Real Time Performance Measurement And Management

This book describes how manufacturing enterprises, by reinforcing their existing monitoring and control of manufacturing processes, can successfully face the ever-increasing pressure from internal and external environments to maintain their competitive advantage. Numerous performance measurement systems have been elaborated to satisfy these requirements, stressing the importance of financial and operational metrics. It also highlights the fact that research on generating and linking financial and operational metrics, especially in real-time, has not garnered sufficient attention to date. The book follows an approach that integrates enterprises across different levels and departments. By computing and linking the financial and operational metrics in real-time, the book demonstrates how to provide a comprehensive view of an entire enterprise.

Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding—and falling short—is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives Monitor progress and check in regularly Close performance gaps Understand when to use performance analytics Create opportunities for growth, tailored to the individual Overcome and avoid burnout on your team Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

Essay from the year 2008 in the subject Business economics - Controlling, grade: 1,0, Åbo Akademi Universität, Finnland ( Åbo Akademi Universität, Finnland, Department of Business Studies), course: Essay on Accounting, language: English, abstract: A lot of particularly big companies are nowadays in the position to provide comprehensive information about critical business processes to decision-makers nearly in real-time with low additional efforts. Information about those processes can be traced through information technology, aggregated and analyzed and used for management decision-making. Still these possibilities are not fully recognized and realized. Aim of this work is therefore to examine the thesis that direct activity/process information must be taken into stronger account for management control and that the management accounting system must adopt the changing organizational and environmental realities by developing and implementing mechanisms to model the process perspective and integrating process information. The integration of process information enhances continuous improvement by providing up-to-date, and easy to understand and interpret measures on the local level that forces immanent response and leads to actions based on observable derivations from defined process objectives. After essential definitions about Management Accounting, Performance Measurement, and Business Process Management criticism on traditional performance measures is presented (chapter 3.1). Further, arguments that underpin the need to change the Performance Measurement system according to the changes that are implied by a process-based view on the organization are given and aggregation issues are discussed (chapter 3.2). Afterwards, concepts for integrated Performance Measurement systems, e.g. based on the Balanced Scorecard and process measurement frameworks like SCOR or EFQM, that integrate process information are presented (chapter 3.3). In the last chapter (3.4) the opportunities and threats of information systems for a process-based Performance Measurement in general are discussed, and finally a number of recent approaches in academic research and practice to integrate process information in the Performance Measurement System, such as Process Mining and Business Activity Monitoring, are introduced.

Tips, techniques, and trends on how to use dashboard technology to optimize business performance Business performance management is a hot new management discipline that delivers tremendous value when supported by information technology. Through case studies and industry research, this book shows how leading companies are using performance dashboards to execute strategy, optimize business processes, and improve performance. Wayne W. Eckerson (Hingham, MA) is the Director of Research for The Data Warehousing Institute (TDWI), the leading association of business intelligence and data warehousing professionals worldwide that provide high-quality, in-depth education, training, and research. He is a columnist for SearchCIO.com, DM Review, Application Development Trends, the Business Intelligence Journal, and TDWI Case Studies & Solution.

This is the digital version of the printed book (Copyright © 1996). Based on an award-winning doctoral thesis at Carnegie Mellon University, Measuring and Managing Performance in Organizations presents a captivating analysis of the perils of performance measurement systems. In the book’s foreword, Peopleware authors Tom DeMarco and Timothy Lister rave, “We believe this is a book that needs to be on the desk of just about anyone who manages anything.” Because people often react with unanticipated sophistication when they are being measured, measurement-based management systems can become dysfunctional, interfering with achievement of intended results. Fortunately, as the author shows, measurement dysfunction follows a pattern that can be identified and avoided. The author’s findings are bolstered by interviews with eight recognized experts in the use of measurement to manage computer software development: David N. Card, of Software Productivity Solutions; Tom DeMarco, of the Atlantic Systems Guild; Capers Jones, of Software Productivity Research; John Musa, of AT&T Bell Laboratories; Daniel J. Paulish, of Siemens Corporate Research; Lawrence H. Putnam, of Quantitative Software Management; E. O. Tilford, Sr., of Fissure; plus the anonymous Expert X. A practical model for analyzing measurement projects solidifies the text–don’t start without it!

This book provides a comprehensive overview of potential opportunities and the business value position related to implementing physics-based real-time simulation to production. The objective of real-time simulation is to provide value for all three dimensions of sustainability: economic, social, and environmental. By reviewing actual industrial cases and presenting relevant academic research, the book examines the topic from four interrelated viewpoints: the industrial need for sustainable production, the development of game-like virtual environments, capturing customer value and enhancing the user experience, and finally, establishing business value. It offers a framework that will enable a rethink and shift in mindset to appreciate how real-time simulation can change the way products are manufactured and services are produced. This book will appeal to researchers and scholars in areas as diverse as strategic management, manufacturing and operations management, marketing, industrial economics, and product lifecycle management.

This sourcebook provides complete, up-to-date coverage of all aspects of performance management -- communication, coaching, measuring, rating, reviewing, and developing. It is a collection of articles from today's most authoritative sources which have been pre-selected and organized by experts to make it easy for you to get the best information on current trends in the field. This is an invaluable resource for those who are designing, managing, and evaluating performance management systems. It links performance management to strategy, and discusses it as an organizational culture change mechanism. The articles and other resources have been carefully selected to emphasize application, which makes this a practical how to sourcebook on all aspects of performance. Also included are ready-to-use, fully reproducible handouts, questionnaires, transparency masters, and other materials to use in presentations and training.

In today’s world of manufacturing, it’s possible to be efficient but not profitable. How is this possible? While today’s manufacturing process control is real time, enterprise management remains transactional, and accounting systems remain structured for early 1800s piecework. Why are almost all of the productivity gains in manufacturing arising from better automation and control of processes (continuous, batch, hybrid, or discrete) and not from better chemistry, design, management, or financial controls? This book shows you exactly why this has happened and just how to fix it. The author details how automation and control can be applied to the supply chain, the enterprise, and to financial management. Inside, you’ll learn: • How to use the principles of real-time process control to better manage, measure, and control manufacturing businesses, both horizontally and vertically; • How to achieve much greater speed of information transfer for improved control over supply chain and distribution; and • How totally integrated inventory control, automated manufacturing, automated customer service, and smart pricing control ultimately lead to higher profits.