Manufacturing KPIs

Asset utilization
Availability
Avoided cost
Capacity utilization
Comparative analytics for products, plants, divisions, companies
Compliance rates (for government regulations, etc.)
Customer complaints
Customer satisfaction
Cycle time
Demand forecasting
Faults detected prior to failure
First aid visits
First time through
Forecasts of production quantities, etc.
Increase/decrease in plant downtime
Industry benchmark performance
Integration capabilities
Interaction level Inventory
Job, product costing
Labor as a percentage of cost
Labor usage, costs-direct and indirect
Machine modules reuse
Maintenance cost per unit
Manufacturing cost per unit
Material costing, usage
Mean time between failure (MTBF)
Mean time to repair
Number of production assignments completed in time
On-time orders
On-time shipping
Open orders
Overall equipment effectiveness
Overall production efficiency of a department, plant, or division
Overtime as a percentage of total hours
Percentage decrease in inventory carrying costs
Percentage decrease in production-to-market lead-time
Percentage decrease in scrap and rework costs
Percentage decrease in standard production hours
Percentage increase in productivity
Percentage increase in revenues
Percentage material cost reduction
Percentage reduction in defect rates
Percentage reduction in downtime
Percentage reduction in inventory levels
Percentage reduction in manufacturing lead times
Percentage savings in costs
Percentage savings in inventory costs
Percentage savings in labor costs
Percentage savings in transportation costs
Planned work to total work ratio
Predictive maintenance monitoring (maintenance events per cycle)
Process capability
Productivity
Quality improvement (first-pass yield)
Quality tracking-six sigma
Reduced time to productivity
Reduction in penalties
Savings in inventory carrying costs
Scheduled production
Spend analytics
Storehouse stock effectiveness
Supplier trending
Time from order to shipment
Time on floor to be packed
Unplanned capacity expenditure
Unused capacity expenditures
Utilization
Waste ration reduction
Work-in-process (WIP)
http://www.spiderstrategies.com/kpi/department/sales/
Finance KPIs
Accounting costs
Accounts payable turnover
Accounts receivable collection period
Accounts receivable turnover
Actual expenses
Amount due (per customer)
Average customer receivable
Average monetary value of invoices outstanding
Average monetary value of overdue invoices
Average number of trackbacks per post
Budget variance for each key metric
Budgeted expenses
Capital expenditures
Cash conversion cycle (CCC)
Cash flow return on investments (CFROI)
Cost of goods sold (COGS)
Cash dividends paid
Cost per pay slip issued
Creditor days
Current receivables
Cumulative annual growth rate (CAGR)
Cycle time for expense reimbursements
Cycle time to process payroll
Cycle time to resolve an invoice error
Cycle time to resolve payroll errors
Days payable
Debtor days
Direct cost
Discounted cash flow
Earnings before interest and taxes (EBIT)
Earnings before interest, taxes, depreciation (EBITDA)
Economic value added (EVA)
Employee available time
Employee scheduled time
Employee work center loading
Enterprise value/ takeover value
Expense account credit transactions
Expense account debit transactions
Expense account transactions
Fixed costs
Gross profit
Gross profit margin
Indirect costs
Inventory turnover
Inventory value
Invoice processing costs
Internal rate of return (IRR)
Market share gain comparison percentage
Net change in cash
Net income
Net present value (NPV)
Number of invoices outstanding
Number of unapplied receipts
Number of past-due loans
Open receivables
Open receivables amount (per customer)
Operating leverage
Past-due receivables
Payables turnover
Payment errors as a percentage of total payroll disbursement
Percentage accuracy of financial reports
Percentage of bad debts against invoiced revenue
Percentage of electronic invoices
Percentage in dispute (per customer)
Percentage of invoices being queried
Percentage of invoices requiring special payment
Percentage of low-value invoices
Percentage of open receivables (per customer)
Percentage of payable invoices without purchase order
Percentage of service requests posted via web (self-help)
Perfect order measure
Quick ratio
Receivables
Receivables turnover
Return on capital employed (ROCE)
Sales growth
Share price
Systems cost of payroll process as a percentage of total payroll cost
Total payables
Total energy used per unit of production
Total receivables
Total sales
Unapplied receipts
Variable costs
Weighted days delinquent sales outstanding
Weighted days delinquent sales outstanding (per customer)
Weighted terms outstanding
Weighted terms outstanding (per customer)
Manufacturing KPIs
Asset utilization
Availability
Avoided cost
Capacity utilization
Comparative analytics for products, plants, divisions, companies
Compliance rates (for government regulations, etc.)
Customer complaints
Customer satisfaction
Cycle time
Demand forecasting
Faults detected prior to failure
First aid visits
First time through
Forecasts of production quantities, etc.
Increase/decrease in plant downtime
Industry benchmark performance
Integration capabilities
Interaction level Inventory
Job, product costing
Labor as a percentage of cost
Labor usage, costs-direct and indirect
Machine modules reuse
Maintenance cost per unit
Manufacturing cost per unit
Material costing, usage
Mean time between failure (MTBF)
Mean time to repair
Number of production assignments completed in time
On-time orders
On-time shipping
Open orders
Overall equipment effectiveness
Overall production efficiency of a department, plant, or division
Overtime as a percentage of total hours
Percentage decrease in inventory carrying costs
Percentage decrease in production-to-market lead-time
Percentage decrease in scrap and rework costs
Percentage decrease in standard production hours
Percentage increase in productivity
Percentage increase in revenues
Percentage material cost reduction
Percentage reduction in defect rates
Percentage reduction in downtime
Percentage reduction in inventory levels
Percentage reduction in manufacturing lead times
Percentage savings in costs
Percentage savings in inventory costs
Percentage savings in labor costs
Percentage savings in transportation costs
Planned work to total work ratio
Predictive maintenance monitoring (maintenance events per cycle)
Process capability
Productivity
Quality improvement (first-pass yield)
Quality tracking-six sigma
Reduced time to productivity
Reduction in penalties
Savings in inventory carrying costs
Scheduled production
Spend analytics
Storehouse stock effectiveness
Supplier trending
Time from order to shipment
Time on floor to be packed
Unplanned capacity expenditure
Unused capacity expenditures
Utilization
Waste ration reduction
Work-in-process (WIP)
Madhav
Madhav B.
MD & CEO at MD Borwankar & Associates
I think following KPIs can be considered---
1.Profit achievement in % against set target
2.Increase in Business with respect to last year in %
3.Training effectiveness achieved against set target in %
4.OEE for critical equipment (not only for production machines)
5.No.of new products/processes developed by Research & Development
1. Productivity
1.1 Output
1.2 OEE
2. Quality
2.1 Customer complaint
2.2.Rejection / rework
2.3 Process capability
3. Cost
3.1 Consumable cost - Tools / Oil / General Consumables
3.2 Energy consumption
3.3 Over time
4. Delivery
4.1 Schedule vs. actual supply
4.2 Line stopper due to delivery delay
5. Morale
5.1 TEI (Total Employee Involvement) - Participation in
(a) Suggestion Scheme,
(b) Quality Improvement Team
(c) Cross Functional Team
(d) Safety - Accident, Near miss accident
Lutfi
Lutfi A.
Principal [Management Consultant] | Lean Six Sigma and Operational Excellence
It is used to measure which speed and proportion the cost is used again.
It is described as C2C Cycle = DIO + DSO DPO, and it means that the smaller the better. For detaied explanation pls go to ;
http://www.lutfiapiliogullari.com/en/neden-yalin/
It is described as C2C Cycle = DIO + DSO DPO, and it means that the smaller the better. For detaied explanation pls go to ;
http://www.humanresources.hrvinet.com/sample-kpi/
Purchasing / Procurement KPI
1. Delivery on time
Formula: the number of delivery on time / total delivery.
Apply this formula to each provider and entire company every month.
2. Delivery is not enough quantity, quality
Formula: with the total number of delivery with enough quality/ quantity / the number of total delivery .
3. Quantity bought over required
This rate determine the number of products using in actual in comparison with quantity planned.
This rate determines the effectiveness of the purchasing order.
The rate may be identified in quantity or money.
5. Purchasing cost
By value of purchasing / sales value
Compare this with the percentage rate as planned.
6. Cost of purchasing units
This rate is total purchase cost / total sales.
7. Transaction cost unit of purchasing
Formula = (Total cost of purchasing a total cost of goods) / sales turnover.
You can compare this rate with different goods in order to view transaction costs a high or low
8. Suppliers rating.
Number of suppliers accounting for 80% of the value of goods
The number of suppliers of goods per year
Number of suppliers be removed per year..
Number of new suppliers per year..
http://www.humanresources.hrvinet.com/manufacturing-kra/
Formula: with the total number of delivery with enough quality/ quantity / the number of total delivery .
This rate determine the number of products using in actual in comparison with quantity planned.
You can compare this rate with different goods in order to view transaction costs a high or low
I/ Accounts payable KPI
These KPIs include ones about Accounts payable management.
II/ Accounts receivable KPI
These KPIs include ones about Accounts receivable management.
III/ General Accounting KPIs
1. Operating income: Operating Income equals Gross Profit minus SG&A Expenses. It is the income from current operations.
2. Gross profit: Gross Profit equals Revenue minus Cost of Goods Sold. It identifies the amount available to cover other operating expenses.
3. Gross profit margin: Gross Profit Margin equals Gross Profit divided by Revenue, expressed as a percentage.
4. Cost of goods sold (COGS): Cost of Goods Sold includes all expenses directly associated with the production of goods or services the company sells (such as material, labor, overhead, and depreciation). It does not include SG&A.
5. Operating margin: Operating Margin equals Operating Income divided by Revenue, expressed as a percentage.
6. Goodwill: Goodwill is an accounting term used to reflect the portion of the book value of a business entity not directly attributable to its assets and liabilities.
7. Total Assets: Total Assets are everything of value that is owned by a company.
8. Accounts Payable: Money owed (payable) to suppliers for goods or services purchased on credit that must be paid within a year.
9. Long-Term Debt: Long-Term Debt represents the amount of borrowings due more than one year from the date of the balance sheet.
10. Total Liabilities: Total liabilities represent the sum of all monetary obligations of a business and all claims creditors have on its assets.
11. Cumulative Annual Growth Rate (CAGR):
12. Cash Flow Return on Investments (CFROI): This is similar to ROI, but the only difference is CASH is used inplace of Profit.
13. SG&A expenses: Selling, General, and Administrative Expenses include all salaries, indirect production, marketing, and general corporate expenses.
14. Net profit margin: Net Profit Margin equals the Total Net Income divided by Revenue, expressed as a percentage.
15. Shares Outstanding: Shares Outstanding is the outstanding number of shares of the class of common stock that is most actively traded.
16. Total Equity: Total Equity equals Preferred Stock Equity + Common Stock Equity.
17. Total Current Assets: Total Current Assets equals Cash and Equivalents + Receivables + Inventories + Other Current Assets.
18. Other Current Assets: Other Current Assets includes prepayments, deferred charges, and amounts (other than trade accounts) due from parents and subsidiaries.
19. Inventories: Inventories is merchandise bought for resale or supplies and raw materials purchased for use in revenue producing operations.
20. Net Receivables: Net Receivables are amounts owed to the company, net of any provisions for bad debts.
21. Cash: Cash consists of cash and may include cash-like items such as short-term investments that can be quickly converted to cash.
22. Net Change in Cash: Net Change in Cash is the difference between the Cash and Cash Equivalents at the beginning of the reporting period minus the amount at the end of the reporting period.
23. Common Stock Equity: Common Stock Equity is the amount of shareholders equity attributable to common stock.
24. Preferred Stock Equity: Preferred Stock Equity is the amount of shareholders equity attributable to the preferred stock issued by the parent company.
25. Other Noncurrent Liabilities: The liabilities that are not assigned to Long-Term Debt or deferred Income Taxes.
26. Short-Term Debt: Short-Term Debt represents the amount of borrowings (principal and interest) that must be paid in the near future.
27. Other Noncurrent Assets: Assets that are not assigned to Net Fixed Assets or intangibles.
28. Total Current Liabilities: Total Current Liabilities equals Accounts Payable + Short-Term Debt + Other Current Liabilities.
29. Other Current Liabilities: Other Current Liabilities includes all other liabilities not assigned to Short-Term Debt or Accounts Payable.
30. Net Fixed Assets: Net Fixed Assets are the assets of a company that are of a relatively permanent nature and are not intended for resale, such as property, plants, and equipment.
1. Operating income: Operating Income equals Gross Profit minus SG&A Expenses. It is the income from current operations.
2. Gross profit: Gross Profit equals Revenue minus Cost of Goods Sold. It identifies the amount available to cover other operating expenses.
3. Gross profit margin: Gross Profit Margin equals Gross Profit divided by Revenue, expressed as a percentage.
4. Cost of goods sold (COGS): Cost of Goods Sold includes all expenses directly associated with the production of goods or services the company sells (such as material, labor, overhead, and depreciation). It does not include SG&A.
5. Operating margin: Operating Margin equals Operating Income divided by Revenue, expressed as a percentage.
6. Goodwill: Goodwill is an accounting term used to reflect the portion of the book value of a business entity not directly attributable to its assets and liabilities.
8. Accounts Payable: Money owed (payable) to suppliers for goods or services purchased on credit that must be paid within a year.
9. Long-Term Debt: Long-Term Debt represents the amount of borrowings due more than one year from the date of the balance sheet.
10. Total Liabilities: Total liabilities represent the sum of all monetary obligations of a business and all claims creditors have on its assets.
12. Cash Flow Return on Investments (CFROI): This is similar to ROI, but the only difference is CASH is used inplace of Profit.
13. SG&A expenses: Selling, General, and Administrative Expenses include all salaries, indirect production, marketing, and general corporate expenses.
14. Net profit margin: Net Profit Margin equals the Total Net Income divided by Revenue, expressed as a percentage.
15. Shares Outstanding: Shares Outstanding is the outstanding number of shares of the class of common stock that is most actively traded.
17. Total Current Assets: Total Current Assets equals Cash and Equivalents + Receivables + Inventories + Other Current Assets.
18. Other Current Assets: Other Current Assets includes prepayments, deferred charges, and amounts (other than trade accounts) due from parents and subsidiaries.
19. Inventories: Inventories is merchandise bought for resale or supplies and raw materials purchased for use in revenue producing operations.
20. Net Receivables: Net Receivables are amounts owed to the company, net of any provisions for bad debts.
21. Cash: Cash consists of cash and may include cash-like items such as short-term investments that can be quickly converted to cash.
22. Net Change in Cash: Net Change in Cash is the difference between the Cash and Cash Equivalents at the beginning of the reporting period minus the amount at the end of the reporting period.
23. Common Stock Equity: Common Stock Equity is the amount of shareholders equity attributable to common stock.
24. Preferred Stock Equity: Preferred Stock Equity is the amount of shareholders equity attributable to the preferred stock issued by the parent company.
25. Other Noncurrent Liabilities: The liabilities that are not assigned to Long-Term Debt or deferred Income Taxes.
26. Short-Term Debt: Short-Term Debt represents the amount of borrowings (principal and interest) that must be paid in the near future.
27. Other Noncurrent Assets: Assets that are not assigned to Net Fixed Assets or intangibles.
28. Total Current Liabilities: Total Current Liabilities equals Accounts Payable + Short-Term Debt + Other Current Liabilities.
29. Other Current Liabilities: Other Current Liabilities includes all other liabilities not assigned to Short-Term Debt or Accounts Payable.
30. Net Fixed Assets: Net Fixed Assets are the assets of a company that are of a relatively permanent nature and are not intended for resale, such as property, plants, and equipment.
4. Cost of goods sold (COGS): Cost of Goods Sold includes all expenses directly associated with the production of goods or services the company sells (such as material, labor, overhead, and depreciation). It does not include SG&A.