...|*Document Name: T&A Handbook | |*Document Code: |Case Sharing |Performance | |*Document Version: |[V1.0] | | |*Prepared By: |Elham Kalantari | | |*Complied By: | | | |*Document Date: |[2013-05-20] | | T&A Handbook [pic] Update Notes |Date |Version |Description |Author | |2013-05-20 |V1 |T&A Handbook |Elham Kalantari | Contents 1 Introduction 3 2 T&A Interfaces 3 2-1 Source Availability 3 2-2 Dashboards 4 2-2-1 General Information 4 2-2-2 Over Time Mode 5 2-2-3 Over Network Elements Mode...
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...Food Company case below. 2 Download the file BFC2013.S8 from the Assignment area of OPM11 on studentcentral. 3 Start Simul8 from the Applications folder on a PC in the annex. Use File-Open to open the BFC simulation model. 4 Run the model and look at the results by selecting Results – KPIs Required a) Select a maximum of 8 KPIs that will enable the restaurant manager to monitor the performance of the restaurant in terms of customer service and operational efficiency. Produce a Word document containing a list of the KPIs you have selected, together with a brief explanation of your reason for selecting these KPIs. b) The model initially has the maximum of 11 staff working throughout the day. There are five shifts (morning, lunch etc). Change the number of staff working on each shift (see instructions below) to obtain a staffing level that you believe provides the best balance of customer service and efficiency, using the KPIs you have selected. Produce an Excel spreadsheet showing the KPI results from running the model with at least five alternative staffing levels. c) In your Word document, specify the staffing level you believe is best for each shift and discuss briefly the KPI results. You need to submit: * A Word document * An Excel spreadsheet * The Simul8 file with the “best” staffing levels. To change staff level by shift (using the version of Simul8 in the annex): * Select Objects – Resources * The Resource Objects window...
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...Functional Guide Exigen Suite Release: 3.6 Dynamic Analytics Dashboard Administrator's Guide Document number: Platform_DynamicAnalyticsDasboard_FG_3.6 Revised: 10-11-2011 EXIGEN CONFIDENTIAL – FOR AUTHORIZED USERS ONLY Important Notice Information in this document, as well as the software products and programs described in it, is furnished by EIS Properties, Ltd. and/or affiliates (Exigen Insurance Solutions, Inc.) under license and may be used or copied only in accordance with the terms of such license. This document, the information contained in it, as well as the software products and programs desc ribed herein are considered confidential, proprietary, trade secrets of Exigen Insurance Solutions, Inc.). You may not copy, create derivatives, decipher, decompile, develop, or otherwise reverse engineer this document, the information contained in it, or the software products and programs described. Exigen Insurance Solutions, Inc. and its licensors retain all intellectual property and ownership rights to the information contained herein, as well as the software products and programs (including, but not limited to, software libraries, interfaces, source codes, documentation and training materials) described herein. The content of this document is furnished for informational use only, is subject to change without notice, may contain techni cal inaccuracies or typographical errors, and should not be construed as a representation, warranty or commitment by Exigen ...
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...at Mafraq Hospital performs a broad image of tasks which may be assigning to different units of department, the maintenance work at the hospital falls into one of the following types: Preventive Maintenance, Corrective Maintenance, and Emergency Maintenance. Key Performance Indicator (KPIs) is the performance indicators that Biomedical Department in Mafraq Hospital is using to monitor the performance of the department and wither they are working successfully by meeting expectations or there are gaps to be filled. A KPI guides them to improve maintenance effectiveness and efficiency, and lead to reliability growth at Mafraq Hospital. The BME department has established a mechanism of collecting data and required information to formulate the KPI. That required introducing new processes and train engineers and technicians into how they implement such a mechanism. An interview was done with Biomedical Engineers in Mafraq Hospital to identify how well the KPIs are being achieved during the last two years, and the results shown that BME department has failed to meet the KPI requirement, and the justification behind that was that there are two main challenges stopping them achieving their KPIs: the delay in performing the PPM, and the frequent failure due to the end-user misuse or negligence. These...
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...Business Information Systems Learning Outcomes Week 5 DECISION-MAKING SYSTEMS 1. Explain the importance of decision making for managers at each of the three primary organisation levels, along with the associated decision characteristics. * Meaning of decision making * Decision making is a process of selecting the best among the different alternatives. It is the act of making a choice. There are so many alternatives found in the organization and departments. Decision making is defined as the selection of choice of one best alternative. Before making decisions all alternatives should be evaluated from which advantages and disadvantages are known. It helps to make the best decisions. It is also one of the important functions of management. Without other management functions such as planning, Organizing, directing, controlling, staffing can’t be conducted because in this managerial function decision is very important. According to Stephen P. Robbins, “decision making is defines as the selection of a preferred course of action from two or more alternatives.” * Importance of decision making * Implementation of managerial function: Without decision making different managerial function such as planning, organizing, directing, controlling, staffing can’t be conducted. In other words, when an employee does, s/he does the work through decision making function. Therefore, we can say that decision is important element...
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...Levels of Strategies-Vehicles to Success BUSI600 Liberty University Abstract A corporation’s success is as intrinsically linked to the products or services it takes to market as to the strategies utilized in the normal course of its business. It is not enough to have a great product or to have the ability of providing an unparalleled service in order to achieve success. A strategy or group of interrelated strategies to develop, sustain and deliver these products and services must be constantly developed and implemented. But: * How many levels of strategy are needed? * Who implements them? * When should they be implemented? * Where would they be most impactful or relevant? * How are they evaluated and revised? * When should they be abandoned for another? It could be argued that the simpler the product, the simpler the business strategies needed in order to achieve success. This assumption and its corollary, that advanced products need complex business strategies, can be proven flawed today as it has been observed in the past. Whether a corporation is providing a simple product or complex service, the strategies they implement should constantly evolve, in response or in anticipation to ever shifting market demand conditions, not just the product’s intrinsic complexity. The right strategy or group of strategies is a corporation’s best vehicle to success. Vehicles to Success Since most technology [corporations’] revenues come primarily from...
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...indicators (KPIs) are used to measure the progress of a business reaching their goals. The success of the business and its activities should be measured to identify problems or possible improvements. I have identified a number of KPIs specific to departments in the supply chain as well as the supply chain as a whole. KPIs which can be introduced across the sales department are: • Lost sales to keep a record of which customer orders are not fulfilled. • Turnover generated by each product in order to make comparisons between the different adhesive and grout types. • Sales target in order to have a goal to work towards. • Sales growth measurement, which is important to determine if the product sales are increasing to be able to supply the growing demand. KPIs which can be introduced across the marketing department are: • Return on investment in order to determine the revenue that a marketing campaign is making in comparison with the costs to run that campaign. • Incremental sales which demonstrate the effect that the marketing campaign has on increasing sales. KPIs which can be introduced across the procurement department are: • Deliveries which compares the actual delivery date to the promised delivery date of raw materials. Delivery accuracy can then be measured. • Lead times, which should be monitored to determine delivery dates of raw materials. • Total cost savings, which measures the amount of money saved on an order by purchasing the material. A KPI which...
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...(personnel) management Supply Finance KRAs, KPIs, targets The most common Key Result Areas (KRAs) identified for business are finance, operations, sales, staff management and quality. The tables list some of the possible Key Performance Indicators (KPIs) for each Key Result Area. It is not recommended that all listed KPIs be introduced. Care must be taken to ensure the right focus and the right behaviors are encouraged. In selecting the right KPIs for your business, please consider: What impact this will have on the staff behaviors? Will the focus on these measures be consistent with your business culture? Can your systems measure these KPIs? Once you have selected the preferred KPIs, consider: Definition - how will these KPIs be defined and calculated? Target – what is the target that will be set for each consultant/team of consultants/the business as a whole? Responsibility – who has responsibility for achieving the target? Is this responsibility shared across more than one person? Key Result Area: Operations Key Result Area KPI Unit Costs $cost per placement $ cost per payroll $ cost per candidate registration Profitability $ profit or % per client $ profit or % per service Temporary Recruitment Numbs temps per consultant Time to placement Average contract duration Candidate utilization Fill rate Permanent Recruitment Time to recruit Numbs shortlisted candidates Fill rate Key Result Area: Staff Key Result Area KPI Staff experience Staff turnover Staff average...
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...Metrics That Matter: The Most Effective KPIs to Transform Your Business By: Jon Snow, Senior Manager, Business Consulting Services An Epicor® White Paper WHITE PAPER Table of Contents Financial and Transactional KPIs: A KISS Approach Operational Area: Sales Gross Margin Sales per Employee Operational Area: Purchasing Inventory Turns Service Level Operational Area: Fulfillment, Inventory Control or Warehouse Operational Area: Finance DSO (Days Sales Outstanding), Average Collection Period DPO (Days Payables Outstanding), Average Payables Period Cash Conversion Cycle About Epicor 1 3 3 4 5 5 5 6 7 7 7 7 9 Metrics That Matter: The Most Effective KPIs to Transform Your Business i WHITE PAPER Businesses thrive or fail based on their ability to identify, define, track, and act upon Key Performance Indicators (KPIs). The faster and more accurately KPIs can be accessed, reviewed, analyzed, and acted upon, the better the chance an organization has for success. Beyond the shareholder value that KPI improvement programs generate, KPI improvement initiatives position organizations for growth, financial performance and service differentiation. Sophisticated Enterprise Resource Planning (ERP) and Business Intelligence tools have made it possible to quickly calculate and report Key Performance Indicators and metrics. In previous white papers and articles, Epicor has emphasized the benefits of creating a KPI improvement program, and how that program should resonate with...
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...End Term Report Human Resource Management [pic] Key Performance Indicators (KPI) Institute of Management Sciences Table of Contents Introduction 4 What Are Key Performance Indicators (KPI) 4 Understanding The Relevance Of HR KPI 5 KPI Reflect The Organizational Goals………………..………………………………...7 KPIs Key To Organizational Success…………………………………………..………..7 Good KPIs vs. Bad…………………………………………………………………………..9 Human Resources Sample Key Indicators 10 Recruitment 10 Employee Development 10 Finance & Business KPIs…..………………………………..…………...................................... 11 Health & Safety KPIs………………………………………………………………………………..13 Environmental KPIs………………………………………………………………………………….14 Conclusion………………………………………………………………………….…………………..15 References…………………………………………………………………..………………………… 16 Group Introduction Shehryar Qureshi 082428 Awais Saeed 101813 Sanam Sultan Rana 083404 [pic] Introduction: Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organization define and measure progress toward organizational goals. Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements. Performance management is an activity conducted by the human resource department and includes tasks to ensure that goals are consistently being...
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...Measuring the Impact of Social Programs: A Review of Best Practices Lesley Sept, Sandra Naylor, Randy Weston February 9, 2011 Introduction The question of how to measure the impact of a global corporation’s social efforts can seem almost unmanageable. The facets of influence seem to multiply the harder you look at the question. Who is being impacted? (Individuals, communities, an industry sector, a nation, the world?) What’s the nature of the impact? (Something we can easily measure, like greater income, or something more nebulous like empowerment?) Finally, how efficiently is that impact delivered? (In terms of management, operations, return on investment? How do our efforts leverage the firm’s core competencies or unique resources? How did we do against some measure of what impact we might have achieved had we invested our resources differently?) Evaluation can range from collecting a few ...
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...Marketing Management Course Description The course deals with the study of the nature and scope of marketing management including the analysis of macro and micro environments; understanding buyer behavior, market segmentation, targeting and positioning; as well as designing the marketing mix based on marketing information and research; and finally the implementation and evaluation of the marketing effort. Throughout the course, the emphasis is on implementation of marketing concepts and tools. Text Book Philip Kotler & Kevin Keller, Marketing Management, 14th Ed.; Prentice Hall Grading ▪ Case applications (30%) ▪ Mid Term (20%) ▪ Attendance (10%) • Final exam (40%) COURSE OUTLINE |Class |Topic |Case |Chapter | | | |Applicat-ions | | | | |# | | |1 |Introduction | |1 | |2 |From corporate strategy to marketing strategy and plan | |2 | |3 |From corporate strategy to marketing strategy and plan |1-4 |2 | |4 |Creating customer satisfaction and loyalty ...
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...A Review of Project Performance Measurement Introduction The management of engineering projects in any type of industry is becoming a challenge to professional engineers and technical managers as competitions for business opportunities arise in an increasingly competitive market place for effective project management and control systems in compliance with clients’ contractual requirements. Never before have the pressures on project managers been as great as they are today to successfully satisfy the criteria of time, cost and quality in the completion of the projects for which they are responsible. Delayed Projects cost 1, 64,000 direct jobs and Rs. 2.5 lakh crore investment says ASSOCHAM. India lost the job opportunities of employing more than 1,64,000 people with eighteen major projects in sectors like steel, power, auto getting stuck due to procedures relating to land acquiring and forest & environment clearances, an Assocham Eco Pulse (AEP) Study has stated. According to AEP study “Delayed Projects and lost job opportunities”, the 18 strangled projects of India Inc. to the tune of Rs. 2,44,815.5 crore remained on papers, in the form of MoUs and agreements over the past three-four years, however the smooth implementation could have created job opportunities for at least 1, 64, 000 people directly and 2,70,000 people indirectly. The technology being used in today’s projects is increasing in complexity as the state of the art of technology is being pushed to the limit...
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...business performance Necessary part of the organizing function of management - Selecting, training, and evaluating the workforce An important strategic tool * HRM helps establish an organization's sustainable competitive advantage Development of early HRM - 1900 - (scientific management): time-and-motion studies required training - 1923 - (human relations movement): western electric company studies * Behavioral sciences Hattorn experiment From: Personnel management (operations, focus on payment, contracts, selection) To: human resource management (strategic, focus on org, HR should support strategy) To: Human Capital management (employees are most important asset, human capital: balance sheet) More emphasis on: Development Education Own responsibility Four main activities: Staffing, retention, development, adjustment Line manager are directly responsible for the output of the company Staff managers support the line and are indirectly responsible the resource of the company Recruitment process (example with Heineken ) Equal opportunity - all people have rights to job (no discrimination) Affirmative action - if 2 people are equal you have to choose one with minority Intro Study Experience Alignment - pointing people in the right direction Engagement - developing beliefs and commitment to the organization purpose and direction Measurement - kpi Eliminating candidates - selection...
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...Omega 40 (2012) 104–119 Contents lists available at ScienceDirect Omega journal homepage: www.elsevier.com/locate/omega Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard E. Grigoroudis n, E. Orfanoudaki, C. Zopounidis Technical University of Crete, Department of Production Engineering and Management University Campus, Kounoupidiana, 73100 Chania, Greece a r t i c l e i n f o Article history: Received 5 July 2010 Accepted 11 April 2011 Processed by Triantaphyllou Available online 20 April 2011 Keywords: Health service Multicriteria analysis Case study Performance measurement Balanced scorecard Business strategy a b s t r a c t The Balanced Scorecard (BSC) methodology focuses on major critical issues of modern business organisations: the effective measurement of corporate performance and the evaluation of the successful implementation of corporate strategy. Despite the increased adoption of the BSC methodology by numerous business organisations during the last decade, limited case studies concern non-profit organisations (e.g. public sector, educational institutions, healthcare organisations, etc.). The main aim of this study is to present the development of a performance measurement system for public health care organisations, in the context of BSC methodology. The proposed approach considers the distinguished characteristics of the aforementioned sector (e.g. lack of competition, social character...
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