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Topic: Performance ManagementKongkiti Phusavat, Ph.D.Associate ProfessorInternational Graduate Program in Industrial EngineeringKasetsart UniversityBangkok, ThailandOverviewManagementFunctions: planning, coordinating, and controllingProcesses: measurement, analysis/ evaluation, and improvementEmphasis on the organizational and functional levelOverviewMeasurement: 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 settingAnalysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysisImprovement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and supplier partnershipOverviewWhat reflects or represents the term performance? Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learningSink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiencyHarper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocationIntroductionMulti-national, national, and industrial levelsOrganizational, functional, program, and project levelsTeam and individual levelsIndividual levelManagementWorkforcesKnowledge and white-collarBlue-collarIntroductionMeasuring productivity/ performance requires a system view of an organization or a unit of analysis.Measuring productivity/ performance is common.Understanding of impacts from low productivity is critical for management (competitiveness).Understanding of unit dimensions and definitions are essential for measurement.IntroductionOngoing Issues for “Productivity” ManagementTotal-, multi-, and single-factor productivity considerationCombination of various input factors (consideration into weight of each input, data collected such as intangible assets, un
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