Sample Performance Measures (KPI)

Sample Accounting Performance Measures

Percent of late reports
Perccent of errors in reports
Errors in input to Information Services
Errors reported by outside auditors
Percent of input errors detected
Number of complaints by users
Number of hours per week correcting or changing documents
Number of complaints about inefficiencies or excessive paper
Amount of time spent appraising/correcting input errors
Payroll processing time
Percent of errors in payroll
Length of time to prepare and send a bill
Length of time billed and not received
Number of final accounting jobs rerun
Number of equipment sales miscoded
Amount of intra-Company accounting bill-back activity
Time spent correcting erroneous inputs
Number of open items
Percent of deviations from cash plan
Percent discrepancy in MRB and line scrap reports
Travel expense accounts processed in three days
Percent of advances outstanding
Percent data entry errors in accounts payable and general ledger
Credit turnaround time
Machine billing turnaround time
Percent of shipments requiring more than one attempt to invoice
Number of untimely supplier invoices processed
Average number of days from receipt to processing

Sample Clerical Performance Measures

Misfiles per week
Paper waste
Errors per type page
Administration errors (not using the right procedures)
Number of times messages are not delivered
Percent of action items not done on schedule
Percent of inputs not received on schedule
Percent of coding errors on time cards
Period reports not completed on schedule
Percent of phone calls answered within two rings
Percent of phone calls dialed correctly
Pages processed error-free per hour
Clerical personnel/personnel support
Percent of pages retyped
Percent of impressions reprinted

Sample Product Development/Engineering Performance Measures

Percent of drafting errors per print
Percent of prints released on schedule
Percent of errors in cost estimates
Number of times a print is changed
Number of off-specifications approved
Simulation accuracy
Accuracy of advance materials list
How well the product meets customer expectations
Field performance of product
Percent of error-free designs
Percent of errors found during design review
Percent of repeat problems corrected
Time to correct a problem
Time required to make an engineering change
Percent of reports with errors in them
Data recording errors per month
Percent of evaluations that meet engineering objectives
Percent of special quotations that are successful
Percent of test plans that are changed (change/test plan)
Number of meetings held per quarter where quality and defect prevention were the main subject
Person-months per released print
Percent of total problems found by diagnostics as released
Number of problems that were also encountered in previous products Cycle time to correct customer problem
Number of errors in publications reported from the plan and field Number of products that pass independent evaluation error-free
Number of misused shipments of prototypes
Number of unsuccessful pre-analyses
Number of off-specifications accepted
Percent of requests for engineering
Number of days late to pre-analysis
Percent of requests for engineering action open for more than two weeks
Effectiveness of regression tests
Number of restarts of evaluations and tests
Percent of corrective action schedules missed
Number of days for the release cycle
Cost of input errors to the computer
Percent of bills of material that are released in error
Spare parts cost after warranty
Customer cost per life of output delivered

Sample Finance Performance Measures

Percent error in budget predictions
Computer rerun time due to input errors
Percent of financial reports delivered on schedule
Number of record errors per employee
Percent of error-free vouchers
Percent of bills paid so Company gets price break
Percent of errors in checks
Entry errors per week
Number of payroll errors per month
Number of errors found by outside auditors
Number of errors in financial reports
Percent of errors in travel advance records
Percent of errors in expense accounts detected by auditors
Computer program change cost

Sample Information Systems Performance Measures

Keypunch errors per day
Input correction on data entry
Reruns caused by operator error
Percent of reports delivered on schedule
Errors per thousand lines of code
Number of changes after the program is coded
Percent of time required to debug programs
Number of cost estimates revised
Percent error in forecast
Percent error in lines of code required
Number of coding errors found during formal testing
Number of test case errors
Number of test case runs before success
Number of revisions to plan
Number of documentation errors
Number of revisions to program objectives
Number of errors found after formal test
Number of error-free programs delivered to customer
Number of process step errors before a correct package is ready
Number of revisions to checkpoint plan
Number of changes to customer requirements
Percent of programs not flow-diagrammed
Percent of customer problems not corrected per schedule
Percent of problems uncovered before design release
Percent change in customer satisfaction survey
Percent of defect-free artwork
System availability
Terminal response time
Mean time between system IPL's
Mean time between system repairs
Time before help calls are answered
Rework costs resulting from computer program

Sample Management Performance Measures

Security violations per year
Percent variation from budget
Percent of target dates missed
Percent personnel turnover rate
Percent increase in output per employee
Percent absenteeism
Percent error in planning estimates
Percent of output delivered on schedule
Percent of employees promoted to better jobs
Department morale index
Percent of meetings that start on schedule
Percent of employee time spent on first-time output
Number of job improvement ideas per employee
Ratio of direct to indirect employees
Increased percent of market
Return on investment
Percent of appraisals done on schedule Percent of changes to project equipment required
Normal appraisal distribution
Percent of employee output that is measured
Number of grievances per month
Number of open doors per month
Percent of professional employees active in professional societies
Percent of managers active in community activities
Number of security violations per month
Percent of time program plans are met
Percent of documents that require two management reviews
Percent of employees who can detect and repair their own errors
Percent of delinquent suggestions Improvement in opinion surveys
Number of decisions made by higher-level management than required by procedures Percent of time cards that have errors on them signed by managers
Percent of employees taking higher education
Number of damaged equipment and property reports
Number of employees dropping out of classes
Percent error in personnel records
Improvement in customer satisfaction survey
Volume actual versus planned
Revenue actual versus plan
Percent of procedures less than 10 pages
Number of procedures with fewer than three acronyms and abbreviations
Number of formal reviews before plans are approved
Percent of employees active in improvement teams
Number of hours per year of career and skill development training per employee
Number of user complaints per month
Number of variances in capital spending
Percent revenue/expense ratio below plan
Percent of executive interviews with employees
Percent of departments with disaster recovery plans
Percent of appraisals with quality as a line item that makes up more than 30 percent of the evaluation
Percent of employees with development plans
Direct/indirect ratio
Revenue generated over strategic period
Number of iterations of strategic plan
Number of employees participating in cost effectiveness
Dollars saved per employee due to new ideas and/or methods
Result of peer reviews
Number of tasks for which actual time exceeded estimated time
Data integrity Warranty costs
Cost of poor quality

Sample Personnel Performance Measures

Percent of employees who leave during the first year
Number of days to answer suggestions
Number of suggestions resubmitted and approved
Turnover rate due to poor performance
Number of grievances per month
Percent of employment requests filled on schedule
Number of days to fill an employment request
Time to process an applicant
Average time a visitor spends in lobby
Time to get security clearance
Time to process insurance claims
Percent of employees participating in company-sponsored activities
Percent of complaints about salary
Percent of personnel problems handled by employees' managers
Percent of employees participating in voluntary health screening
Percent of offers accepted
Percent of retirees contacted yearly by phone
Percent of training classes evaluated excellent
Percent deviation to resource plan
Wait time in medical department
Number of days to respond to applicant
Percent of promotions and management changes publicized
Percent of error-free newsletters
Personnel cost per employee
Cost per new employee
Management evaluation of management education courses
Opinion survey ratings

Sample Procurement/Purchasing Performance Measures

Percent of discount orders by consolidating
Errors per purchase order
Number of orders received with no purchase order
Routing and trace errors per shipment
Percent of supplies delivered on schedule
Percent decrease in parts cost
Expediters per direct employees
Number of items on the hot list
Percent of suppliers with 100 percent lot acceptance for one year
Labor hours per $10,000 purchases
Purchase order cycle time
Number of times per year line is stopped due to lack of supplier parts
Percent of parts with two or more suppliers
Average time to fill emergency orders
Average time to replace rejected lots with good parts
Percent of lots received on line late
Time to answer customer complaints
Percent of phone calls dialed correctly
Percent of purchase orders returned due to errors or incomplete description Percent of defect-free supplier model parts
Percent projected cost reductions missed
Time required to process equipment purchase orders
Number of items billed but not received Stock costs
Supplier parts scrapped due to engineering changes
Parts costs per total costs
Actual purchased materials cost per budgeted cost
Cost of rush implants

Sample Quality Assurance Performance Measures

Percent error in reliability projections
Percent of product that meets customer expectations
Time to answer customer complaints
Number of customer complaints
Number of errors detected during design and process reviews
Percent of employees active in professional societies
Number of audits performed on schedule
Percent of QA personnel to total personnel
Percent of quality inspectors to manufacturing directs
Percent of QE's to product and manufacturing engineers
Number of engineering changes after design review
Number of process changes after process qualification
Errors in reports
Time to correct a problem
Percent of suppliers at 100 percent lot acceptance for one year
Percent of lots going directly to stock
Percent of problems identified in the field
Variations between inspectors doing the same job
Percent of reports published on schedule
Number of complaints from manufacturing management
Percent of field returns correctly analyzed
Time to identify and solve problems
Percent of lab services not completed on schedule
Percent of improvement in early detection of major design errors
Percent of errors in defect records
Number of reject orders not dispositioned in five days
Number of customer calls to report errors
Number of committed supplier plans in place
Percent of correlated test results with suppliers
Receiving inspection cycle time
Number of requests for corrective action being processed
Time required to process a request for corrective action
Number of off-specifications approved
Percent of part numbers going directly to stock
Number of manufacturing interruptions caused by supplier parts
Percent error in predicting customer performance
Percent product cost related to appraisal scrap and rework
Percent skip lot inspection
Percent of qualified suppliers
Number of problems identified in-process
Cost of scrap and rework that was not created at the rejected operation
Level of customer surveys

Sample Security/Safety Performance Measures

Percent of clearance errors
Time to get clearance
Percent of security violations
Percent of documents classified incorrectly
Security violations per audit
Percent of audits conducted on schedule
Percent of safety equipment checked per schedule
Number of safety problems identified by management versus total safety problems identified
Safety accidents per 100,000 hours worked Safety violations by department
Number of safety suggestions
Percent of sensitive parts located