Designing Key Performance Indicators (KPI) with macro ergonomics approach

The competitiveness of marine agro-industry cluster depends on how the performance of this industry was conducted comprehensively. However, limited studies investigate the performance criteria at the cluster level. This study designs the comprehensive performance criteria of clusters by determining criteria and key performance indicators (KPIs) using an expert system. Expert elicitation judgement was conducted through brainstorming and expert questionnaire. In addition, Delphi methods and analytical hierarchy process (AHP) were used for quantitative analysis. The criteria and sub criteria were elaborated from various aspects of agro-industry clusters, which include environment, social, economic and internal business process. The selected criteria were determined based on their importance of these criteria to both aspects and actors of marine agro-industry clusters. These criteria were further derived to obtain comprehensive performance measures of marine agro-industry clusters. KPIs were selected from these performance measures using Electre II method.

PurposeThe purpose of this paper is to develop a set of key performance indicators (KPIs) for agile manufacturing (AM) and to propose a methodology for its performance evaluation.Design/methodology/approachThe proposed methodology was developed using fuzzy analytic hierarchy process (FAHP) and performance value analysis (PVA) to evaluate and analyze the AM performance. The FAHP is applied to determine the importance of KPIs, and PVA is used to evaluate AM performance.FindingsThe proposed methodology is applied to an Indian auto component manufacturer, and it is observed that there is an improvement of performance along the timeline.Research limitations/implicationsThe proposed approach is generic in nature and can be applied to different agile business environments for performance evaluation.Practical implicationsThis study provides insights into the AM performance evaluation. The managers can establish the impact of each significant area (SA) on AM and each KPI on its corresponding SA by capturing their manufacturing environments.Originality/valueAlthough many issues related to AM have been widely researched, only a few studies have been carried out to quantify, analyze and evaluate the AM performance in the Indian manufacturing environment. The proposed model has the ability to capture the performance of AM along the KPIs to draw fruitful conclusions.

Introduction: By directly affecting the environment and creating employee satisfaction, ergonomics creates quality products or services, organizational productivity, and customer satisfaction. Participation is a kind of participation and involvement in decision-making, planning, and implementation. The present research was conducted to evaluate and measure the impact of collaborative management with macro ergonomics on organizational productivity through the mediating variable of employee empowerment and participation in the General Directorate of Technical and Vocational Training of Fars province. Materials and Methods: This research is a descriptive survey type. To carry out this research, 208 employees of the General Directorate of Technical and Vocational Training of Fars province were selected in 1402 by a simple sampling method based on the Karjesi and Morgan formula. Four standard questionnaires of participatory management, employee empowerment, organizational productivity, and employee participation were used to collect data. The reliability of the questionnaires was investigated using Cronbach's alpha, and the content validity ratio (CVR) was used for the validity of the questionnaires. The effect of participatory management with macro ergonomics on organizational productivity was evaluated using the paired t-test. Also, SPSS and AMOS statistical software were used for data analysis. Results: Cronbach's alpha coefficient of the standard questionnaire of participatory management, employee empowerment, organizational productivity, and employee participation was 0.803, 0.755, 0.790, and 0.946, respectively, and the CVR value of the questionnaires was calculated 1, 0.99, 1 and 1 respectively. And therefore the validity and reliability of the questionnaires were confirmed. This research showed that participatory management has a positive and significant effect on the empowerment of employees from the perspective of macro ergonomics and productivity (p=0.034). The positive impact of empowering employees on the organization's productivity was confirmed with the perspective of macro ergonomics and employee participation (p=0.041) Finally, the mediating role of employee empowerment and employee participation on organizational productivity was confirmed (p=0.031). Conclusion: According to the obtained results, the application of macro ergonomics leads to an increase in the acceptance power of employees and commitment to changes, and provides the most suitable help to improve their safety, satisfaction, and productivity.

Penelitian ini bertujuan untuk menentukan dan memvalidasi KPI (Key Performance Indicator) pada PT. X, menentukan pembobotan KPI pada perusahaan dengan menggunakan metode AHP (Analytical Hierarchy Process), menentukan nilai performansi perusahaan dengan metode Objective Matrix (OMAX), menganalisis kinerja PT. X berdasarkan hasil pengukuran yang didapatkan, serta memberikan saran perbaikan untuk indikator kinerja yang memerlukan perbaikan. Langkah-langkah dalam penelitian ini adalah mengidentifikasi KPI dengan metode performance prism dan selanjutnya adalah memvalidasi KPI dengan uji statistik. Setelah itu melakukan pembobotan KPI dengan metode AHP. Lalu menentukan nilai performansi dengan metode OMAX dibantu dengan tools Traffic Light System. Hasil penelitian menunjukkan terdapat 24 KPI pada perusahaan yang terdiri dari 8 KPI kriteria strategi, 8 KPI kriteria proses, dan 8 KPI kriteria kapabilitas. Nilai performansi untuk kriteria KPI Strategi sebesar 7,207, nilai performansi untuk kriteria KPI Proses sebesar 7,345, nilai performansi untuk kriteria KPI Kapabilitas sebesar 8,040, serta nilai performansi untuk perusahaan sebesar 7,419. Dengan menggunakan metode OMAX dapat diketahui bahwa KPI yang masuk dalam kategori hijau sebanyak 14 KPI, sedangkan yang masuk dalam kategori kuning sebanyak 7 KPI dan yang masuk kategori merah sebanyak 3 KPI.

The train station in Malang is one of the stations under the supervision of PT. Kereta Api Indonesia (Persero), which is engaged in the business of providing land transportation services. The large number of transportation service providers encourage competition between transportation service providers to provide good service to satisfy consumer desires. Service quality and condition of facilities available at railway stations in Malang, especially the waiting room section, still do not meet the Minimum Service Standards for People Transportation by Train based on the Minister of Transportation Regulation No. PM 9 on February 8, 2011. Therefore it is necessary to identify and evaluate the condition of waiting room facilities and the analysis and evaluation carried out to improve service quality with a Micro and macro ergonomics approach. With the Micro Ergonomics approach there will be proposed improvements to overcome work environment problems (air temperature and sound intensity level) in the train station waiting room. With the Ergonomics Macro approach a work system will be redesigned in the train station waiting room section that can be implemented by the train station manager. This study aims to identify, analyze problems and propose improvements to the condition of facilities in the waiting room section with a Micro and macro ergonomics approach to improve service quality at the Railway Station in Malang. This study describes the condition of facilities in the Railway Station waiting room in Malang through a questionnaire distributed to train service users. By knowing these conditions, a measurement of the working environment conditions is carried out on the train station waiting room. Obtained results of air temperature measurements in the waiting room area ranged from 31-35.3oC and the level of sound intensity in the waiting room section ranged from 66.8 to 88.1dB. Then the problem solving using the Macro Ergonomics approach using the MEAD method (Macro Ergonomic Analysis and Design) through ten stages of the process and obtained alternative selection results, namely repairs and procurement of facilities in the waiting room, officer training at the railway station and improvement of culture or passenger habits . From this study, a proposal to improve the waiting room facilities at the railway station in Malang was proposed which could be implemented by the management of PT. Kereta Api Indonesia (Persero) to improve the service quality of the train station.

Selection of the most appropriate communications technology for a smart grid (SG) application is far from trivial. We propose such a feasibility assessment starting from identification of key performance indicators (KPIs) required for peer-to-peer (P2P) energy trading and grid control operations from a communications perspective. A set of cross-disciplinary KPIs, both quantitative and qualitative, are considered from communications, power, business, actor involvement, financial, and demand side management categories. They serve as a general baseline for use cases, as there have been few previous works attempting to capture the essential features of P2P SG operations. The KPIs are briefly identified along with their relations to P2P energy trading and grid control. A straightforward comparison of the quantitative and qualitative KPIs' impact on technology selection is not feasible. This paper addresses the comparison with: 1) a prioritization of the KPIs using the analytic hierarchy process; 2) a comparison of technology solutions evaluated in our previous works against the KPIs' requirements; and 3) a total feasibility evaluation of the solutions against selected KPIs. The prioritization shows latency, reliability, security, scalability, robustness, costs of information and communication technologies (ICT) devices, and costs of ICT deployment are the most important KPIs in enabling P2P energy trading and grid control. Further, the technology feasibility assessment enables identification of the most suitable candidates for an SG application.

Determining road handling priority is considered as a complicated multicriteria decision making problem. In so doing, the Analytic Hierarchy Process (AHP) has been widely used to weight the importance. Fuzziness and vagueness however, are typical in many decision-making problems, so that fuzzy sets could be integrated with the pairwise comparison as an extension of the AHP. This study uses Fuzzy Analytic Hierarchy Process (FAHP) and TOPSIS method in determining regencial road handling priority for road links under severe circumstances in Badung regency in Bali province. Data are taken from a previous study, which had also been conducted for Badung regencial road handling priority using the AHP and SK.NO.77/KPTS/Db/1990 method. The weights of main and sub criteria are determined using FAHP and subsequently the ranking of road links is determined using TOPSIS method. The AHP method gave somewhat different result to 'SK.NO.77/KPTS/Db/1990' method. On the other hand, FAHP and TOPSIS method produce the same result to 'SK.NO.77/KPTS/Db/1990' method. This is probably best explained by the fact that they similarly considered traffic volumes as the most significant factor. FAHP and TOPSIS method however, are preferred to the AHP and SK.NO.77/KPTS/Db/1990 method in determining regencial road handling priority in Badung regency.Abstrak. Prioritas penanganan jalan merupakan salah satu tugas berat dan penting yang dihadapi oleh pengambil keputusan pada pemerintah daerah. Pada kenyataannya, penentuan penanganan jalan dapat dilihat sebagai permasalahan pengambilan keputusan yang melibatkan banyak kriteria yang bersifat kompleks. Metode proses hirarki analitik (AHP) telah banyak digunakan untuk menentukan bobot kriteria di dalam penentuan prioritas penanganan jalan. Akan tetapi karena keragu-raguan merupakan hal yang lazim terjadi di dalam pengambilan keputusan, maka teknik fuzzy dapat dikombinasikan ke dalam metode AHP. Pada studi ini penentuan prioritas penanganan jalan kabupaten untuk kondisi rusak berat di Kabupaten Badung, Bali dilakukan dengan metode Fuzzy AHP (FAHP) dan TOPSIS. Data penelitian digunakan dari studi sebelumnya di Kabupaten Badung yang menggunakan metode AHP dan SK.NO.77/KPTS/Db/1990. Metode FAHP digunakan untuk pembobotan kriteria sedangkan metode TOPSIS digunakan untuk penentuan urutan ruas jalan yang akan mendapat penanganan. Metode AHP memberikan hasil yang sedikit berbeda dengan metode SK.NO.77/KPTS/Db/1990. Sementara itu FAHP dan metode TOPSIS memberikan hasil yang sama dengan metode SK.NO.77/KPTS/Db/1990. Hal ini kemungkinan karena kedua metode tersebut menggunakan volume lalu lintas sebagai faktor yang paling berpengaruh pada penelitian ini. FAHP dan metode TOPSIS lebih disarankan untuk digunakan di dalam penentuan prioritas penanganan jalan di Kabupaten Badung.

Pengukuran kinerja Supply Chain PT. XYZ hanya melihat dari produktivitas perusahaan. Produktivitas hanya mampu mengukur kinerja proses internal, pada proses internal dalam satu hubungan rantai pasok. Perusahaan perlu merancang model pengukuran kinerja supply chain secara keseluruhan dan terintegrasi dalam suatu hubungan kausal, mulai dari pemasok, proses internal kepada pelanggan, untuk mengetahui efektivitas perusahaan rantai pasokan. balanced scorecard memenuhi perspektif yang diperlukan. Model balanced scorecard digunakan sebagai kerangka kerja untuk merancang Key Performance Indicator (KPI) dari kinerja supply chain PT. XYZ. KPI adalah desain berdasarkan 4 perspektif, yaitu: proses internal, pelanggan, pembelajaran dan pertumbuhan dan perspektif keuangan. Pembobotan untuk menentukan prioritas antara perspektif dan KPI dilakukan dengan menggunakan Analytical Hierarchy Process (AHP). Hasil dari analisis dihasilkan 20 KPI. perspektif proses internal yang berisi 9 KPI dengan berat total 21,0%, perspektif pelanggan berisi 6 KPI dengan berat total 42,6%, Belajar dan perspektif pertumbuhan berisi 4 KPI dengan berat total 17,5%, perspektif Pemegang Saham mengandung 1 KPI dengan total berat 19,0. Kata kunci: Key Performance Indicator, Supply Chain, Balanced Scorecard, Analytical Hierarchy proceses

Fuzzy AHP as a tool for prioritization of key performance indicators

Key performance indicators (KPI) are tools for assessing process and outcome in systems of health care provision and are an essential component in performance improvement. Although KPI have been used in British military trauma for 10 years, they remain poorly defined and are derived from civilian metrics that do not adjust for the realities of field trauma care. Our aim was to modify current trauma KPI to ensure they more faithfully reflect both the military setting and contemporary evidence in order to both aid accurate calibration of the performance of the British Defence Medical Services and act as a driver for performance improvement. A workshop was convened that was attended by senior, experienced doctors and nurses from all disciplines of trauma care in the British military. "Speciality-specific" KPI were developed by interest groups using evidence-based data where available and collective experience where this was lacking. In a final discussion these were streamlined into 60 KPI covering each phase of trauma management. The introduction of these KPI sets a number of important benchmarks by which British military trauma can be measured. As part of a performance improvement programme, these will allow closer monitoring of our performance and assist efforts to develop, train, and resource British military trauma providers.

The concepts of Ergonomics are based on cognitive, emotional and physical interfaces. When designing products, the analysis of these interfaces is paramount. A Brazilian company located in the south of the country has developed a chair based on ergonomics with the objective of meeting the functional needs of users, as well as favoring market acceptance through efficient interaction in corporate environments. Thus, this work aims to demonstrate the application of macro ergonomic concepts and the Equid/2008 tool in the design and production of the Cavaletti Leef product, as specific objectives, the demonstration of commercial needs, analysis of the interdisciplinarity involved in the study, impacts of the product in relation to production process compared to the previous product. As well as the verification of the final results of the product and the respective relevance in the national and international market. Methodologically, semi-qualitative questionnaires were applied based on the precepts of the Equid/2008 tool and macroergonomics concepts were applied in all stages of the process, involving the development, process and manufacturing team, marketing and users. It was concluded that the Equid tool and the concepts of macro ergonomics have proven to be effective in the design and definition of the product's ergonomic and functional characteristics, this being the third product that the company designs and launches on the market based on these tools that once again demonstrated efficiency. In addition, they are essential to list the functional needs of the product and the team of workers involved in its manufacture.

In today’s increasing competitive global market, large and successful manufacturing enterprises have implemented the system of key performance indicators (KPIs) which drives the performance toward the business objectives; however, this is not the case for small-medium sized enterprises (SMEs) which have been increasingly important for any national economy, especially in manufacturing sector. Although the KPIs can ideally be constructed in accordance with the concept of SMART (Specific, Measureable, Attainable, Realistic, Time-related) or balanced scorecard, but SMEs that are lack of limited resources and expertise could rarely afford to build such systems with the appropriate definition and measurement of KPIs. Therefore, the paper aimed to provide systematically the system of KPIs adaptable to SMEs, to prioritize the importance of each proposed KPI with the application of a fuzzy analytic hierarchy process (FAHP), and to instruct the comprehensive deployment of the SMEs’ manufacturing performance system.

The era of free market and the more dynamic environment condition forces many companies to establish the proper strategy. Implementation of a correct strategy can increase the effectiveness and efficiency of the use of the company resources. The system of measuring performance is one of models used to monitor the success of implementing objective strategy which has been determined by the leader of the company, including SME (small- medium enterprise). However, a lot of SME do not have clear vision and strategy. It is because the SME orientation only focuses on more dominant operational performance. Therefore, smart system can be used to arrange a parameter of performance measurement. AHP (Analytic Hierarchy Process) is used to determine the priority from each criterion from KPI (Key Performance Indicator). Knowing the proper need, the company can determine the priority to select if the company has limited fund and resources. Moreover, the assessment system used in this research uses OMAX (Objective Matrix) method for each KPI. To assess, the measurement uses the concept of traffic light system using 3 colors: green (achieving a target), yellow (close with the target), and red (far from target). Nevertheless, this KPI needs to get attention in the next period. The research observes 3 SMEs located in Krebet tourism village. They are SME Ragil Handicraft, SME Sanggar Punokawan and SME Yuan art. The result shows that there are 31 keys performance indicators (KPI) used to measure the performance of SME. The assessment result of OMAX shows that there are still a lot of KPIs with red color. Thus, they need to be repaired. Knowing the performance of SME still far from target (red), the sources of the problem can be identified, so that the reparation target done by SME is more appropriate.

본 논문의 연구목적은 의료기관에서의 경영성과측정에 사용되는 균형성과표(BSC)의 성과측정요인을 개발하는 것이다. 이를 위해서 연구자는 실험적이고 확정적인 요인 분석을 실시하여 성과측정요인을 생성하였고, 이들 측정요인들의 신뢰성과 타당성을 조사하였다 56개 종합병원급 의료기관이 본 연구가 실시한 설문조사에 참여하였다. 설문지는 모두 53개항의 질문으로 구성되었으며, 이들이 의료기관에서의 핵심성과지표(KPI)이다. 본 연구를 통해서 생성된 요인은 모두 11가지이다. 요인분석으로 성과측정지표를 개발한 후에는 이들 요인들 사이의 중요도를 계층분석기법(AHP)으로 분석하였다. AHP 분석의 결과로 우리는 성과측정요인과 그의 핵심성과지표들의 중요도에 따라 정렬된 리스트를 볼 수 있다. 본 연구의 결과는 급변하는 의료환경에서 각 의료기관들이 경쟁력을 확보하기 위한 경영전략의 하나로 채택하고 있는 경영성과분석 전략의 방향과 기준을 제시할 수 있다. The purpose of this study was to develop a performance measurement factor of Balanced Scorecard(BSC) for health-care organization. We did also the research to evaluate the validity and reliability of these indicators. Fifty six health-care organizations are participated in a survey questionnaires. This questionnaires consists of 53-questions, which are the performance evaluation indicators designed by researcher, which are based on the Norton and Kaplan's BSC-Framework. Exploratory and confirmatory factor analysis was carried out and Analytical Hierarchy Process (AHP) was applied to analyze the weight and significances of each factor. Factor analysis of the BSC resulted in 11 major measurement factors (Eigenvalue >1.0). The AHP analysis showed the list of the hospital BSC measurement factors and its KPI(Key Performance Indicator) weighted by its significance priorities. The recommendable degree of reliability and validity of these BSC factors suggests that these factors are adequate for performance measurements of the health-care organizations in Korea.

Performance measurement is done to measure the achievement of the company. Performance is made to know the company is reaching its target. In this research, the company's performance in the field of electrical contractor is measured. Key Performance Indicator (KPI) used from the perspective of the organization, process, and staff. Weighting KPI using Analytical Hierarchy Process. Objective Matrix and Traffic Light System are used for the scoring system. The results showed that from 23 KPI got 9 KPI is in the red zone, 10 in the yellow zone and the rest in the green zone. From these results then the company needs improvement to improve performance.