SMART KPIs. Characteristics of good KPIs. 1. Simple 2. Practical 3. Specific 4. Measurable 5. Attainable 6. Relevant 7. Time-bounded 8. Dynamic 2. “Simple” easily understandable and not sophisticated “Practical”
easily understandable and not sophisticated
easily workable and get to the point
‘Reduce expense’ is definitely not specific KPIs should
detail what expense specifically to be reduced, electric
or traveling expense or….etc.
From previous example KPIs must also be specified the target of the reduction, such as reduce electric bills down10%.
KPIs must be attainable and also challenging. If target is set too low or too high staff may be de-motivated.
KPIs must be relevant to Organization targets so everyone is heading to the same target same direction
Indicate when the target should be reached so staff know how much time they have.
change overtime and benchmarking
HUMAN RESOURCE MANAGEMENT
Case 1 : New Port News Shipbuilding’s
“ We shall build good ships here – at the profit if we can
– at the loss if we must – but always good ships. ”
“ To improve the quality of home life by
designing, building, marketing, and servicing
the best appliances in the world.”
“Harley Davidson,Inc. is an action-oriented,international
company, a leader in its commitment to continuously improve
our mutually beneficial relationships with stakeholders
[ customers, suppliers,employees, shareholders, governments
and society ]
We believe the key to success is to balance stakeholders’
interests through the empowerment of all employees to focus
on value-added activities.”
Case 4 : วิสัยทัศน์และพันธกิจของปตท.
VISION The leading petroleum exploration and production company with operational excellence, international best practices, and world-class competitive strengthsMISSIONTo conduct our core business by operating and investing in petroleum exploration, development, production, and strategic related business in Thailand and overseas
“ Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principle while we grow ”
Case 6 : Vermont Teddy Bear’s Mission Statement
“The Vermont Teddy Bear provides our customers with a tangible expression of their best feelings for their family, friends, and associates. We facilitate, communicate,and therefore participate in caring events and special occasion that celebrate and enrich our customers’ life experience.
Our products will represent unmatchable craftsmanship balanced with optimal quality and value. We will strive to wholesomely entertain our guests while consistently exceeding our external and internal customer service expectations.
“ More Than A Motorcycle ”
“ Fulfilling Dreams ”
Vermont Teddy Bear
“ A Lifetime Emotional Symbol of Love and Care”
“ Third Home ”
North American appliance and floor care
business, 6.5% return on sales, 10% return on
assets, 20% return on equity, beat competition
in satisfying customers, dealer, builder and
endorser, move into third place in totals units
shipped per year.
- Global growth through acquisition and alliance
with Bosch Siemens.
- Differentiate brand names for competitive
- Create synergy between companies, product
improvement, investment in plant and equipment.
“Develop the competencies needed to support the sales process”
Business Unit Strategy
Example : Retail Banking
Product / Service Attributes
* Service * Request
Product / Service Attributes
* Safety * Minimum * Hours * Meeting Schedule * Honesty and Openness
Revision of Worked of Contractor * Engineering Submitted * Timely Submission
Service Procedures * Value for of Procedures * Flexibility
* Quality and Money
Awareness of * Contractual
Performance * Innovativeness Responsiveness
* Standard of to Reduce Cost
Equipment * Team Rapport/
* Quality of
The Generic Value Chain Model
The Internal - Business - Process Perspective -
The Innovation Process
Postsale Service Process
Climate for Action