Key Performance Indicators

Key Performance Indicators (KPI) are metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals.

KPI’s can be specified by answering the question, "What is really important to stakeholders?”. KPI’s evaluate business data against business goals and display current status by using easy-to-understand graphical indicators. For example, a KPI can use traffic light icons to indicate that customer satisfaction is exceeding, meeting, or failing to meet goals.

KPI’s are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization.

They will differ depending on the organization. A business may have as one of its Key Performance Indicators the percentage of its income that comes from return customers. A school may focus its Key Performance Indicators on graduation rates of its students. A Customer Service Department’s Key Performance Indicators could be percentage of customer calls answered in the first minute. A Key Performance Indicator for a social service organization might be number of clients assisted during the year.

Guidelines: refer to the posting Metrics

Categorization of indicators
KPIs can be summarized into the following sub-categories:
Quantitative indicators which can be presented as a number.
Practical indicators that interface with existing company processes.
Directional indicators specifying whether an organization is getting better or not.
Actionable indicators are sufficiently in an organization's control to effect change.
Financial indicators used in performance measurement

Are KPI’s and metrics interchangeable?
The term "metric" is generic. It is typically used to mean just about any sort of measurement applied to gauge a particular business process or activity. KPI’s are metrics, too, but they are "key" metrics. KPI’s are meant to gauge progress toward vital, strategic objectives usually defined by upper management, as opposed to the more generic metric used to measure a more mundane (i.e., less strategic) process. The goal is to foster greater visibility, better execution of strategy, faster reaction to opportunities and threats, and improved collaboration and coordination across key business operations

In previous posts, I had outlined SWOT analysis and setting strategy based on the analysis. KPI’s provide a way of measuring progress towards accomplishing the goals set by the strategy. In this post, I have outlined the definition and details regarding KPI’s and in upcoming posts, I will discuss performance management and evolution of balanced scorecards.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Pareto Analysis

Pareto charts provide a tool for visualizing the Pareto principle, which states that a small set of problems (the "vital few") affecting a common outcome tend to occur much more frequently than the remainder (the "useful many"). A Pareto chart can be used to decide which subset of problems should be solved first, or which problems deserve the most attention.

The Pareto principle (also known as the 80-20 rule, the law of the vital few, and the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes. Vilfredo Pareto observed that 80% of the land in Italy was owned by 20% of the population.

This principle can be applied to quality improvement to the extent that a great majority of problems (80%) are produced by a few key causes (20%). If we correct these few key causes, we will have a greater probability of success. It is the basis for the Pareto diagram, one of the key tools used in total quality control and Six Sigma.

Step by step process:
1 List all elements of interest
2 Measure the elements, using same unit of measurement for each element.
3 Order the elements according to their measure
4 Calculate the percentage for each element out of the total measurement
5 Accumulate the percentage from top to bottom to equal 100%.
6 Create a bar and line graph, line representing cumulative percentage.
7 Work on the most important element first.



"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Process Improvement Methodologies.

From my research into methodologies I have found that the two most popular methods are (1) PDCA and (2) DMAIC.

PDCA ("Plan-Do-Check-Act") is an iterative four-step problem-solving process typically used in business process improvement. PDCA was made popular by Dr. W. Edwards Deming, who is considered by many to be the father of modern quality control;
Plan – What are you going to do?
Do – Based on analysis, decide on solution.
Check – Verify the solution worked.
Act – Standardize and decide on next PDCA step.
When you are done with PDCA, you do it again. Or, in other words, you are never done because you must practice continuous quality improvements.

DMAIC ("Define-Measure-Analyze-Improve-Control")is a five step process involving the following steps. DMAIC is one of the two key method used in Six Sigma (business management strategy, initially implemented by Motorola).
Define high-level project goals and the current process.
Measure key aspects of the current process and collect relevant data.
Analyze the data to verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered.
Improve or optimize the process based upon data analysis using techniques like Design of experiments.
Control to ensure that any deviations from target are corrected before they result in defects.

PDCA and DMAIC are very similar, but have some differences. PDCA emphasizes more the need to repeat the steps, while DMAIC adds the Control step lacking in PDCA.

Technorati Profile: e8krhy3qms

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Metrics!

What is a metric?
A metric is essentially a clear, quantitative, objective measure to assess performance or progress towards a goal.

Metrics can identify important events and trends in the organization and can help guide the organization toward informed decisions.

Every metric will affect actions and decisions.


Guidelines for developing metrics: Metrics and measurements should indicate the ability to meet established business goals (customer satisfaction, cost reduction, improved quality, productivity and cycle time)
1. Ensure that the metrics are SMART (Specific, Measurable, Attainable, Relevant, and Time bound)
2. Ensure that the metrics are relevant to the business goals
3. Ensure that the metrics are clearly grouped together to indicate the value for e.g. performance to business goals
4. Include past performance to indicate how today compares to the past
5. Keep it simple
6. The metrics should be able to tell the story!

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Metrics: Effectivess Versus Efficiency

Before you go through improving processes, try and understand how the process is working today.

How do you know if the process is working? Try and get to know how the process is measured and analyzed. What are the metrics? Are these metrics related to Effectiveness or are they related to Efficiency?

Are they these the same? No

Effectiveness means that the job was done correctly. Whereas, efficiency means that the job was accomplished on time.

Another way to look at it...you hire a data entry person who has to enter data into multiple spreadsheets/data systems. How do you know if this person is working properly and is doing the job you hired them for?

(1) Did you have to correct the data? If yes how many times did you do so? Effectiveness.
(2) Did the person complete the activity within the time allocated? Efficiency.

Each and every process should ideally have measurement of effectiveness and efficiency. If these metrics don’t exist; Work with management, key stakeholders, process owners and the worker bees to define these.

Don’t stop here, having measurements/metrics doesn't mean everyone will adhere to these. In order to ensure adherence to standards, you will need a governance/accountability system.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"