Production KPIProduction KPIs include key performance indicators as follows:I/ Types of production KPIsDocument management KPIDocument management KPIs include key performance indicators of production management as follows:1. Average frequency (e.g. in days) of updates of documents. Indicates currency and use of information.2. Time to respond to legal discovery of records. Using test drills for risk mitigation.3. Percentage of documents that have not been stored in the appropriate document management systems.4. Number of documents that have not been removed/deleted (from the system) after end-of-life. Legal and security issues may determine the lenght of life of documents.5. Percentage of documents that have not been accessed for more than for example 1 year.6. Document storage costs (paper & electronic).7. Ratio of paper to electronic documents.8. % of documents in non-enterprise repositories: Percentage of documents in non-enterprise repositories (eg CDs, thumb drives, PC hard disks, email accounts).9. Percentage of enterprise documents accessible to the search engine.10. Percentage searches within measurement period resulting in a document being opened.11. Percentage of duplications/document variations within a repository or across repositories._____________________________________________________________________________

Innovation KPIInnovation/Improvement KPIs include key performance indicators of production management as follows:1. % of patents for sale2. New product sales cannibalization ratio: Calculates the reduction in sales of existing products due to new products.3. Number of ideas developed within measurement period.4. % of ideas from outside the organization5. Number of collected ideas that were developed further6. Number of collected ideas that were implemented7. % of investment in non-core innovation projects8. Total funds invested in non-core innovation projects9. % of senior management time invested in growth innovation10. Average application time for patents11. Average age of patents12. R&D productivity based on gross margin: R&D Productivity based on GM= (Revenue COGS) / R&D overlays.13. R&D spend as % of revenue: Research and development activities spend as percentage of revenue.14. % of sales due to launched product/services: Percentage of sales due to product/services launched in previous period (e.g. the past year).15. Average time-to-profitability for changes to existing products/services16. Average time-to-profitability for new product/service17. Time-to-market of changes to existing products/services: The time it takes from the time a product is envisioned or defined until it is on store shelves.18. Ratio of number of concepts to actual products19. Time-to-market of new products/services:The time it takes from the time a product is envisioned or defined until it is on store shelves.20. Average prototyping speed i.e. time to create a first prototype.21. Average number of prototypes per new product22. % of ideas that are funded for development23. % of ideas that are killed24. Customer satisfaction with new products / services25. % of new customers from new products / services26. % of recjected patents27. Research idea conversion rate: % of ideas submitted by Research that made it to a qualified portfolio Business Case with revenue commitment28. The turn around time from concept to application29. Percentage of dedicated resources (in FTE) for radical innovation.30. Average time (e.g. in days) from idea to first patent filing.31. % of R&D projects involving universities / research institutes32. % of R&D projects involving pre-competitive research with competing companies33. % of R&D projects involving customers

Environment KPIEnvironment KPIs include key performance indicators of production management as follows:1. Number of (severe) spills of liquid and accidental releases of substances. A severe spill is for example a spill above one barrel.2. Number of contained spills. Some spills are contained but still represent an incident that should be recorded.3. Total Emissions of HC, CO and NOx in kgs divided by the sum of max structural payload capacity (in thousands of kgs) weighted by annual aircraft cycles.4. Number of pollution incidents within measurement period.5. Amount of petrol and diesel used by staff and van hire fleet.6. % recycled printer paper7. Water (in m3) used per amount (in e.g. tonne) of product manufactured.8. Percentage of halogenated Volatile Organic Compounds (VOC) emissions.9. Percentage of non-hazardous operational waste. Non-hazardous wastes are for example mixed or household waste, packaging waste, compostable waste and inert waste.10. % of hazardous operational waste11. % of recycled hazardous operational waste12. Percentage of recycled non-hazardous operational waste. Non-hazardous wastes are for example mixed or household waste, packaging waste, compostable waste and inert waste.13. Total energy use (in Gigajoule) in measurement period (e.g. monthly, quarterly, yearly).14. Total purchaed energy (in Gigajoule) in measurement period (e.g. monthly, quarterly, yearly).15. Total on-site created energy (in Gigajoule) in measurement period (e.g. monthly, quarterly, yearly). This is energy that is created for example in the manufacturing process and that can be (re)-used.16. Greenhouse gas (GHG) emissions (in kt) within measurement period.17. Water use (in million m3) in measurement period (e.g. monthly, quarterly, yearly).18. Non-contact cooling water use (in million m3) in measurement period (e.g. monthly, quarterly, yearly).19. Ratio of actual pollution discharge to target levels.20. Percentage of construction and demolition waste recycled.21. Percentage of household waste sent for recycling.22. Amount of household waste collected per head.23. Percentage of household waste sent for composting.24. Percentage of total power that is green power.25. For abstracted water, the majority of charges are levied according to the licensed volume, but actual volumes abstracted are reported to the Environment Agency. It is the actual26. Volumes abstracted that should be measured.27. Percentage of usage of water from non-traditional sources such as desalination and recycled water.28. Size of identified contaminated land sites.29. Percentage of natural light within buildings.__________________________________________________________________________Logistics KPILogistics KPIs include key performance indicators of production management as follows:1. Suppliers No. of suppliers2. Products % of turnover product family 13. Service offer Customer service rate of studied unit = N of order lines received on time in period / order lines received during period number4. Downstream transport Total transport cost Total transport cost as % of delivered sales5. Reverse Logistics Total value of goods returned by clients6. Flows % of total flow; flow 17. Cross-dock Warehouse Part of flow which is through stock Warehouse Part of flow which is cross-dock8. Inventory Stock level Warehouse Stock days cover total9. Logistics network No. of Warehouses Warehouse Outdoor surface10.Warehouse Costs Warehouse Turnover (at cost) Personal Personal (%)11. Logistics costs in branches Logistics personal Rent (logistics surfaces) / stock value12.General data Turnover Turnover at cost (without margin)If you want to see more information about Logistic KPIs, please visit authors website:Free logistics___________________________________________________________________________

Warehouse KPIWarehouse KPIs include key performance indicators of production management as follows:1. Cost value evolution vs. objective, budget (at cost)2. Cost in % flow value evolution vs. objective, budget 3. Rent or annual amortization of the warehouse4. Racks, sprinklers, automatized preparation, amortizations5. Total cost rent + Equipment6. Warehouse capacity use rate % = palets No stored in warehouse / warehouse capacity in palets No.7. Absenteeism Identify the amount of hours effectively worked by the warehouses operative HR (exclude holidays, absenteeism, training) = total of non worked hours / total hours (%)8. Reception HR (temporary & proper workers) + Equipment = Cost for 1 palet (homogeneous, heterogeneous, container) received9. Order picking HR (temporary & proper workers) + Equipment = Cost for 1 order line, 1 ton, 1 m3 prepared10. Cross docking HR (temporary & proper workers) + Equipment = Cost for one palet, 1 ton, 1 m3 cross docked11. Shipping HR (temporary & proper workers) + Equipment = Cost for one palet, 1 ton, 1 m3 shipped12. Stock control HR (temporary & proper workers) + Equipment = Cost for one reference controlled13. Seasonality (monthly, weekly, daily) and trend = Follow Up of picking lines number, trucks, m3 or tons shipped14. No of lines, of heterogeneous/homogeneous palets received per man hour.15. No of lines, palets put away per man hour.16. No of lines picked per man hour.17. No of lines, palets shipped per man hour.18. Receiving flow / capacity19. Preparing flow / capacity20. Shipping flow / capacity21. Warehousing discrepancies = Products lost value (at cost) / total products shipped value (at cost)22. Warehousing discrepancies = Products lost value (at cost) / total products stored value (at cost)23. Dispute (for suppliers and clients) = No of order lines delivered in dispute/ Total N of order lines delivered24. Dispute (for suppliers and clients) = Goods amount delivered in dispute/ Total goods amount delivered25. Service rate =No of order lines shipped on time / total N of order lines shipped________________________________________________________________________

Manufacturing KPIManufacturing KPIs examples / samples include contents as follows

1. Material management KPIMaterial management are activities related to materials and accessories management of manufacturing. It includes all input of manufacturing.KPIs of material management include KPIs such as using norm of materials, using ratio of material allowed etc.Material management KPIMaterial management KPIs include key performance indicators of manufacturing as follows:1. Using norm of materials Using norm of materials is number of material and other accessory in a product. Set the level to help you manage evaluate the product, saving NVL.2. Using ratio of material allowed: This is lost ratio of material per order The rate is usually 3 5% custom types orders.3. Number of material spent in using ratio of material allowed: The rate help you identify average using norm of materials then make decision to appropriate rate for the upcoming orders.4. The rate of material defect by causes of material itself: By total material defect due to the nature of that material, measured by the number and value of money. The rate help you evaluate the quality of suppliers.5. The rate of damage material by error of workers: By total material damage because of worker error, measured by the number and value of money. If you know the cause, you should consider how to manipulate, operated by workers.6. The other error: Because storage is not good As grease machine ..__________________________________________________________________________2. Order management KPIKPIs of order management include KPIs such as the value of the minimum order, average value of the order, average sales turnover / customer, profit rate / each order etc.Order management KPIOrder management KPIs include key performance indicators of manufacturing management as follows:1. The value of the minimum order: The minimum value at which you signed a new order to ensure that the rate of profits set. Check regularly rates this month, you know that the order quantities are below the minimum required.2. Average value of the order By the total value / total order. This rate show you what customer has the number of order greater or smaller amount of the average order.3. Average sales turnover / customer Based on this rate, you will identify what customer account for highest turnover and you need to concentrate efforts in these customers.4. Profit rate / each order Considering this rate, you know you have to use any type of costs, costs which have the ability to improve, the responsibilities of the department.5. The rate of profit on each customer: The rate let you know what customer are creating more profits for you. Target not sure if the profit is reduced by the fault of you.

3. Productivity KPIKPIs of productivity include KPIs such as company productivity, order productivity by time, productivity by individuals, productivity by department etc.Productivity KPIProductivity KPISs include key performance indicators of manufacturing management as follows:1. Company productivity Formula: Total sales turnover / total employee. You should compare this rate of your company to competitors in same business field.2. Order productivity by time: Formula: Order productivity by week or day.3. Productivity by individuals: Personal Productivity is the amount produced by each individual work in a unit time. Through this criteria, you will know what workers do effectively. Note: the number of products are product quality. Workers with high rates also may be high defect products.4. Productivity by department: Productivity by departments are products made in a time unit. Productivity of a department is a target to evaluate effectiveness of departments and department managers.5. Compare productivity:Compare productivity help you know youre standing where to find a suitable solution for your company.You should compare the efficiency of any angle? Among individuals with different Between the departments together Between companies with competitors in the industry and other companies in the world.

4. Quality KPIQuality KPI includes compare rework to other departments, rework rate of entire company, the amount lost due to rework, the rate of defect goods, the rate of defect goods of individual, the rate of defect goods of department etc.Quality KPIQuality KPIs include key performance indicators of manufacturing management as follows:1. The percentage must do it again rework The rework rate is number of defect products must be rework as requirements. This rate reflects the loss of the company by the workers to do the products, processes.2. The types of rework rate:a> Rework rate of workers in a department. This rate reflects skills of workers or the care level of workers. There are workers with their productivity is very high but their rework rate also very high.b> The rework rate of a department:Using this rate let you level of reword and the management ability of managers / supervisors.c> Compare rework to other departments.You should not compare in terms of value that you just compare in terms of quantity.d> Rework rate of entire company.e> The amount lost due to rework. Time loss due to remake the products including time of product made + preparation time + time to rework standard time. Lost value = time lost due to rework * productivity * price.3. The rate of defect goodsThe rate of defect goods are all products damaged by the department or individual that made.a> The rate of defect goods of individual The rate of damaged goods by individuals can be calculated by product or step in manufacturing process. You should have a policy of reward / punishment to encourage reduce this rate.b> The rate of defect goods of department With the total number of damaged / total number of products / order. You can create policies such as the penalty / award in 3.b.

5. Maintenance KPIKPIs of maintenance include KPIs such as time taken to answer maintenance calls, % of preventive maintenance cost, Mean Time to Repair (MTTR), preventive maintenance hours etc.Maintenance KPI1. Time taken to answer maintenance calls Time from call for maintenance to time of repairing. You should maintain work log to summarize this rate.2. % of preventive maintenance cost Formula: % preventive maintenance cost / total maintenance costs Preventive maintenance are activities for the purpose of maintaining equipment and facilities in satisfactory operating condition by providing for systematic inspection, detection, and correction of incipient failures either before they occur or before they develop into major defects.4. Mean Time to Repair (MTTR) Mean Time to Repair is average time between the occurrence of an incident and its resolution.4. Preventive maintenance hours Formula: total hours of preventive maintenance per year.5. Schedule Completion Effectiveness (%) Formula: actual maintenance hours planned / maintenance hours planned to complete scheduled tasks.6. Critical Equipment availability Number of critical equipment availability / total breakdowns7. Number of breakdowns Formula: Total breakdowns per year or per department.8. MTBF MTBF is Mean Time Between Failures. It is total time of failures and it is almost costs to my company9. % of maintenance reworkMaintenance action that is a repeat of a previous, ineffective effort relative to all maintenance work.10. Total maintenance cost per year. Total maintenance cost = total preventive and corrective maintenance costs.11. Maintenance cost per unit Formula: Total maintenance cost / number of produced units. This rate is used to compare to last period or competitors in same business field.12. % of maintenance hours of operating time Maintenance hours is the actual maintenance hours spent maintaining an item of equipment (or plant). Maintenance hours includes preventive and corrective maintenance hours.13. % of corrective maintenance cost Formula: % corrective maintenance cost / total maintenance costs. Corrective maintenances are activities to carry out on a defect which has caused equipment to be taken out of service.14. Budget compliance Formula: Total budget implemented / budget planned

II/ General production KPIs1. Manufacturing cycle timeMeasured from the Firm Planned Order until the final production is reported. It usually takes into account the original planned production quantity verses the actual production quantity.2. Defects per million opportunities (DPMO)DPMO is a Six Sigma calculation used to indicate the amount of defects in a process per one million opportunities.Calculation: Total Number of Defects / Total Number of Opportunities for a Defect. Then multiply the answer by 1 Million.3. Average production costs of itemsAverage production costs of items produced within measurement period.4. Mean-time between failure (MTBF)The average time between equipment failures over a given period i.e. the average time a device will function before failing. It is the reliability rating indicating the expected failure rate of equipment.5. Loss ratio of material per orderThis is lost ratio of material per order. The rate is usually 3 5% custom types orders.6. Rate of material defect by causes of material itselfBy total material defect due to the nature of that material, measured by the number and value of money.7. Rate of damaged material by error of workersBy total material damage because of worker error, measured by the number and/or value of money.8. Scrap value %Scrap value as a percentage of production value.