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Utility Example: Linking Process Metrics and KPIs

Utility Example: Linking Process Metrics and KPIs. The journey from the Balanced Scorecard to projects that help achieve the KPI targets. Steps in Linking Process Metrics and KPIs. Document Balanced Scorecard (BSC) information: Categories Items Objectives Measures Current Targets

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Utility Example: Linking Process Metrics and KPIs

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  1. Utility Example: Linking Process Metrics and KPIs The journey from the Balanced Scorecard to projects that help achieve the KPI targets

  2. Steps in Linking Process Metrics and KPIs • Document Balanced Scorecard (BSC) information: • Categories • Items • Objectives • Measures • Current • Targets • Identify process measures impacting performance • Document process measures on process architecture • Link process measures to each other and to KPIs • Identify projects to improve KPIs (via process measures) • Estimate impact of projects on KPIs, document in BSC table BA 553: Business Process Management

  3. 1. Document BSC Information BA 553: Business Process Management

  4. 2. Identify Process Metrics Impacting Performance BA 553: Business Process Management

  5. 3. Document Process Measures on Process Architecture Power Plant Core Processes Run the units Equipment working Maintenance costs Work orders signed off Power Work orders Perform daily maintenance Manage the budget Parts Expenses Equip. history Input measures Number of parts of various types in warehouse Correct min/max for parts in material management system In-process measures Wait time for parts Number of times parts not available when needed Process output measures Performance measures Forced outage rate Availability O&M budget • Equipment working • Amount of equipment fixed • Work orders signed off • Number of work orders signed off • Maintenance costs • Cost of expedited parts • O/T costs BA 553: Business Process Management

  6. 4. Link Process Measures to Each Other and to KPIs Power Plant Core Processes Run the units Equipment working Maintenance costs Work orders signed off Power Work orders Perform daily maintenance Manage the budget Parts Expenses Equip. history Input measures Number of parts of various types in warehouse Correct min/max for parts in material management system In-process measures Wait time for parts Number of times parts not available when needed Process output measures Performance measures Forced outage rate Availability O&M budget • Equipment working • Amount of equipment fixed • Work orders signed off • Number of work orders signed off • Maintenance costs • Cost of expedited parts • O/T costs BA 553: Business Process Management

  7. 5. Identify Projects to Improve KPIs BA 553: Business Process Management

  8. 6. Estimate Impact of Projects on KPIs BA 553: Business Process Management

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