Performance metrics objectives

While the plan itself is not auditable by third parties, it may be auditable by second parties i.e. customers. The third party or registrar is entitled to examine the plan to ascertain that it is what it proclaims to be. The particulars are of no concern except those aspects relating to quality, such as the resources, quality objectives, customer satisfaction plans, and performance metrics. Whatever is stated on these aspects, the auditors will expect to see evidence that the business plan is not merely a wish list and that provisions have been made to enable implementation through the quality system. 

Both situations with categorical and continuous, real-valued performance metrics will be considered and analyzed. Since Taguchi loss functions provide quality cost models that allow the different objectives to be expressed on a commensurate basis, for continuous performance variables only minor modifications in the problem definition of the approach presented in Section V are needed. On the other hand, if categorical variables are chosen to characterize the system s multiple performance metrics, important modifications and additional components have to be incorporated into the basic learning methodology described in Section IV. 

Since these loss functions express quality costs on a common and commensurate basis, extending the learning methodology of Section V to a situation with P objectives is straightforward. All one has to do is replace the original definition of the y performance metric [Eq. (23)] by the following more general version ... 

KPI system To speed up and anchor CIP in the organization, the companies that set the benchmark in this area establish a clear KPI system linking the operational performance metrics consistently and comprehensively to the overall objectives of the company - and these metrics have to be easily understood and reproduced within standard companywide reporting systems. For instance, at Clariant a number of different KPIs have been defined to track maintenance efficiency, but only a few (e.g., repair and maintenance costs/conversion costs) can really be tracked by the production team on the basis of standardized systems (Fig. 19.6). 

When selecting metrics, the performance improvement objectives and assessment of current performance will play a major role. The improvement objectives set the context within which the metrics are to be selected. Metrics that do not relate to those... 

In an organization that has not historically evaluated performance using objective data, the initial reported results may appear to indicate that performance has declined. This sometimes occurs when the historical perspective is too optimistic. For example, the number of near misses often increases as reliability of reporting improves. The recipients for metrics reports should be advised what to expect and provided explanation as to why the results may not meet expectations. The potential cultural impact, if left unaddressed, may raise doubt about the accuracy and value of the metrics reports, and these potential negative reactions need to be managed. 

As metrics identify weaknesses and deficiencies, steps must be taken to rectify them. Similarly, as metrics document performance gains, such improvements should be communicated and celebrated, but also need constant attention to maintain and/or further improve that performance. Approaching objectives with a continuous improvement mind-set allows the organization to modify objectives as changes occur and constantly raise the process safety performance bar. 

The sponsor needs to monitor CRO accomplishments using objective outcome measures (see discussion of performance metrics below). The sponsor must recognize red flags that signal the need for corrective action. If requested by the CRO, the sponsor should assist in resolving problems by providing needed information and, if appropriate, making amendment to the study protocol. Such assistance should be provided in timely fashion and should involve the appropriate level of authority at the sponsor. 

Performance metrics allow the sponsor and CRO to measure the same thing. Performance metrics are systematic and objective measures of CRO and sponsor performance. Their validity is established by demonstrating that they are related to achieving... 

Lateral flow strip structures and methods of operation should be designed and implemented in view of desired performance requirements and other constraints. These design criteria inputs reflect specific parameters along with performance objectives with respect to sensitivity, specificity, reproducibility, reliability, ease-of-use, and cost. These parameters and performance metrics should be quantified, even for qualitative tests. 

Benchmark metrics used to compare process performance to objective, external points of reference... 

Supply Chain Performance, Metrics, Goals and Objectives... 

The simpler the better — Keep your goals simple and understandable. Don t try to wow employees with yom- mastery of business statistics and complex performance metrics. Your goals and objectives should be simple enough so that all employees will be able to understand them. 

Johnson, N.R., Rantanen, E.M. and Talleur, D.A. (2004). Criterion setting for objective fourier analysis based pilot performance metrics. Proceedings of the Human Factors and Ergonomics Society 48th Annual Meeting, Santa Monica. 

In our institute, an aptitude test for TECSE students is conducted to prepare students for Technical interview and competitive exams like GATE. In semester I of TECSE, non-technical aptitude test and in semester n, technical aptitude tests based on the topics like C-Programming, Java Programming, Microprocessor, Eormal System Automata, SP, etc., are conducted. Table 2 shows the objective, data set, and performance metric used to achieve these objectives. 

Table 2 Data set and performance metric to achieve objectives...

SI. no. Objective (Obj.) Data set used Performance metric used... 

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