【正文】 Suggests a Lack of Continuous Improvement in Operation and Work ProcessesSource: Hoehn (2022)52Kasetsart UniversityTransformationA BCAdminister theManagementProcess(visibility amp。Topic: Performance ManagementKongkiti Phusavat, .Associate ProfessorInternational Graduate Program in Industrial EngineeringKasetsart UniversityBangkok, Thailand1Kasetsart UniversityOverviewManagementFunctions: planning, coordinating, and controllingProcesses: measurement, analysis/ evaluation, and improvementEmphasis on the anizational and functional level2Kasetsart UniversityOverviewMeasurement: understanding of the term KPI or performance measures, identification of the KPI, application of MFPMM, audit to improve KPI by linking with policies, objectives, database, etc., ratio working, and target settingAnalysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and rootcause analysisImprovement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and supplier partnership3Kasetsart UniversityOverviewWhat reflects or represents the term performance? Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learningSink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiencyHarper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation4Kasetsart UniversityIntroductionMultinational, national, and industrial levelsOrganizational, functional, program, and project levelsTeam and individual levelsIndividual levelManagement WorkforcesKnowledge and whitecollarBluecollar5Kasetsart UniversityIntroduction(1) Measuring productivity/ performance requires a system view of an anization or a unit of analysis.(2) Measuring productivity/ performance is mon.(3) Understanding of impacts from low productivity is critical for management (petitiveness).(4) Understanding of unit dimensions and definitions are essential for measurement.6Kasetsart UniversityIntroductionOngoing Issues for “Productivity” Management(1) Total, multi, and singlefactor productivity consideration(2) Combination of various input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, reporting and information format on tabular and/or graphical forms, etc.) as well as output factors7Kasetsart UniversityIntroductionSystem View of an Organization Processes OutputsInputs DownstreamUpstream8Kasetsart UniversityPurposes of performance measurement: To identify whether we are meeting customer requirementsTo help use understand our processesTo ensure decisions are based on facts, not on emotionTo show where improvements need to be madeTo show if improvements actually happenedTo identify whether our contractors or suppliers are meeting our requirements (Department of Energy, USA)Introduction9Kasetsart UniversityPerformance measurement should be used and integrated into a management system and process, based on the following reasons.Control: Performance measurement helps reduce process variation.Continuous improvement: Performance measurement helps identify defect resources, process trends, and defect prevention as well as opportunities for improvement.Need to have feedback by management: Performance measurement helps mangers and administrators realize what is to be done, what is being done, when to take corrective and preventive actions, and when to change the expectation.(Department of Energy, USA)Introduction10Kasetsart UniversityIntroductionDownstream or outes: customers, users, consumers, buyers, and stakeholders (impacts, reaction, satisfaction, financial growth, sales, return, replacement, recall, survival, etc.) Upstream: providers, suppliers, contractors, and vendors (relationships, partnerships, contractual agreements, etc.)11Kasetsart UniversityIntroductionOutputsIntangibleTangibleOutes[Satisfaction, Expectation, Desirable Impacts, etc.]12Kasetsart UniversityBasics on MeasurementDeming “You cannot manage what you cannot measure.” “You cannot measure what you cannot define.” “You cannot define what you do not understand.”13Kasetsart UniversityBasics on Measurement? Mandated by the Government Performance and Results Act (GPRA) of 1993? Federal agencies must be accountable and focus on improving service quality and customer satisfaction.? Coupled with the Government Management Reform Act of 1994 which emphasizes performance improvement and openness for annual financial audit (., PART, activitybased management, performancebased contract, adaptive process for planning and budgeting, ownership cost, etc.)14Kasetsart UniversityBasics on MeasurementThe 1993 Government Performance and Results Act (GPRA) requires the following:(1) Establishing toplevel agency’s policies and objectives as well as annual program goals(2) Defining how the agency intends to achieve these objectives and goals(3) Demonstrate how the agency will measure its own performance, including the programs15Kasetsart UniversityBasics on MeasurementBush Administration (2022): “Performance measurement is not an annual event。 rather it is a continuous process requiring clear performance expectations, periodic feedback for review, and analysis for improvement.” Bush Administration (2022): “Performance measurement is not an option。 Control)Build theBusiness(improvement)Cater to crisesBalance in Time Management Requires Performance Measurement and Its Integration with Management Systems and ProcessesSource: Hoehn (2022)53Kasetsart UniversityTransformation: Common Misu