This International Standard is work in progress by the ISO TC 184/SC 5 group.
It is intended to establish guidance regarding KPI and associated metrics in the following areas:
- Definition
Concepts and representations of categories, classifications, and instances of KPIs, including the procedures for their computation.
Usage and application
Guidelines on the use of KPIs at different levels within an organization, especially in their use for decision support.
Benefit
Submitted by Jean Vieille on Tue, 2009/07/14 - 07:45
Author:
Matt Spight
The notion that a self-aware computing system would emerge spontaneously from the interconnections of billions of computers and computer networks goes back in science fiction at least as far as Arthur C. Clarke’s “Dial F for Frankenstein.” A prescient short story that appeared in 1961, it foretold an ever-more-interconnected telephone network that spontaneously acts like a newborn baby and leads to global chaos as it takes over financial, transportation and military systems.
...
Submitted by José Gramdi on Thu, 2009/05/07 - 09:49
Author:
Pat Kennedy
Imagine that you could hear the insights of more than 100 people with decades of experience about how to run a plant to meet the challenges of today's hypercompetitive, globalized world. In Pursuit of the Perfect Plant provides exactly that experience. The authors assembled more than 100 experts, whose ideas were distilled into a simple, easy to read story. Unlike most books on manufacturing, which are deep dives into arcane topics, this book provides an expansive view.
Submitted by Jean Vieille on Tue, 2009/05/05 - 07:36
Author:
Bill Wilder, Director of Education, Life Cycle Engineering
Do people count as assets? It depends on what you mean by asset. People are not assets like tangible fixed assets such as equipment. People cannot be owned. People do not depreciate. If they are assets, people are intangible assets.
Submitted by José Gramdi on Wed, 2009/04/15 - 14:27
Author:
José Gramdi
Le capitalisme financier et le libéralisme débridé s'effondrent et avec eux les règles de gestion, de comptabilité et les jeux d'indicateurs en place dans nos entreprises et ayant largement contribué à cet emballement. Vouloir sortir de la crise sans remettre en cause fondamentalement les mécanismes qui nous y ont conduits est juste une aberration. De nouvelles valeurs et règles du jeu sont à inventer.
Submitted by Jean Vieille on Wed, 2009/04/15 - 07:30
Author:
Michael E. Raynor, Mumtaz Ahmed, and Andrew D. Henderson
Studies that examine high-performing companies to uncover the reasons for their success are both popular and influential. They’re the basis of the insights behind best sellers like In Search of Excellence and Good to Great. But there’s a problem: The “great” companies from which these studies draw their conclusions are mostly just lucky.
...
Submitted by Jean Vieille on Wed, 2009/03/18 - 16:05
Author:
Raj Sapru
By some estimates, the information and communications technology (ICT) sector produces about 2 percent of the world's greenhouse gas emissions, roughly the same amount as the aviation industry, whose emission levels have been high enough to get government and regulatory bodies to take action on that sector’s climate impacts.
By 2020, the increasing demand for ICT products and services is likely to push the sector’s emissions up by almost 40 percent, to 1.4 gigatons of carbon dioxide.
...
Submitted by Jean Vieille on Wed, 2009/03/18 - 15:49
Author:
Annie Leonard
From its extraction through sale, use and disposal, all the stuff in our lives affects communities at home and abroad, yet most of this is hidden from view. The Story of Stuff is a 20-minute, fast-paced, fact-filled look at the underside of our production and consumption patterns. The Story of Stuff exposes the connections between a huge number of environmental and social issues, and calls us together to create a more sustainable and just world. It'll teach you something, it'll make you laugh, and it just may change the way you look at all the stuff in your life forever.
Submitted by Jean Vieille on Wed, 2009/03/18 - 11:41
Author:
Bill Wade
Trained teams are often used in process improvement only to find what is obvious to anyone working with the process. Each of the popular process improvement systems like Theory of Constraints, Lean Manufacturing, and Six Sigma has high implementation costs. While these methods are valuable in evaluating ideas, often they cannot be supported in a zero capital world.
...
Submitted by Jean Vieille on Mon, 2009/03/16 - 16:43
Name:
Lean Management
Lean manufacturing or lean production, which is often known simply as "Lean", is the practice of a theory of production that considers the expenditure of resources for any means other than the creation of value for the presumed customer to be wasteful, and thus a target for elimination. Lean manufacturing is a generic process management philosophy derived mostly from the Toyota Production System (TPS).
Submitted by Jean Vieille on Tue, 2009/03/10 - 10:40
Name:
Direct Value Added
S&P Type:
Methodology
Philosophy
Referent type:
Inventor
Referent:
Paul-Louis Brodier
Direct Value Added
Enterprise and Companies are different entities by their nature, roles and performance objectives.
Taking into account these differences reveals that the survival and the development of the enterprise is much better secured - the usually conflicting interests of shareholders and employees are better satisfied:
- The enterprise is no longer committed to generating profit, but to adding value, which feed wages and profit.
This fact lead to adopt specific KPIs and new decision processes and tools for driving the enterprise
...
Submitted by Jean Vieille on Tue, 2009/03/10 - 10:29
Name:
Valeur Ajoutée Directe
Referent:
Paul Louis Brodier
L'entreprise et la société sont des entités dont les natures, les fonctions et les performances sont différentes. Distinguer l'une de l'autre met en évidence que la survie et le développement de l'entreprise est bien mieux assuré - et les intérêts du personnel et des actionnaires bien mieux satisfaits - quand l'objectif premier qu'on lui assigne n'est plus le profit, mais la valeur ajoutée, dont découlent salaires et profit. Cette évidence conduit à doter l'entreprise d'outils d'aide à la décision renouvelés, dans lesquels la valeur ajoutée tient une place centrale.
...
Submitted by Jean Vieille on Mon, 2009/02/09 - 12:40
Name:
Cynefin (mot Gallois)
Referent:
Cognitive Edge
Développé par David Snowden et ses collaborateurs, Cynefin désigne un cadre de naturalisation logique.
Le Cadre Cynefin s'appuie sur la recherche en théorie de systèmes complexes adaptatifs, sciences cognitives, Anthropologie and structures de narration ainsi que sur la psychologie évolutive.
Il explore les relations entre l'homme, l'expérience et le contexte et propose des approches nouvelles pour la communication, la prise de décision, l'établissement des règles et la gestion de la connaissance dans des environnement sociaux complexes.
Submitted by Nicos Leon on Fri, 2009/02/06 - 23:09
Download Instructions:
Please register for free download!
The goal of every enterprise is to make profits through the delivery of goods and services to its customers. The Management of the firm is responsible to choose the way this goal is implemented. A task which requires them to analyze the general macroeconomic, social conditions and the business environment in which the company they lead operates. To then design and craft a strategy that will ensure the successful journey of the company towards this Goal in the future.
Submitted by Nicos Leon on Sun, 2009/02/01 - 10:17
Download Instructions:
Please register for free download!
Η σημερινή βιομηχανική επιχείρηση χαρακτηρίζεται από συνεχώς αυξανόμενη πολυπλοκότητα, οι δε παράμετροι που την επηρεάζουν, εξωγενείς αλλά και ενδογενείς, αλλάζουν συνεχώς. Αυτές οι συνθήκες δημιουργούν ένα ιδιαίτερο πρόβλημα: πληθώρα και πολυπλοκότητα των δεδομένων, καθώς και αδυναμία να συντονισθούν όλες οι λειτουργίες ούτως ώστε να μπορούμε να στοχεύουμε, να ενεργούμε, να ελέγχουμε και να είμαστε σε θέση να επιφέρουμε διορθωτικές ενέργειες, ούτως ώστε να διατηρούμαστε συνεχώς ευέλικτοι και να έχουμε τον πλήρη έλεγχο των ενεργειών μας.
Είναι επομένως επιτακτικό να δημιουργηθεί η απαραίτητη ευέλικτη υποδομή που θα μας επιτρέπει να προσαρμοζόμαστε στα συνεχώς μεταβαλλόμενα δεδομένα, για να μπορούμε να ανταποκρινόμαστε στις εκάστοτε απαιτήσεις, αδιάλειπτα και κάθε φορά καλύτερα, εξασφαλίζοντας έτσι ότι θα μπορούμε να διατηρούμαστε σε κατάσταση κερδοφορίας. Άρα πρέπει να εγκαταστήσουμε ένα σύστημα συνεχούς βελτίωσης.
L'intelligence de fabrication facilite la rétroaction des performances et déviations résultants de l'exécution des travaux pour assister la prise de décision
Manufacturing Intelligence facilitate the feedback of actual performance and deviation resulting from the execution of work to assist the decision making
Submitted by Jean Vieille on Sun, 2008/09/07 - 11:21
Name:
Théorie des ou Management par les Contraintes
La Théorie des Contraintes (TOC) est un référentiel de connaissances, de méthodes et d’outils de management interdisciplinaires des organisations. L’auteur principal est Eliyahu M. Goldratt.
Submitted by Jean Vieille on Sun, 2008/09/07 - 11:18
Name:
Theory of Constraints
S&P Type:
Philosophy
Referent type:
Inventor
Referent:
Eliyahu M. Goldratt
Theory of Constraints (TOC) is an overall management philosophy. Dr. Eliyahu M. Goldratt introduced the Theory of constraints in his 1984 book titled The Goal. It is based on the application of scientific principles and logic reasoning to guide human-based organizations. The publicity and leadership behind these ideas has been dominated by Dr. Goldratt through a series of books, seminars and workshops
Submitted by Jean Vieille on Sun, 2008/09/07 - 11:17
Name:
Six Sigma
Six Sigma ou 6 Sigma est une marque déposée par Motorola. Elle désigne une méthodologie structurée de management visant à une amélioration de la qualité et de l'efficacité des processus. Le Six Sigma a d’abord été utilisé sur des procédés industriels avant d’être élargi à tous types de processus, notamment administratifs.
Submitted by Jean Vieille on Sun, 2008/09/07 - 11:09
Name:
Lean Management - Gestion "Mince"
L'école de gestion d'entreprise dite lean (littéralement : « mince ») s'intéresse à la performance (productivité, qualité). Les tenants du lean recherchent la performance par l'amélioration continue et l'élimination des gaspillages (muda en japonais, dont il existe sept catégories : productions excessives, attentes, transports et manutentions inutiles, tâches inutiles, stocks, mouvements inutiles et productions défectueuses).
English
Français
Greek