By Stefano Tonchia, Luca Quagini (auth.)

This ebook describes – in an exact yet sensible manner – the newest advancements in functionality size and the relative functionality size platforms (PMS), whose most famed one is the Balanced Scorecard version. it really is certain as a result of the integration of PMS idea (types of performances, Key functionality signs, structure and integration with ERP, association and technique) with the enterprise Intelligence (BI) applied sciences, which signify the main complicated powerful recommendations. The rigorous educational technique of a well known foreign professional – Professor Tonchia – is blended with the managerial contribution of a world consulting chief – Luca Quagini, CEO of SDG staff. There are only a few, if any, books within the functionality administration box that describe intimately a true method for designing and coping with those platforms, with the volume of aspect and giving the helpful, sensible knowing of the underlying ideas and particular strategies and practices which are provided here.

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3. Clearly machine availability, and therefore its reliability and maintainability, are correlated with the productivity of the machine itself (see Sect. e. the machine depreciation expense (which must be accounted for); furthermore, the cost of input can even increase if you also take into account the maintenance costs. The term “six big losses” has also been coined to refer to the efficiency losses resulting from (1) unexpected failures, (2) set-ups and adjustments, (3) idle operations and short down-times, (4) decreases in speed, (5) waste during processing, (6) waste during the start-up phase.

2007) economic-financial results (Berliner and Brimson 1988). However, these models do not always manage to summarise all the measures in economic-financial results, but the latter can be separated from aggregate measures of customer satisfaction (truncated pyramid approach – Lynch and Cross 1991). 2. e. they maintain various categories corresponding to different aspects in a horizontal position (financial, operational, customer, innovation and learning) without aggregating the results (Kaplan and Norton 1992; Gilmore 1993; Thor 1993; Neely et al.

3. 4. Run o process time Wait o queue time Set-up time Move time Adherence-to-schedule measures the degree of deviation between the actual and estimated dates of the start/end of each internal operation, and clearly influences the timeliness of delivery; it can be measured by the ratio: (scheduled orders - completed orders)/(scheduled orders), where scheduled orders refer to manufacturing orders which were to be completed in a given reference period, whilst completed orders refers to the manufacturing orders actually completed in that same period.

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