| Summary: | 碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 104 === This case study attempts to study an POS original equipment manufacturer suffering from reduction in sales revenue, continuous deficit and stagnant staff mobility. Whereas manufacturers running similar business enjoy continuous growth. Hence, enhancing operating performance is the crucial agenda of the target subject manufacturer.
Key Performance Indicators (KPI) is a quantifiable corporate performance management system, ensuring staff effort is consistent with the cooperate development goal. The focus is to maximize the drive in key performance. Assessing the cooperate performance becomes more objective with a clearly defined goal.
Procedure of inducting KPI:
(1)Confirming management strategies and develop them into departmental goals;
(2)Adjusting staff salary structure so as to normalize any low staff salary;
(3)Adjusting organization system so that there is smoother department operation;
(4)Communicating the new system through seminars and workshops so as to convey the goals of the new system;
(5)Induction of KPI, and KPI performance assessment so as to improve cooperate performance.
(6) Reviewing effectiveness of induction of KPI and adjusting actions accordingly.
The following results were achieved after implementing the KPI system:
1.Improved cooperate performance: comparing with the data a year before inducting KPI:
(1)Annual sales increase by NT$ 80,267,000as compared with last year.
(2)After tax profit increases by NT$ 4,698,000.
2.Improved staff satisfaction from 64% to 88%.
3.As on staff resources: increase in stability of basic level staff (drop-out rate reduces from 6.2% to 2.0%) and after adopting the improved performance measure, 3 incompetent staff were replaced by new staff.
This case may indicate that the implementation of KPI effectively enhances cooperate performance of the subject cooperation.
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