Key performance indicators in a joint-stock company

Transcription

1 Afrca Joural of Busess Maagemet Vol. 4(6), pp , Jue 200 Avalable ole at ISSN Academc Jourals Full Legth Research Paper Key performace dcators a jot-stock compay Željko ur *, Rado Maksmov 2 ad Žvoslav Adamov 2 Bauxte Corporato Mlc, Ml, Bosa ad Herzegova, Yugoslava. 2 Uversty of Nov Sad, Nov Sad, Serba. Accepted 6 May, 200 Ths paper presets a method of problem solvg usg Key Performace Idcators to measure, motor ad maage busess results a jot-stock compay. A jot-stock compay has a large umber of fuctos, that work o the prcple of several proft ceters, whch have mutual processes of maagemet, marketg, developmet, sales, supply ad logstcs ad have a establshed Qualty Maagemet System accordg to the demads of the ISO 900:2008 stadard. At the same tme, the measuremet of process performace, as a key elemet of the Qualty Maagemet System a jotstock compay must be doe a uque maer o matter the dversty of the fuctos. Ths s the bass for developmet of the uque measuremet methodology of performace process measuremet ad key busess dcators as a whole. The results of the applcato of a gve methodology o certa processes a gve jot-stock compay are descrbed. Key words: Key performace dcators (KPIs), qualty, system, jot-stock compay, balaced scorecard, total qualty maagemet (TQM). INTRODUCTION Globalzato of the world market ad the speed of techcal ad techologcal developmets have etrely chaged the busess evromet, the certaty of whch we ca o loger speak. Today, every busess must be globally compettve for survval the market. Competto kows o boudares. I moder busesses, orgazatos are cofroted wth dfferet demads from cosumers, ovatve techologes ad the growg pressure o cost ad product developmet tme. I these chagg surroudgs, compaes ca survve ad acheve ther log term goals oly through tmely defto of a good strategy ad ts successful mplemetato. These processes ca be acheved through famlarzato ad mplemetato of certa maagemet methods that are used to measure busess success. The path to adjust quckly to these chages requres the establshmet of a flexble orgazatoal structure *Correspodg author. E-mal: zeljko@ad-bokst.com Tel: or that ca be adjusted quckly, to uexpected chages - dagers ad opportutes. Classcal, rgd orgazatoal structures are the past. Ther mateace compaes shows ther ablty to sure future survval ad developmet. Also, adjustg to chage codtos, the orgazato should expad ther fuctos, so that they start workg as jot-stock compaes. The compay that has dfferet fuctos, a brached orgazatoal structure, complex teral relatos betwee processes ad dssolved maagemet wdth ad depth s defed as a jot-stock compay. The latest research shows that the complexty of the compay geeral s codtoed by (Maksmov et al. 2008) the umber of elemets ad ther relatos. Ths s show by the umber of coectos betwee the elemets of the compay structure. Due to the creased effcecy of the orgazato s busess ad adjustmet to market movemet, the jotstock compay must be vewed as a etwork of busess processes, ad ot as a herarchcal structure of orgazatoal uts defed by the orgazatoal scheme. Geeral approaches ad prcples a orgazato ad maagg the jot-stock compay - based o the

2 ur et al. 89 developmet of the structure of the compay ad tegrato of ts fuctos, are uversally vald ad create the establshmet of the stadardzed crtera system - performace parameters of the processes that are suffcet ad eeded to mata the effcecy of the process ad geeral success of the jot-stock compay. O ths bass, a model of jot-stock compay qualty assurace ca be bult. It should be oted that qualty has become a key to competto the ope market. It wll become a fudametal method of rug every busess, aywhere the world. Chages the market ad compaes have preseted the eed for adjustg to certa stadards. The oto of qualty has chaged as well - as a orgazato s qualty, ot just the qualty of the product ad servce, the qualty of the orgazato as a whole must be mproved through the establshmet of qualty stadards the etre busess. Qualty s o loger a cocer of just the supervsors ad the techcal staff, but becomes a ma task ad resposblty of upper maagemet. Qualty as, the moder cocept of busess, (Maksmov et al. 2008) become a tool for achevemet of all busess goals that sets before compay maagemet the task of achevg as hgh a level of satsfacto as possble a maer that balaces the terests of all partes. Gve a bass of orgazato, maagemet ad fuctog of busess systems - compaes have a goal of creasg product qualty that s tegrated ad observed by the compay as a whole ad sets partal goals of ts elemets coset wth tegrated goals. Ths ca be doe oly through a systems approach observg busess systems ad usg methods ad techques of systems theory ad cyberetcs the aalyss, ad applcato of moder maagemet techques supported by formatoal techologes. At the core of such a maagemet system, amog other thgs, s a qualty maagemet system (QMS) that s bult o eght prcples. These prcples have bee derved, amog other thgs, as a cosequece of the experece of the best compaes the world ad adhere to the ISO 900:2008 stadard. Fally, the process of establshg a Qualty Maagemet System uder the codtos of a real busess system should show the effcecy ad effectveess of the Qualty Maagemet System ad, through the mechasm of reversble coectos should secure permaet correctve actvtes ad the mprovemet of projected solutos. The complexty of processes ad relatos a jot-stock compay today s a cause of the exstece ad the eed for establshg sophstcated maagemet processes that follow the most represetatve dcators of performace ad allow maagemet to take approprate acto o the performace values. The complexty of maagg processes has bee studed for decades a scetfc evromet from a umber of aspects, from fudametal to etrely practcal. Specal atteto must be gve to the mplemetato of ew approaches to maagemet, both a coceptual, ad a orgazatoal sese. Wder acceptace of a ew marketg model s requred. A commucato compoet of marketg s preseted through a model of tegrated marketg commucato, the the developmet of tegrated maagemet systems based o stadards of qualty maagemet, etc. A complex compay that wshes to be successful a turbulet ad complex busess evromet must adopt a polcy that wll make the orgazato capable of dog three mportat thgs smultaeously - mprove, expad ad ovate. BRIEF LITERATURE REVIEW Qualty as a strategy of developmet of compettve advatage ad achevemet of busess success has bee recogzed prevously. The tators of qualty maagemet phlosophy were Joseph Jura (Jura et al., 999), Phlp B. Crosby (Crosby, 996) ad Kaoru Ishkawa (Ishkawa, 989). They were the fouders of the program amed Total Qualty Maagemet (TQM). The basc dea of TQM s that maagemet of the orgazato s cocetrated o qualty, based o partcpato of all employees, wth the goal of log term busess success acheved through the pleasure of employees ad customers. The basc goal of such a approach s qualty awareess all orgazatoal processes at all levels. All employees the orgazato must be aware of the eed of fal customers. A great step securg developmet of the qualty maagemet approach based o TQM was acheved through regoal awards gve for qualty such as the Demg Award Japa (Demg, 986), the Malcolm Balrdge the USA ad the Europea Award for qualty Wester Europe. Thaks to these regoal awards, a lot of moder methods were developed for performacemeasuremet that add ew dmeso to the exstg measures of compay scorecards. Most moder studes cocered wth egeerg maagemet are focused o the applcato of exstg models ad the developmet of ew models upo whch busess excellece ca be acheved. These clude establshmet of the systems approach, tegrato wth exstg approaches ad models, ad the defto of key elemets (metrcs attrbutes, mprovemet areas, cotrol methods, detfcato of elemets key for chages). Cotrol ad delvery of strategc goals s acheved through ter-orgazatoal measures ad ther comparso wth hstorcal data from the compay s database (Lst et al., 2005). A great deal of scetfc research

3 892 Afr. J. Bus. Maage. deals wth the problems of program establshmet of measurg process the compay. Ths s regard to measurg establshg the process, establshg the database, selecto of the optmal cluster of dcators, measuremet, ad applcato of dfferet statstcal models to aalyze data for performace mprovemet. Moder research (Garego, 2009) cotrbutes to uderstadg the performace measurg system based o the example of leadg small ad mddle compaes Italy. Performace measuremet data are show, as well as recommedatos as to how they ca be used for evaluatg the performace measuremet system. They clude crtera usage for the achevemet of hgh effcecy of the Qualty Maagemet System based o the TQM prcples uder whch a small or a mddle compay would most probably acheve busess excellece as the qualty award wer. Dfferet researchers are tryg to set a cluster of quattes that would be useful for advaced developmet process maagemet of software products. They clude tato ad cotrol of mprovemet program realzato. A optmal cluster of elemets, evaluated o a dustry case study, was suggested (Wag et al., 2006). A example of the fuctog of moder methods of performace measuremet a jot-stock compay wth the suggesto for effcet ad effectve process ad qualty maagemet ad the purpose of busess excellece achevemet was preseted by Abra et al. (2004). Maagemet based o quatty data s oe of the codtos of greater maturty the compay metoed ths model of qualty maagemet. The teratoal stadards orgazato (ISO) pots out the sgfcace of measuremet ad quatty process maagemet a complex compay. Oe proof of the mportace of quatty measuremet the developmet of software programs s that the software egeerg body of kowledge, SWEBOK, as oe of the stadard refereces for software egeerg, s plag to corporate a specal kowledge area dedcated to measuremets. I the early 990 s, a ew orgazato performace measurg system was developed uder the ame balaced scorecard (BSC). Ths was just a reportg tool the begg, but cluded the crtcal aspects of busess. Today, BSC s a system, or a methodology that trasforms the msso, vso ad strategy of the orgazato to a comprehesve cluster of selected measures that secure a framework for strategy mplemetato. It s used for the trasformato of orgazatoal strategc goals to performace dcators. The Balaced Scorecard s a cocept preseted by Robert Kapla ad Davd Norto at the ed of the last cetury as a revolutoary ew system for performace measuremet (Kapla ad Norto, 999). The basc dea s that BSC be a model for maagers. The balaced scorecard caot fucto, as all moder systems of measuremet of performace, wthout formatoal support. The complexty of the busess surroudgs ad compaes today s such that the compay, for performace measuremet must use a umber of formato ad process a large amout of data, whch ca be doe oly wth excellet formatoal support. A well bult formatoal system was preseted as oe of the most mportat factors of successful mplemetato of BSC (Kapla ad Norto, 200; Allema, 2003; Clto et al., 2002; Martsos et al., 999). Ths paper presets oe approach to establshg, maagg ad measurg key performace dcators of the compay to clude the establshmet of a qualty maagemet system based o ISO 900:2008 stadards, ad TQM prcples, wth applcato of the balaced scorecard methodology. Ths model of a compay s key performace dcators ca be used as a bass for successful maagemet, wth a specal focus o jot-stock compaes wth a dverse (complex) orgazatoal structure. COMPANY S KEY PERFORMANCE INDICATORS - THE METHODOLOGY AND DETERMINATION For the compay to accumulate the kowledge ecessary to acheve ts goals, measuremet of Key Performace Idcators (KPIs) s oblgatory. Measurg ad reportg the Balace Scorecard cocept are doe through Key Performace Idcators lght of certa perspectves that clude dfferet key processes busess. These are, orgally (Kapla ad Norto, 999) facal perspectve, buyers perspectve, teral processes perspectve ad learg ad developmet perspectve. Due to dfferet vews o the measurg problem ad success ratg, addtoal dfferet measurg methods were developed such as the balaced scorecard (BSC), system of 20 keys, Sx-sgma models, TQM, etc. Lately, the balaced scorecard has become the most used model due to ts ratoalty ad relablty. It tracks a optmal umber of key characterstcs, whose selecto comes from the vso ad strategy of the compay. The research (Kapla ad Norto, 200) has show that the BSC, comparso to other models, s mostly drected to the results ad earest to the cosumer. It s easly coected to other tools for success measurg that are used the compay. I the research preseted ths paper these methods ad techques are used:. System approach. 2. Deductve methods. 3. Lterature revew. 4. Aalyss. 5. Sythess. 6. Comparatve methods. 6. Mathematc modelg. 5. mappg. The performace dcators become key elemets that eable the compay to lear, based o experece ad codto of the chages that are preseted for future performace mprovemet. KPIs, for a jot-stock compay vewed from the perspectve of teral processes, are determed by aalyss of sgle process parameters used a gve compay ad are preseted Table.

4 ur et al. 893 Preseted KPIs are specfc to a specfc compay/ dustry - Not a geerc Key elemets of may dustres. ESTABLISHMENT OF KEY PERFORMANCE INDICATOR SYSTEM IN A JOINT-STOCK COMPANY Jot-stock compay orgazato Sce qualty has become oe of the most mportat strategc factors of success, chages the market have led to ew approaches to qualty. The qualty of servces ad goods s codtoed ot oly by the characterstcs of the products/servces ad the effectveess ad effcecy producto ad qualty cotrol, but also cludes the market approach ad qualty characterstcs, of the orgazato ad all of ts processes. Successful realzato of the process cludes realzato of tmely maagemet acto, orgazg ad securg eeded puts wth the goal of accomplshg set plas. Costat motorg of the plas presets a opportuty to maage the processes ad elemets that fluece realzato. It s ecessary to stress that the goal s settg plaed values for varables, such that the partcpats a plag process wll have the opportuty to select the varables that they thk are most acceptable (Schmtz ad Platts, 2004; Bus, 2005; L ad Yahalom, 2009; Rodrguez et al., 2009). A complex compay that has adjusted to chages the market ad made costat progress over the classcal approach has dealt wth producto [exploatato of meral materal (bauxte ore)]. It has begu to develop other fuctos, such as: traffc, producto (exploatato) of o metal materal, mache producto, food producto, costructo, hotel servces, gas ad ol sale ad other fuctos that are o the market today. The assumpto was that leadg such a complex compay would be eve more successful after the establshmet of a Qualty Maagemet System, based o a method that assures costat busess mprovemet, wth the goal of costat mprovemet of ts performace. Today, such a complex compay has a dspersed orgazatoal structure, as show Fgure, ad complcated teral relatoshps betwee processes. The maagemet of the compay s complex as well. model jot-stock compay Every fuctoal actvty a complex compay has ts ow workg processes that are maaged such that the busess s doe a way that assures stable coectos. The goal s that the work, as a whole, should be doe effectvely ad effcetly. For effectve ad effcet maagemet, processes were detfed, that preset the bass for the QMS fuctog that compay. es ad ther coectos are preseted a process model for a typcal jot-stock compay (Fgure 2). It s comprsed of the followg process groups:. Maagg process. 2. Realzato process. 3. Support process. 4. Motorg, measuremet ad mprovemet process. The Qualty Maagemet System s a abstract ad orgazatoal system, the project of the applcable model s preseted the form of project documetato (log, plas, procedures, mauals, records...) whch techcal developmet also requres certa stadard demads. I a compay wth complex fuctoalty, there s a eed that the area of fluece of certa documets be expaded ad geeralsed. Certa uversal processes occur more orgazatoal uts, at may locatos. It s ecessary that they have mutual documetato. It should also be metoed that the process of dstrbuto ad documetato of the maagemet system, whch cludes updatg, accessblty o workg posts, the possblty for usage ad the ease of chage a compay wth complex fuctoalty ad structure, s mpossble to be realzed wth the applcato of classc ad maual procedures. I the observed compay, a gve process ad a umber of other system actvtes s supported by a so called QS module of the tegrated formato system. Followg, s part of the procedure for the surface producto of the bauxte ore, wth the example of the dagram flow, the defed schedule ad method of actvtes ad resposbltes of the partcpats ths process, s observed the compay (Fgure 3). Performace ad goals maagemet system a complex eterprse I the era of ew ecoomy (Kowledge Ecoomy) the eterprse s expected to, order to survve ad mprove, have great speed ad flexblty, cooperato ad orgazatoal effectveess ad effcecy. Maagemet performace s the key to orgazatoal effectveess ad effcecy, gvg the chagg codtos of today. Performace measurg systems play a sgfcat role. They are the bass for evaluato ad gradg realzato success as a key compoet of the compay s goals wth ts compettve strateges (Elg ad Kollberg, 2009; Goold, 2003; Fracesch et al., 2006; Schoberger, 2008; Dowg, 2000). I a gve complex eterprse, a system of performace ad goal maagemet s establshed, developed ad formalzed for makg, motorg, measurg ad cotrollg goals. The eterprse has a large umber of processes ad performaces, whch led to ther groupg such that the BSC cocept was appled performace measuremet to the followg four areas or perspectves:. Facal perspectve. 2. Cosumer perspectve. 3. Iteral process perspectve. 4. Iovato ad learg perspectve. Key performaces, vewed from the perspectve of teral processes, are determed wth the aalyss of sgle process parameters. Maual examples are show as well as the results of key performace process measuremets of the surface producto of bauxte ore, purchase, sale ad mateace of the mg ad costructo maches o the dggg stes (Tables 2, 3, 4 ad 5). The results of KPI measuremet the observed jotstock compay were preseted, as examples, the " performace cards - Qualty Characterstcs" (Tables 2, 3, 4 ad 5). Cards "Qualty Characterstcs" cota:

5 894 Afr. J. Bus. Maage. Table. Aalyss of sgle process parameters used a gve compay. parameters Maagg processes Key performace dcators Busess pla ad aalyss; performace ad process aalyss; teral ad exteral commucato Huma resource maagemet, employee records, employee specfc trag Pla ad realzato devato; umber of observed errors; pla developmet delay Aalyss delay Huma resources adequately utlzed; huma resources pla realzed; educato ad trag pla realzed Qualty assurace processes Method ad techques qualty mprovemet Correctve ad prevetve measures, Qualty maagemet system documetato maagemet Customer satsfacto level; QMS effectveess; key process goals Marketg, commercal ad ecoomcal ad facal processes Publc relato, market search, market formato aalyss ad customer satsfacto evaluato The degree of realzato of oblgatos; level of customer satsfacto The supply of materals, products ad servces, Ratg ad supply selecto, Icomg cotrol ad acceptace of materal ad products, Resoluto of complats for purchased products ad servces: Purchased product/servce qualty; tmely supply of product/servce; supply expeses Sale-wholesale, retal, buyer complat resoluto: Sold product/servce qualty; tmely sale of product/servce; buyer cotact realsato Developmet ad formato techologes applcato processes Ivestmet developmet, product developmet, servce developmet, geologcal explorato, geo project ad measuremet: Number of compatble projects; project realsato speed; buldg expeses Producto ad cotrol processes Meral materals exploatato plag ad preparato, exploatato terra preparato, mache producto plag ad preparato Producto start delay; producto realsato report update Bauxte surface producto, o metal producto, buldg products producto, mache producto, agrcultural products processg, cosumer eggs producto: Product qualty; product developmet tme; product developmet expeses Servce processes Weght trasport, remote traffc, passeger traffc, costructo works, hotel servces Servce qualty; servce durato; servce expeses

6 ur et al. 895 Table. Cotd. Support processes Mg ad costructo mechazato o the dggg ste mateace, vehcle mateace, equpmet mateace: Ifrastructure mateace Mataed product/servce compatblty; mateace pla realsato; mateace expeses Mssg frastructure; workg tools delay; frastructure mateace expeses Fgure. Orgazatoal structure of real complex eterprse.. Three dfferet Key Performace Idcators for each process. 2. Istructo (formula) for calculatg Key Performace Idcators, as "qualty dex". 3. Calculated qualty dexes ad ther garde (Grade O), through applcato of uque, specally developed scale of 0-00 rage. 4. Qualty dex correcto, through the troducto of

7 896 Afr. J. Bus. Maage. Fgure 2. model for a real complex eterprse.

8 Fgure 3. A flow dagram for bauxte surface-producto process. ur et al. 897

9 898 Afr. J. Bus. Maage. Table 2. Results of key performace dcator measuremets of process 50 - bauxte producto. Qualty process characterstcs 50 - bauxte producto Product qualty - bauxte ore Exploatato tme - bauxte ore Bauxte ore exploatato cost goals measurg results 50 - bauxte ore Fz IQP 0 N IQ p - bauxte ore qualty dex F z - product comperablty sgfcace factor - amout of bauxte ore wth the same sgf factor N - total ore amout F z Data source Descrpro Ore - bauxte set wtout comperablty Ore - bauxte set wth mor comperabltes that dd ot effect the fal recepto Ore - bauxte decled o the fal recepto - QO.50-00/05 - Qualty record ore - bauxte - Evdece of the operatoal workr o the cotrol ad homogezato plateau IV V u V p 00 [%] IV - exploatato tme dex ore - bauxte observed perod V u - total spet tme for the exploatato total ore amout observed perod V p - total plaed tme for exploatato of total plaed ore bauxte amout the same perod - QO.0-00/02 - Aual producto pla ore - bauxte - Buyers cotract - Workg accout - Iformato system IT T u T p 00 [%] IT - exploatato cost dex T u - total exploatato cost plaed perod T p - total exploatato cost observed perod - Workg accout - book record - Iformato system - QO /02 -Sales realzato record characterstcs IQ p IV IT , Grade O Poder P Pots OxP Total pots Goal accomplshmet percetage characterstcs values 00% max goal value 82% characterstcs ratg scale factors of ther sgfcace from - 0 (Poder P) ad 5. Total process qualty grade, as percetage of set goal acheved. The examples show are based o parameter aalyss of sgle processes was doe by measurg key performace dcators through the aalyss of four coected processes (surface producto of the bauxte ore, supply, sales ad mateace of the mechazato) a tme spa of oe moth. It ca besee that durg a certa tme perod, the total qualty of busess ca be maaged. Actg o Key Performace Idcators, t s possble to take actos ad tatves that ca correct some oted defceces. By motorg key performace dcators from the vew of busess process effectveess ad effcecy, they ca war of possble rregulartes earler phases of the busess. It s possble to proactvely take actos to avod or dmsh egatve performace wth respect to dcators the facal perspectve ad the etre busess. As preseted o Tables 2, 3, 4 ad 5, the results of key performace dcators measuremet of observed

10 ur et al. 899 Table 3. Results of key performace Idcator measuremets of process 330 supply. Purchased qualty dex IQ 3 Ft 0 N IQ - qualty dex of purchased products gve perod F t - qualty factor of etry product delvery compared to qualty - shpmets umber wth the same sgfcace factor for the gve qualty N - total delvery of etry products a gve perod F t Data sources Qualty process characterstcs supply products Tmely purchase Supply cost dex dex Delvery qualty For delveres accepted wthout or wth mor defceces For delveres accepted wth sgfcat defececes For rejected delveres - F t,, N: QO /08 - Supply realzato record IB UV N IB - tmely supply dex UV - umber of delayed supples of put products a gve perod N - total put product delveres gve perod - UV, N: QO /08 - Supply realzato record UT IT V p 00 [%] IT - supply cost dex UT - total supply cost gve perod V p - sale value a gve perod - UT : QO /08 - Supply realzato record - V p: QO /05 - Sale realzato record goals measurg results supply characterstcs IQ IB IT Grade O Poder P Pots OxP Total pots Goal accomplshmet percetage characterstcs values 00% max goal value 68% characterstcs ratg scale processes show that the percetage of goal acheved s: 50 - bauxte producto 82%; process 330 supples 68%; process sale 74% ad process mg ad costructo mechazato mateace o the dggg stes 83%. Through aalyss of key performace dcators for the jot-stock eterprse durg the observed tme perod, we ca ga valuable formato o the curret status of sgle processes. We ca perform addtoal aalyss, ad use the results as the bass for correctve actos case of bad busess or cotuato of the tatve case of busess that was better tha plaed. The reverse coecto s created towards the orgazatoal uts resposble for process realzato ad maagemet of the compay. Based o the preseted segmet of the balaced scorecard model - the perspectve of teral processes, the mplemeters of the process ca, through revso ad mprovemet of tal decsos, postvely fluece the further developmet of the busess, whch meas that the balaced scorecard model applcato, as a coecto betwee strateges ad actos, helps the compay to lear ad cotuously mprove. CONCLUSION The establshmet of a qualty maagemet system a jot-stock compay cludes executg a project that wll

11 900 Afr. J. Bus. Maage. Table 4. Results of key performace dcator measuremets of process 320 sale. Qualty process characterstcs sale Sold products qualty dex IQ 3 Ft 0 N IQ - sold products qualty dex a gve perod F t - qualty factor of delveres output products compared to ther qualty - umber of delveres wth the same sgfcace factor for determed qualty N - total umber of delveres for output products gve tme F t Delvery qualty For delveres doe wthout or wth mor defceces For delveres doe wth sgfcat defececes For rejected delveres Data sources - F t,, N: QO /05 - Sale realzato record Tmely sale dex IBI UVI N IBI - tmely sale dex UVI - umber of delayed product delveres a gve tme N - total umber of product delveres a gve tme - UVI, N: QO /05 - Sale realzato record Buyer cotact realzato dex IK PK N IK - buyer cotact realzato dex PK - umber of realzed cotacts a gve tme N - total umber of plaed cotacts a gve tme - Iformato system goals measurg results sale characterstcs IQ IBI IK characterstcs values Grade O Poder P characterstcs ratg scale Pots OxP Total pots Goal accomplshmet percetage 00% max goal value 74% result a system ad processes that are accordace wth the curret teratoal stadard (ISO, 900:2008), comparso to whch the compay wll be graded ad certfed. The tme dmeso of the performace grade, determg measures ad chages ad ther realzato s equally mportat as well as the questos of what s measured, how they are measured ad whch actos are take. Qualty approaches are costatly chagg for achevg greater satsfacto of the buyers, fal cosumers ad other terested partes for the products, servces or busess systems. Ths chage s llustrated by the tred the chages of stadard qualty defto that, besdes products ad servces, cludes other elemets of busess ad busess systems, ad cludes ot oly the demad of the buyers, but all partes. Thus, qualty becomes a cetral factor the theory ad practce of maagemet. Wth the applcato of formato systems, or electroc recordg of certa parameters, easy ad quck avalablty of data was establshed ad ther aalyss for obtag relevat ew formato for the performace maagemet process. Data that s electrocally recorded ca be easly aalyzed, partly for the aalyss ad presumpto of the surroudg chages but eve for the calculato of Key Performace Idcators (of the whole orgazato, busess uts, workg groups, dvduals ad reportg). KPI motor ad cotrol formato system, prevetve ad cotrol actos, are solutos that ca be appled to the performace maagemet of the orgazato. Further research should be drected to motorg, easurg ad maagg busess results a complex compay for the other three perspectves:

12 ur et al. 90 Table 5. Results of key performace dcator measuremets of process mechazato mateace. Qualty process characterstcs mateace Mataed Mechazato setback mechazato dex competablty dex IN om B B om uom [ ] 00% IN om - mataed mechazato competablty dex B om - umber of competable mataed mechazato a gve perod B uom - total umber of mataed mechazato the same perod N - total umber of put product delvery the same perod Data sources - Iformato system:. Workg accout 2. Exam paper IZ Tz m j Tr j 00 [%] IZ - setback dex T z - setback tme of mechazato (correctve ad prevetve) - total umber of mechazato that was setback a gve perod T j r - avalable tme of j mechazato umber of workg days x 7,5 x burde coeffcet Burde coeffcet s experece data m - total amout of avalable machazato - Iformato system:. Repar accout 2. Falure card 3. Prevetve actvtes pla Mateace dex IT o UT V p o cost 00 [%] IT o - mateace cost dex for a gve perod UT o - total cost of prevetve ad correctve mateace cludg servces V p - sales value a gve tme - Mateace cost records Book records:. Servce provder voce 2. Sales records goals measurg results mateace characterstcs IN o IZ IT o m 24 2,6 3, 0 < < >0 > Grade O Poder P Pots OxP Total pots Goal accomplshmet percetage characterstc s values 00% max goal value 83% characterstcs ratg scale. Facal perspectve. 2. Cosumer perspectve. 3. Iovato ad learg perspectve. Accordg to the balaced scorecard cocept, measuremet of key performace dcators for the jotstock compay eed to be cluded. REFERENCES Abra A, Moore JW, Baurque P, Dupus R, Trpp LL (2004). Gude to the software egeerg body of kowledge (SWEBOK), IEEE Computer Socety. Allema G (2003). Usg Balaced Scorecard to Buld a Project focused IT Orgazato; Balaced Scorecard Coferece, Sa Fracsco. Bus M (2005). A maagemet Framework for Performace maagemet of Itegrated Logstcs Operatos, Aual Coferece of POMS, Chcago, IL Aprl 29: 2-0. Clto B, Douglas, Webber Sally A, Hassell Joh M (2002). Implemetg the Balaced Scorecard Usg the Aalytc Herarchy. Maage. Accout. Quarterly Sprg. 3: 2-0. Crosby PB (996). Qualty s Stll Free: Makg Qualty Certa Ucerta Tmes, McGraw Hll, New York. Demg WE (986). Out of Crss, MIT Ceter for Advaced Egeerg Study, Cambrdge. Dowg LM (2000). The Global Balaced Scorecard Commuty: A Specal Report o Implemetato Expereced from Scorecard Users Worldwde, Balaced Scorecard North Amerca Summt. Elg M, Kollberg B (2009). Alteratve argumets ad drectos for studyg performace measuremet, Total Qual. Maage. Bus. Excell. 20(4): Fracesch F, Galetto M, Domeco Masao D (2006). Classfcato of performace ad qualty dcators maufacturg, It. J. Serv. Oper. Maage. 2(3): Garego P (2009). A performace measuremet system for SMEs takg part Qualty Award Programmes. Total Qual. Maage. Bus.

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