绩效管理讲义

Introduction
Multi-national, national, and industrial levels Organizational, functional, program, and project levels
Team and individual levels Individual level
Overview
Management
Functions: planning, coordinating, and controlling
Processes: measurement, analysis/ evaluation, and
improvement
Emphasis on the organizational and functional level
Management
Workforces
Knowledge and Blue-collar white-collar
Introduction
(1) Measuring productivity/ performance requires a system view of an organization or a unit of analysis.
Introduction
System View of an Organization Upstream Inputs Processes Outputs Downstream
Introduction
Purposes of performance measurement: To identify whether we are meeting customer requirements To help use understand our processes To ensure decisions are based on facts, not on emotion To show where improvements need to be made To show if improvements actually happened To identify whether our contractors or suppliers are meeting our requirements
Sink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency
Harper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation
(2) Measuring productivity/ performance is common. (3) Understanding of impacts from low productivity is
critical for management (competitiveness). (4) Understanding of unit dimensions and definitions
Overview
Measurement: understanding of the term KPI or performance measures, identification of the KPI, application of MFPMM,
audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target setting
(2) Combination of various input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, reporting and information format on tabular and/or graphical forms, etc.) as well as output factors
supplier partnership
Overview
What reflects or represents the term performance?
Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learning
Topic: Performance Management
Kongkiti Phusavat, Ph.D. Associate Professor
International Graduate Program in Industrial Engineering Kasetsart University Bangkok, Thailand
are essential for measurement.
Introduction
Ongoing Issues for “Productivity” Management
(1) Total-, multi-, and single-factor productivity consideration
Analysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysis
Improvement: outsourcing, development of manufacturing strategies, integration of knowledge learned onHale Waihona Puke Baidulogistics and