企業主管在定訂績效指標時,應使指標成為廠內可以做即時性決策的依據,以發揮各單位執行持續改善之功能,但先決條件是要選對有效之關鍵績效指標,因此本研究探討某個案公司品質系統之績效指標,研究目的有二: 1) 了解個案公司在最初流程管理上之指標設定是否可以正確反應到最終目標或關鍵績效指標。 2) 了解各單位與高層主管對績效指標之認知異同。 本研究運用問卷調查方式統計各指標之排名,再依排名高低挑選出關鍵績效指標,並針對基層與該部門選出排名前五名指標分析其一致性。根據其結果所得到之關鍵績效指標再與高層之經營管理指標比較異同。 關鍵績效指標經過一系列相關公式驗證,並導入個案公司實績驗證。就此案例而言,首先必須控管之關鍵績效指標為「量產達成率」。 另一驗證結果為個案公司之中階主管認為重要的績效指標與高層之認定有所差異,造成各階層執行上的落差,最後成為資源上之浪費及無意義的工作執行。 績效指標須依據各產業型態及企業組織架構不同來設計,指標必需足夠性及具代表性,同時考慮各階層之認同,以落實執行。本研究推導出有效之關鍵指標,以利各階主管執行有效之管理。
The chief managers in a select key performance index (KPI) for real-time tasks execution to keep enterprise performance improvement. How to select correct and effective KPI is important. Therefore, the objectives of this study are following, 1) To check the effectiveness of KPI of a quality department in a case company. 2. To fine the difference of KPI among chief mangers and department. A questionnaire was surveyed to find out the rankings of each department KPI, and the top 5 KPI were selected as critical KPI. After a series of verification, the result indicated that “Capacity Rate” was the most important critical KPI. However, the critical KPI among department and chief managers were not exactly the same, which need further communication to improve effectiveness of KPI for enterprise performance.