PERFORMANCE MEASUREMENT
Techniques 10 and 11: Critical success factors and key performance indicators
Description of the techniques
Critical success factors (CSFs) and key performance indicators (KPIs) are used to determine measures of organisational performance. CSFs are identified first, since they are the areas of performance that the organisation considers vital to its success. They are typically broad-brush statements such as ‘customer service’ or ‘low costs’. Two types of CSF should be considered:
Industry-wide CSFs – the areas of effective performance that are necessary for any organisation operating within a particular business domain or market sector. For example, all airlines have ‘safety of operations’ as a CSF – no airline that disregards safety is likely to operate for very long. These CSFs do not differentiate between organisations, but they allow them to continue operating.
BUSINESS STRATEGY AND OBJECTIVES
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BUSINESS ANALYSIS TECHNIQUES
Organisation-specific CSFs – the areas of performance that enable an organisation to outperform its competition. These are the areas that it focuses upon as key differentiators. For example, Ryanair might claim that low cost of operation is one of the company’s CSFs.
KPIs are related to the CSFs, and define the specific areas to be monitored in order to determine whether the required level of performance has been achieved. If an organisation has defined ‘excellent customer service’ as a CSF, the KPIs could include the volume of complaints received over a defined time period, and the percentage of customers rating the organisation ‘very good’ or ‘excellent’ in a customer perception survey.
Since KPIs are related to CSFs, they need to be defined for both the industry-wide and the organisation-specific areas.
Using the CSF/KPI techniques
Once an organisation has defined its MOST (Technique 3), the performance measures that will provide a detailed means of monitoring progress need to be determined. The CSFs are identified first, and the KPIs are defined in support of the CSFs.
The MOST for the organisation should help identify how it is positioned within the market; this should be underpinned by a set of organisational beliefs and priorities. These beliefs are those that the senior management feels are essential to its successful operation. The CATWOE technique (Technique 27), described in the ‘Consider Perspectives’ chapter, is helpful when considering the core beliefs of the senior management team. This information helps in the identification of the CSFs, which then leads on to defining the KPIs and the corresponding targets. This three-part approach is described in the following example.
If an organisation is positioned as a high-quality provider of services, the CSFs might include ‘excellent customer service’ and ‘high-quality services’. There will be several KPIs to monitor the areas of operation that relate to achieving these CSFs. For example, the KPIs would need to monitor aspects such as the percentage of customer complaints and the percentage of repeat purchases. For each of these KPIs, a target and a timeframe would need to be set. Examples of these are:
Fewer than 2 per cent of customers complain about the service received, when asked during the quarterly customer satisfaction survey.
More than 60 per cent of customers purchase further services within 12 months of the initial purchase.
วัดประสิทธิภาพการทำงานเทคนิคที่ 10 และ 11: ปัจจัยสู่ความสำเร็จที่สำคัญและตัวบ่งชี้ประสิทธิภาพหลักรายละเอียดของเทคนิคต่าง ๆปัจจัยสำคัญสู่ความสำเร็จ (CSFs) และตัวบ่งชี้ประสิทธิภาพหลัก (Kpi) ใช้ในการกำหนดมาตรการของประสิทธิภาพ organisational CSFs ที่ระบุก่อน เนื่องจากเป็นพื้นที่ปฏิบัติงานซึ่งองค์กรถือว่ามีความสำคัญต่อความสำเร็จของ พวกเขามีงบแบบกว้างแปรงปกติเช่น 'บริการ' หรือ 'ต้นทุนต่ำ' สองชนิดของ CSF ควร:CSFs อุตสาหกรรม – ด้านประสิทธิภาพที่จำเป็นสำหรับองค์กรใด ๆ ที่ดำเนินงานภายในมีเฉพาะโดเมนหรือตลาดภาคธุรกิจ ตัวอย่าง สายการบินทั้งหมดได้รับ 'ความปลอดภัยของการดำเนินงาน' เป็น CSF – ไม่มีสายการบินที่ไม่คำนึงถึงความปลอดภัยมีแนวโน้มการใช้งานนานมาก CSFs เหล่านี้ไม่แยกความแตกต่างระหว่างองค์กร แต่พวกเขาทำให้พวกเขาต้องปฏิบัติกลยุทธ์ทางธุรกิจและวัตถุประสงค์21เทคนิคการวิเคราะห์ทางธุรกิจเฉพาะองค์กร CSFs – ด้านประสิทธิภาพที่ช่วยให้องค์การมีประสิทธิภาพสูงกว่าการแข่งขัน เหล่านี้คือพื้นที่ที่จะมุ่งเน้นในการเป็น differentiators คีย์ ตัวอย่าง Ryanair อาจอ้างว่า ต้นทุนที่ต่ำสุดของการดำเนินงานเป็น CSFs ของบริษัทอย่างใดอย่างหนึ่งKPIs are related to the CSFs, and define the specific areas to be monitored in order to determine whether the required level of performance has been achieved. If an organisation has defined ‘excellent customer service’ as a CSF, the KPIs could include the volume of complaints received over a defined time period, and the percentage of customers rating the organisation ‘very good’ or ‘excellent’ in a customer perception survey.Since KPIs are related to CSFs, they need to be defined for both the industry-wide and the organisation-specific areas.Using the CSF/KPI techniquesOnce an organisation has defined its MOST (Technique 3), the performance measures that will provide a detailed means of monitoring progress need to be determined. The CSFs are identified first, and the KPIs are defined in support of the CSFs.The MOST for the organisation should help identify how it is positioned within the market; this should be underpinned by a set of organisational beliefs and priorities. These beliefs are those that the senior management feels are essential to its successful operation. The CATWOE technique (Technique 27), described in the ‘Consider Perspectives’ chapter, is helpful when considering the core beliefs of the senior management team. This information helps in the identification of the CSFs, which then leads on to defining the KPIs and the corresponding targets. This three-part approach is described in the following example.If an organisation is positioned as a high-quality provider of services, the CSFs might include ‘excellent customer service’ and ‘high-quality services’. There will be several KPIs to monitor the areas of operation that relate to achieving these CSFs. For example, the KPIs would need to monitor aspects such as the percentage of customer complaints and the percentage of repeat purchases. For each of these KPIs, a target and a timeframe would need to be set. Examples of these are:Fewer than 2 per cent of customers complain about the service received, when asked during the quarterly customer satisfaction survey.More than 60 per cent of customers purchase further services within 12 months of the initial purchase.
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