supplier reviews will be a good indicator.
5. MARKETING MEASUREMENT
No. INDICATOR
1 Respondents to Customer survey, % of sent questionnaires Does this repeat #1-#3 of Process and Service Measurement?[/quote] I repeated some indicators because I think that they are important for several processes.
2 Tender preparation manhours
3 % of tender preparation (versus total manhours)
3 % of successful tenders Is this the same as #5 of Process and Service Measurement? See above
4 Presentations to potential customers, No.
5 Customer Audits No. You audit Customers? Interesting. Could you tell me more about this, please? Sorry, it was mistake. I meant Customer's audit of our company. I think that we just can evaluate potential customers using information gained fron some sources and decide to present ourselves.
6 Pre-qualification questionnaires filled and submitted No.
7 Implemented preventive actions No. I would think that everyone is capable of implementing preventive actions yet so far this is the first department to have it as an indicator. Yes, I think that we can use this indicator in several areas.
6. MANAGEMENT
No. INDICATOR
1 Management personnel, % Is this number supposed to go up or remain constant? I think that this number remains constant. It depends on company targets.
2 Customers satisfied with project management, No., % Which Customers and how will you measure this? Through customer feedback questionnaires.
3 Complaints No.
When you say Management are you referring to senior management, all management, or project management? I mean company top management
7. AUDITS
Compliance with audit plan
Completed audits versus planned, %
Corrective actions No. Do you expect this number to go up or remain constant? Be careful....a high number of corrective actions does not necessarily mean a good audit I think that this number should remain constant or decrease.
Audit reccomendations made versus accepted, %
You have Complaints in a lot of departments. How will they be obtaining the data for their indicators? Have you considered having one department be the central data collector? Yes, we have a central data collector
Also we need to define targets for all mentioned indicators.
Thank you for your e-mail!
I would like to answer your questions on my previous message with proposed performance indicators (your questions in Italic and my answers in Bold).
1. PROCESS AND SERVICE MEASUREMENT
No. INDICATOR
1 Customer feedback Is this for surveys sent out/questions asked or for the number of Customers that reply?It is for Customers that reply. We also compare this metric with % of sent qustionnaires or with projects completed (I mean that we are eager to gain Customer feedback for all completed projects).
2 Satisfied, %
3 Unsatisfied, % What determines is they are satisfied or unsatisfied? We send Customer post-project questionnaires and assess them filled.
5 Tenders won, % What about tenders submitted? I mean you send out one, win it and have a 100% KPI....or you could send out 50, win 45 and have 90% KPI. The % doesn't mean much to me as it doesn't show truly how busy and successful we wereWe are the project company. It means that we always win our contracts. If we winned just one tender from one in last year it only means that we gained a very large project for a year. Anyway, I agree with youre comments. But I think that this metric will be useful for us.
6 Large projects, % What consitutes a large project? we can define large projects using some parameters, for example, term of project, resources, cost and so on.
7 Customer complaints, No. Just a thought here...we divide our Customer Complaints into 4 types - Invoicing, Service-Sales, Service-Mill and Quality. It allows for a better analysis of our Customer Complaints so that we can take steps to reduce them.
12 Outsourcers involved in projects, No Would you not want percentage here...maybe two Indicators? One showing the % of projects where outsourcing was involved and the number of outsources involved per project? I meant a total number of outsource per year or per project.
2. PERSONNEL ACHIVEMENTS
No. INDICATOR
1 Participation in projects, % How is this measured? And what if the person is only assigned to non-large projects? Do they score low in #2 by no fault of their own? I think that we can only measure personnel involvement for each project, in % of total company personnel.
4 Senior staff, % Could you explain #4 and #5 to me, please? I'm not sure what you are measuring here. We have a company structure, where we define top management, senior and junior levels. We can determine a percentage criteria to measure staff balance. The same for various discipline balance.
5 Junior staff, %
6 Discipline balance Could you explain #6 and #7 to me please? I'm not sure what you are measuring here. See above.
7 Staff histogram Increase in staff number per year
As most people where I work are part of a team, it is the team's perfomance that is assessed. However, there are some individual Key Indicators that focus on outstanding training > 60 days (i.e., they still have people to train beyond 60 days after the documents release) and Employee Requests (i.e., suggestion box) open > 60 days.
3. HR MEASUREMENT
No. INDICATOR
1 Training, %
2 Training (% of planned)
3 Approved trainers No, % of personnel Is this number supposed to go up or remain constant? This number, certainly, suppose to up
4 Staff No. Same comment as above.See above
5 PC No
6 Staff with PC, %
7 Geotechnical staff, %
Our HR departments focuses on safety related issues, outstanding training > 60 days, and Employee Requests. I would like also to add internal and external training and training needs.
4. PROCUREMENT MEASUREMENT
No. INDICATOR
1 Choice of successful suppliers, %
2 Complaints to suppliers from Company, No.
3 Complaints from customers on Company outsource, No.
4 Customer satisfied, %
5 PO Nos.
6 Order confirmation Nos 9% of PO)
What about Supplier Reviews being conducted? Or successful Supplier Reviews? I think that successful supplier reviews will be a good indicator.
5. MARKETING MEASUREMENT
No. INDICATOR
1 Respondents to Customer survey, % of sent questionnaires Does this repeat #1-#3 of Process and Service Measurement?[/quote] I repeated some indicators because I think that they are important for several processes.
2 Tender preparation manhours
3 % of tender preparation (versus total manhours)
3 % of successful tenders Is this the same as #5 of Process and Service Measurement? See above
4 Presentations to potential customers, No.
5 Customer Audits No. You audit Customers? Interesting. Could you tell me more about this, please? Sorry, it was mistake. I meant Customer's audit of our company. I think that we just can evaluate potential customers using information gained fron some sources and decide to present ourselves.
6 Pre-qualification questionnaires filled and submitted No.
7 Implemented preventive actions No. I would think that everyone is capable of implementing preventive actions yet so far this is the first department to have it as an indicator. Yes, I think that we can use this indicator in several areas.
6. MANAGEMENT
No. INDICATOR
1 Management personnel, % Is this number supposed to go up or remain constant? I think that this number remains constant. It depends on company targets.
2 Customers satisfied with project management, No., % Which Customers and how will you measure this? Through customer feedback questionnaires.
3 Complaints No.
When you say Management are you referring to senior management, all management, or project management? I mean company top management
7. AUDITS
Compliance with audit plan
Completed audits versus planned, %
Corrective actions No. Do you expect this number to go up or remain constant? Be careful....a high number of corrective actions does not necessarily mean a good audit I think that this number should remain constant or decrease.
Audit reccomendations made versus accepted, %
You have Complaints in a lot of departments. How will they be obtaining the data for their indicators? Have you considered having one department be the central data collector? Yes, we have a central data collector
Also we need to define targets for all mentioned indicators.
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