Efficiency (Resources) Efficacy (Attributes) Effectiveness (Impact)
- People Inputs (Materials) Machines and Equipment Times Expenses Utilization Rotation Availability (information)
- Use of the capital (Money) MotivationInstallationsQualityDelivery opportunityKindness ReliabilityComplaintsCustomer satisfactionServicePerformanceProductivityCoverageParticipation in the ImpactMediumBenefitsRetention of customersIncrease in customersNew products
FINANCIAL PERSPECTIVE
Growth Strategy INDICATORS
- % Increase in the Resource Use Figure% Income from:
customers products
new geographical areas
production lines or new products
new applications of existing products and / or services
- Total income from other business units Expenses by:
Users
products and / or services
regional areas
care channels
- % Reduction of unit costs% Reduction of operating, administrative, general expenses, etc. Expense per employee% of incidents or defects, Product error rate Personalized attention level% level of response to complaints Number of incoming and outgoing calls and averages of Duration Availability and occupation times of each sales agent Average response time and total percentage of calls With respect to the TIME option, we address it in the last of the objectives that we have previously considered (optimization of delivery times).
Re-use of the service / Changes in the volume of activity
Intention to reuse or change volume
Recommendations to other potential users
- Service repetition rate (Frequency) Average user retention time% Punctuality and guarantees in service fulfillment% punctuality in product delivery% reduction in waiting times for assistance% reduction in waiting times for receiving the service offered by the institution.% of new products and / or services that meet functional specifications from the first moment Precise deadlines for the development of each of the new product lines Development costs / Operating benefits ->Generated by a new product in a period of time Number of times a new product design is modified Possible loss in sales due to time spent generating new products% of Sales from new products% of patented products Rate of introduction of new products in relation to planning done
Referring to excellence in process times (process quality), a wide range of indicators can be considered, among which we highlight:
- Various performances:
% of waste
% of use of fixed assets
- % of processes subject to statistical process control Number of user complaints Defect ratios User returns or internal phases Cost of inspection activity Analysis of Waiting Times Analysis of Downtime Analysis of Information, Climate and Culture Systems for stress management strategies - KNOWLEDGE
LEARNING AND GROWTH
Computer technologies and systems
INDICATORS
- Technological advancement level
IT / staff positions
No. of people trained in IT and SI
No. of people trained in IT and SI / staff
Number of fully automated activities
- Level of Investment in IT and SI Annual projects presented in relation to IT and SI
- Level of participation / satisfaction of users of the system Organization Accessibility Usability Quality of the planning system Number of incidents when using the system Level of investment in systems auditing Proportion of systems certified by ISOG Employee satisfaction level Levels of staff productivity Work efficiency Number of dropouts (external rotation)% of workers who positively value the work environment Amount of incentives / Personal expenses Amount of incentives / Number of employees Number of awards-recognitions per year Rate of annual salary growth Flexibility in remuneration Increases in formalized premiums Internally contracted pension plans
LEARNING AND GROWTH
Motivation and training
INDICATORS
- Level of global satisfaction Level of satisfaction with training Investment in gross training Investment in training / number of promotions Investment in training / Personnel expenses Number of suggestions for organizational improvements Average number of hours of training per worker and year Average rate of application of training in the profile performed% people with variable remuneration Unwanted external rotation People rewarded for suggestions provided Training profit% training actions per worker
LEARNING AND GROWTH
Intellectual Capital Management
INDICATORS
- Here we should take into account a very broad set of indicators related to the measurement of Human Capital, Structural Capital and Relational Capital. Regarding the other two proposals, "Best Practices" and "Strategic Skills", the idea would be to measure aspects such as:
Level of adaptation to change
New practices become a benchmark for company performance
Strategic skills that generate added value
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