Dissertation代寫范例-關鍵績效指標的使用。本篇內容是本站提供的dissertation代寫范例節選，該篇dissertation是關鍵績效指標的使用，內容有主要成果指標，績效和結果指標，關鍵績效指標，KRI和KPI之間的差異，對KPI有深遠影響的管理模式，定義，注意事項。下面就一起來看一下這篇dissertation代寫輔導參考節選內容。

Many companies are operating with the wrong actions, many of which are wrongly termed key performance indicators (KPIs). Only some organizations supervise their true KPIs.. The types of performance:-

許多公司采取了錯誤的行動，其中許多被錯誤地稱為關鍵績效指標。只有一些組織會監督其真實的KPI。。性能類型：-

Key result indicators (KRIs) inform you how you have done in a viewpoint or critical success feature,

關鍵結果指標（KRI）告知您在某個觀點或關鍵成功特征方面的表現，

Result indicators (RIs) tell you what you have done,

結果指標（RI）告訴你你做了什么，

Performance indicators (PIs) tell you what to do,

性能指標（PI）告訴你該做什么，

KPIs tell you what to do to increase performance dramatically.

KPI告訴您如何大幅提高性能。

Many performance measures used by organizations are thus an inappropriate mix of these three types.

因此，各組織使用的許多績效衡量標準是這三種類型的不適當混合。

Onion analogies are used to depict the link of the three measures. We get more information as we strip the layers off the onion. The layers characterize a variety of performance indicators, and the core, the key performance indicators.

洋蔥類比被用來描述這三種衡量標準之間的聯系。當我們剝去洋蔥上的層時，我們得到了更多的信息。層表征了各種性能指標，核心是關鍵性能指標。

1.2 Key Result Indicators 主要成果指標

What are KRIs? KRIs are measures that often have been mistaken for KPIs. They include:

KRI是什么？KRI是經常被誤認為KPI的指標。它們包括：

Customer satisfaction,

客戶滿意度，

Net profit before tax, .

稅前凈利潤。

The frequent feature of these measures is that they are the result of many actions. They provide an understandable image of whether you are going in the right direction.Neverthless you is not told what must be done to improve these results. Therefore, the information available by KRIs is best for the board (i.e., those individual who are not concerned with the day-to-day management.)Usually KRIs cover a longer time period than KPIs; they are evaluated on monthly/quarterly cycles, not on a daily/ weekly basis such as KPIs. Separating KRIs from other measures has an intense force on reporting, resulting in a partition of performance measures into those impacting governance and those impacting management. An organization must have a governance report (preferably in a dashboard system), containing of up to 10 procedures giving high-level KRIs.

這些措施的常見特點是，它們是許多行動的結果。它們提供了一個可以理解的圖像，表明你是否正朝著正確的方向前進。盡管如此，你還是沒有被告知必須做些什么才能改善這些結果。因此，KRI提供的信息最適合董事會（即那些與日常管理無關的個人）KRI通常比KPI覆蓋更長的時間段；它們是以月/季度為周期進行評估的，而不是以KPI等日/周為基礎進行評估。將KRI與其他指標分開會對報告產生強烈的影響，導致績效指標被劃分為影響治理的指標和影響管理的指標。一個組織必須有一個治理報告（最好是在儀表板系統中），其中包含最多10個提供高級KRI的過程。

1.3 Performance and Result Indicators 績效和結果指標

The 80 or so performance measures that lie between the KRIs and the KPIs are the performance and result indicators (PIs and RIs). The performance indicators, while important, are not key to the business. The PIs help teams to align themselves with their organization’s strategy. PIs are non-financial and complement the KPIs; they are shown with KPIs on the scorecard for each organization, team, division and department. Performance indicators that trigger KRIs could include:

KRI和KPI之間的大約80個績效指標是績效和結果指標（PI和RI）。績效指標雖然很重要，但并不是業務的關鍵。PI幫助團隊與組織的戰略保持一致。績效指標是非財務的，是對KPI的補充；它們與KPI一起顯示在每個組織、團隊、部門和部門的記分卡上。觸發KRI的績效指標可能包括：

An increase in the percentage of sales with top 10% of customers,

與前10%客戶的銷售額百分比增加，

Customer complaints from key customers,

主要客戶的客戶投訴，

Late deliveries to key customers.

延遲交付給主要客戶。

The RIs abridge action, and all economic performance measures are RIs (e.g., daily or weekly sales analysis is a very useful summary, but it is the outcome of the hard work of many teams).

RI簡化了行動，所有的經濟績效指標都是RI（例如，每日或每周的銷售分析是一個非常有用的總結，但它是許多團隊辛勤工作的結果）。

We must look at the performance that created sales (outcome) to understand completely what to increase or decrease. Outcome indicators that cause KRIs could include:

我們必須觀察創造銷售額（結果）的表現，才能完全了解增加或減少什么。導致KRI的結果指標可能包括：

Net profit on key product lines,

關鍵產品線的凈利潤，

Sales made yesterday,

昨天的銷售額，

Complaints from key customers.

主要客戶的投訴。

1.4 Key Performance Indicators 關鍵績效指標

KPIs stand for a set of method focusing on those aspects of organizational performance that are the most important for the current and future achievement of the organization. KPIs are rarely new to the organization.

KPI代表一套方法，專注于對組織當前和未來成就最重要的組織績效方面。KPI對組織來說很少是新的。

1.4.1 Seven Characteristics of KPIs

1.4.1 KPI的七個特征

Mr. David Parmenter KPI workshops has done extensive analysis and discussions with over 3,000 participants, which has covered nearly every organization types in the private and public sectors, he has been able to identify the seven characteristics of KPIs.

David Parmenter先生的KPI研討會與3000多名參與者進行了廣泛的分析和討論，幾乎涵蓋了私營和公共部門的每一種組織類型，他能夠確定KPI的七個特征。

KPIs:

Are nonfinancial measures (e.g., not expressed in dollars, yen, pounds, euros, etc.),

是否為非財務指標（例如，未以美元、日元、英鎊、歐元等表示），

Are measured regularly (e.g., 24/7, daily, or weekly),

定期測量（例如，24/7、每天或每周），

Are acted on by the CEO and senior management team (e.g., CEO calls relevant staff to enquire what is going on),

由首席執行官和高級管理團隊采取行動（例如，首席執行官致電相關員工詢問發生了什么），

visibly specify what action is necessary by staff (e.g., staff can be aware of the measures and know what to put right),

明確規定員工需要采取哪些行動（例如，員工可以了解措施并知道要糾正什么），

Are measures that fix task down to a team (e.g., CEO can call a team leader who can take the required act),

是將任務固定到團隊的措施（例如，首席執行官可以打電話給可以采取所需行動的團隊領導），

Have an important impact (e.g., affect one or more of the critical success factors [CSFs] and more than one BSC perspective),

具有重要影響（例如，影響一個或多個關鍵成功因素[CSF]和多個BSC視角），

They promote appropriate action (e.g., have been experienced to certify they have a positive impact on performance, whereas poorly thought-through measures can lead to dysfunctional behaviour).

他們提倡采取適當的行動（例如，有經驗證明他們對績效有積極影響，而考慮不周的措施可能會導致行為失調）。

Once a dollar sign is put on a measure, it has already converted into a result indicator (e.g., daily sales are an outcome of activities that have taken place to create the sales). The KPI lies deeper down. KPIs should be monitored 24/7, daily, or perhaps weekly for some.

一旦在度量上加上美元符號，它就已經轉換為結果指標（例如，每日銷售額是為創建銷售額而進行的活動的結果）。KPI更深層次。KPI應全天候、每天或每周進行監控。

KPIs must be supervised 24/7, daily, or possibly weekly for some. A KPI is deep enough in the organization that it can be attached to a team. In other words, the CEO can call someone and ask “why.” Return on capital employed has never been a KPI, as it cannot be attached to a manager-it is an outcome of many activities under diverse managers.

KPI必須全天候、每天或可能每周進行監督。KPI在組織中足夠深入，可以附加到團隊中。換句話說，首席執行官可以打電話給某人問“為什么”所用資本回報率從來都不是KPI，因為它不能附加到經理身上——它是不同經理領導下許多活動的結果。

1.5 Difference between KRIs and KPIs KRI和KPI之間的差異

Frequently their is one question that comes forward time and time again: “What is the difference between KRIs and KPIs, and RIs and PIs?” A car’s speedometer provides a useful analogy to show the difference between a result indicator and a performance indicator. The speed the car is travelling is a result indicator, since the car’s speed is a combination of what gear the car is in and how many revolutions per minute the engine is doing. Performance indicators might be how efficiently the car is being driven (e.g., a gauge showing how many miles per gallon), or how hot the engine is running (e.g., a temperature gauge).

他們經常會一次又一次地提出一個問題：“KRI和KPI、RI和PI之間有什么區別？”汽車的速度表提供了一個有用的類比來顯示結果指示器和性能指示器之間的差異。汽車行駛的速度是一個結果指標，因為汽車的速度是汽車的檔位和發動機每分鐘轉數的組合。性能指標可能是汽車行駛的效率（例如，顯示每加侖英里數的儀表），或發動機運行的溫度（例如，溫度表）。

KRIs

KPIs

Can be financial and non financial

可以是金融的也可以是非金融的

Non financial measures

非財務措施

Measures mainly monthly or quarterly

主要按月或按季度進行測量

Measures daily or weakly

每日或微弱測量

As a summary of progress in an organization’s critical success factor, it is perfect for reporting progress to a board

作為組織關鍵成功因素進展的總結，它非常適合向董事會報告進展

Acted on by the CEO and senior management team

由首席執行官和高級管理團隊執行

It does not help staff or management because nowhere does it tell what you need to fix

它對員工或管理層沒有幫助，因為它沒有告訴你需要修復什么

All staff understand the measure and what corrective action is required

所有員工都了解該措施以及需要采取的糾正措施

Commonly, the only person responsible for a KRI is the CEO

通常，KRI的唯一負責人是CEO

Responsibility can be tied down to the individual or team

責任可以由個人或團隊承擔

A KRI is designed to summarize activity within one CSF

KRI旨在總結一個CSF中的活動

Significant impact (e.g., it impacts on more than one of top CSFs and more than one balanced scorecard perspective)

重大影響（例如，它影響多個頂級CSF和多個平衡記分卡視角）

A KRI is a result of many activities managed through variety of performance measures

KRI是通過各種績效指標管理的許多活動的結果

Has a positive impact (e.g., affects all other performance measures in a positive way)

具有積極影響（例如，以積極的方式影響所有其他績效指標）

Normally reported by way of a trend graph covering at least the last 15 months of activity

通常以趨勢圖的方式報告，至少涵蓋最后15個月的活動

Normally reported by way of an intranet screen indicating activity, person responsible, past history, so a meaningful

通常通過內聯網屏幕報告，顯示活動、負責人、過去的歷史，因此有意義

phone call can be made

可以打電話

RIs

PIs

Can be financial and nonfinancial

可以是金融的也可以是非金融的

Nonfinancial measures (not expressed in dollars, yen, pounds, euros, etc.)

非金融措施（不以美元、日元、英鎊、歐元等表示）

Measured daily, weekly, fortnightly, monthly, or sometimes quarterly

每日、每周、每兩周、每月或有時每季度測量

Same

相同的

Cannot be tied to a discrete activity

無法綁定到離散活動

Tied to a discrete activity and thus to a team

與一個離散的活動聯系在一起，從而與一個團隊聯系在一起

Does not tell you what you need to do more or less of

不會告訴你或多或少需要做什么

All staff understand what action is required to improve PI

所有員工都了解需要采取哪些行動來改進PI

Designed to summarize some activity within a CSF/SF

旨在總結CSF/SF中的一些活動

Specific activity impacts on one of the CSFs/SFs

特定活動對其中一個CSF/SF的影響

Result of more than one activity

多個活動的結果

Focuses on a specific activity

專注于特定活動

Normally reported in a team scorecard

通常在團隊記分卡中報告

Same

相同的

1.6 Management Models that Have a Profound Impact on KPIs 對KPI有深遠影響的管理模式

The groundbreaking work of Kaplan and Norton (3) brought to management’s attention the fact that performance needed to be measured in a more holistic way. Kaplan and Norton came up with four perspectives: Financial, Customer, Internal Process, and Learning and Growth.

Kaplan和Norton（3）的開創性工作引起了管理層的注意，即績效需要以更全面的方式來衡量。Kaplan和Norton提出了四個觀點：財務、客戶、內部流程以及學習與成長。

But two more perspectives need to be added. Employee Satisfaction is far too important to be relegated to a subsection within internal process. Informed directors know that happy staffs make happy customers who make happy shareholders. The measure employee satisfaction must be more sophisticated than a customer satisfaction survey every blue moon. The Environment and Community perspective has been managed brilliantly by some leading CEOs. Measurement in this area looks at increasing public awareness about being an employee of first choice, staff learning new skills through doing voluntary work in the community, reducing costs through minimizing waste, creating positive press, and increasing higher staff morale by implementing green initiatives. Leading CEOs intuitively work in this area. They realize that the community is the source of your current and future employees and customers. Kaplan and Norton’s later work on strategic mapping(4) also alludes to the importance of employee satisfaction and the environment/community perspectives. This modification is important because it means the BSC now incorporates all triple- bottom-line issues.

但還需要增加兩個視角。員工滿意度太重要了，不能將其歸結為內部流程中的一個子部分。知情的董事知道，快樂的員工造就快樂的客戶，快樂的股東。衡量員工滿意度的標準必須比每一次藍月亮的客戶滿意度調查更復雜。一些領先的首席執行官出色地管理了環境與社區視角。這一領域的衡量標準著眼于提高公眾對成為首選員工的認識，員工通過在社區做志愿工作學習新技能，通過最大限度地減少浪費降低成本，創造正面新聞，以及通過實施綠色舉措提高員工士氣。首席執行官憑直覺在這一領域工作。他們意識到社區是您當前和未來員工和客戶的來源。Kaplan和Norton后來在戰略規劃方面的工作（4）也暗示了員工滿意度和環境/社區視角的重要性。這個修改很重要，因為它意味著BSC現在包含了所有的三重底線問題。

1.7 Definition 定義

Performance measure:- The term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators.

績效指標：績效指標是指管理層用來衡量、報告和改進績效的指標。績效指標分為關鍵結果指標、結果指標、績效指標或關鍵績效指標。

Critical success factors (CSFs):- CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization.

關鍵成功因素（CSF）：-CSF是決定持續健康、活力和幸福感的組織績效問題或方面的列表。通常，任何組織中都有五到八個CSF。

Success factors:- A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors.

成功因素：-列出30個左右的問題或組織績效方面，管理層知道這些問題或方面對于在任何特定部門/行業中表現良好都很重要。其中一些成功因素要重要得多；這些都被稱為關鍵的成功因素。

Balanced scorecard:- A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives.

平衡記分卡：Kaplan和Norton首次提出的一個術語，描述了如何以更全面的方式衡量績效。你需要從多個不同的角度來看待一個組織的績效。

Senior management team (SMT):- The team comprised of the CEO and all direct reports.

高級管理團隊（SMT）：該團隊由首席執行官和所有直接下屬組成。

1.8 Notes 注意事項

1. Robert S. Kaplan and David P. Norton, The Balanced Scorecard: Translating Strategy into Action (Boston: Harvard Business School Press, 1996).

1.Robert S.Kaplan和David P.Norton，《平衡記分卡：將戰略轉化為行動》（波士頓：哈佛商學院出版社，1996年）。

2. Jeremy Hope and Robin Fraser, Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap (Boston: Harvard Business School Press, 2003).

2.Jeremy Hope和Robin Fraser，《超越預算：管理者如何擺脫年度績效陷阱》（波士頓：哈佛商學院出版社，2003年）。

3. Robert S. Kaplan and David P. Norton, The Balanced Scorecard: Translating Strategy into Action (Boston: Harvard Business School Press, 1996).

3.羅伯特·S·卡普蘭和大衛·P·諾頓，《平衡記分卡：將戰略轉化為行動》（波士頓：哈佛商學院出版社，1996年）。

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