Purchasing $ spent on Rush or Emergency Purchases Price paid (per ft., lbs., etc.) for raw materials Variances on material prices Variances on material prices Orders placed without competitive bid % of purchases made from unapproved % of returned goods vendors Rejects per shipment Credits on damaged goods $ Manufacturer Rebates for volume buying P.O. Accuracy price paid to price quoted – # of out-of-stock occurrences # of returns by customer due to substandard P.O.’s processed per person Down-time associated with substandard $ with early pay discounts parts/materials Credit Accounts Receivable Aging Cost of credit vs. cash # of past due accounts by type and % % of sales cash, credit, invoice, etc. per type of customer, product, etc. % of rejected due to bad credit Average time to establish new accounts $ and % of re-negotiated post sale $ and % of sales re-negotiated post sale Bad debt expense as a percentage of sales % of past due accounts to receivables Operations, Vendors, Suppliers Units produced per person Units produced per day Average production cost per unit Labor utilization rates # and % of defects by type, person, product, etc. Cost of re-work due to employee error, defects, equip, etc. Maintenance Cost of inventory on hand not acceptable for sale – # of employee accidents due to equipment failure Amount of production time lost due to accidents/month Amount of time spent investigating safety issues # of safety violations per week, employee # of delays due to insufficient stock on hand % of on-time production ROI on equipment, facilities, etc. Product R&D generated by non-R&D personnel Average overtime hours per employee Gross Profit % Average # of days finished goods on hand Average # of days incoming shipments not stocked Warranty claims per week, month, year Production variations Down-time due to poor maintenance Inventory shrinkage by department, etc.
Purchasing $ spent on Rush or Emergency Purchases Variances on material prices Orders placed without competitive bid % of returned goods Rejects per shipment $ Manufacturer Rebates for volume buying # of out-of-stock occurrences P.O.’s processed per person Down-time associated with substandard parts/materials Price paid (per ft., lbs., etc.) for raw materials Variances on material prices % of purchases made from unapproved vendors Credits on damaged goods P.O. Accuracy – price paid to price quoted # of returns by customer due to substandard $ with early pay discounts Credit Accounts Receivable Aging # of past due accounts by type and % per type of customer, product, etc. Average time to establish new accounts $ and % of sales re-negotiated post sale % of past due accounts to receivables Cost of credit vs. cash % of sales cash, credit, invoice, etc. % of rejected due to bad credit $ and % of re-negotiated post sale Bad debt expense as a percentage of sales Operations, Vendors, Suppliers Units produced per person Units produced per day Average production cost per unit Labor utilization rates # and % of defects by type, person, product, etc. Cost of re-work due to employee error, defects, equip, etc. Maintenance Cost of inventory on hand – not acceptable for sale # of employee accidents due to equipment failure Amount of production time lost due to accidents/month Amount of time spent investigating safety issues # of safety violations per week, employee # of delays due to insufficient stock on hand % of on-time production ROI on equipment, facilities, etc. Product R&D generated by non-R&D personnel Average overtime hours per employee Gross Profit % Average # of days finished goods on hand Average # of days incoming shipments not stocked Warranty claims per week, month, year Production variations Down-time due to poor maintenance Inventory shrinkage by department, etc.
performance_measurement_list.docx