The KPI Institute has announced Deofelyn Cristobal as the employee of the month for September.

The TKI People Awards series features the employees and teams recognized by The KPI Institute for going above and beyond expectations, excelling as team players, and creating a tremendous impact on the company.

Deofelyn, or Len, is the Head of Publishing at TKI. She oversees the publishing department’s operations as well as the development, production, and editing of content for publications, newsletters, and reports.

“As her being Head of Publishing, she helped a lot in developing new series for the Performance Magazine, and it was very helpful in promoting our employees. Also, she helped in developing new concepts – ContentDrive21 in such a short time. She continues to be super dedicated to what team work means, so that each project/task is completed successfully and flawlessly,” said Iulia Tutulan, Business Development Specialist at TKI.

What does receiving the Employee of the Month award mean to you?

Len: It means that as an employee, I have colleagues who make my job easy because they are generous with their time and they pour in their incredible talent each time we have a project or a task to accomplish.  It means I’m able to fulfill my responsibilities as a publishing coordinator of ContentDrive21 because Daniel Ordonez, ILMS’ head of publishing and also my co-editor in the initiative, is reliable and approaches her work with a blend of professionalism and empathy.

Daniela Vuta, Agnes Ilyes, Iulia Tutulan, Andrei Costea, Dragos Anton, and Ashwin Jeebun inspire me with their amazing ideas, creativity, and work style. I’m also grateful for our business unit manager Cristina Mihăiloaie, who doesn’t run out of insights and strategies to share with me.

What’s your favorite accomplishment so far at TKI?

Len: Coming up with new ideas and executing them — whether they’re for operations or content development — is what I like most about my job.

When you’re faced with a challenge at work, how do you find a solution?

Len: Look at the problem from different perspectives. Filter what you’ll glean from them, focus on what you need, and make a decision that will help you achieve the best result. I also believe in strengthening your most useful asset that you can use in all types of situation. It means working on yourself more than simply dwelling on the problem. Challenges at work and in life will come and go, so it’s good to have principles and skills that will keep you grounded and undeterred.

What would be the three main career lessons that you have learnt thus far?

Len: The big ones have been said many times already. But sometimes, it’s the simplest ones that help make a difference. Keep all the ideas that come your way in a folder even if they sound impossible or silly at the moment; you’ll never know when you’ll need them. How you treat your colleagues says more about you than them. Lastly, try to be comfortable with not being comfortable with yourself because that type of discomfort means you may make mistakes and learn new things at the same time.

Learning new things could be achieved through attending courses, research and reading activities, joining a community, or experiencing new challenges.

KPI templates are developed to help organizations find the right key performance indicators (KPI) for their business.

With over 17 years of research on KPI best practices, The KPI Institute emphasizes that KPIs and their value are defined and perceived depending on the industry, functional area, organizational focus, and public, private, or personal domain of application.

What is a KPI?

The KPI Institute defines KPI as a measurable expression for achieving the desired results in an area relevant to the evaluated entity’s activity. KPIs make objectives quantifiable, providing visibility into the performance of individuals, teams, departments, and organizations and enabling decision-makers to act on achieving the desired outcomes.

Typically, KPIs are monitored and communicated through dashboards, scorecards, and other forms of performance reports.

In performance management, a dashboard is used for monitoring data daily. It is characterized by visual representations of data that enable a fast and easy understanding of the performance status.

Measuring performance with dashboards and configuring it requires using enough KPIs, aligning KPIs across the organization, and establishing accountability. To design an effective dashboard, an organization should choose the most relevant KPIs, ensure the presence of precognitive attributes in the visuals, make the features interactive, and regularly provide updates.

A balanced scorecard is a tool in strategic planning and performance management that shows the four dimensions of an organization: financial, customer, internal processes, and learning, and growth. Some of the benefits of using a balanced scorecard are integrated strategic planning, the alignment of KPIs with strategy at all levels of an organization, and a comprehensive view of business performance.

The KPI Institute has put together KPI templates and a platform where you can download scorecards, dashboards, and other performance templates.

For inquiries, email us at office@kpiinstitute.org or call T: +61 3 9028 2223 M: +61 4 2456 8088.

Strategic agility is where innovation, adaptability, and high performance intersect. The KPI Institute (TKI) launched the Executive Education in Strategy and Performance to help business leaders create opportunities and develop strategies that will take their performance to the next level. 

Dealing with dicey market conditions, tech disruptions, and emerging trends, future-ready companies understand that they can either create the change or simply react to it. 

“Nowadays, we are living in a fast changing and disruptive world, which affects both organizations and their leaders, who need to move beyond the conventional way of management in order to remain relevant,” said Teodora Gorski, the program director of the Executive Education in Strategy and Performance.

The Executive Education in Strategy and Performance provides new learning experiences, up-to-date knowledge, and best practices for several areas that matter to business leaders today, including strategic planning, performance measurement, data analysis and reporting, and strategy execution in dynamic markets.

The program is designed for experienced professionals and consultants in the strategy and performance management field, C-level executives, middle management, SME leaders, and business analysts. 

Participants who will sign up for the program can obtain one of the following:

The Graduate Certificate in Strategy and Performance covers the basic disciplines in strategy and performance management. Participants will get 120 CPD points, one graduate certificate, and four individual certifications. The program is packed with interactive courses and discussions as well as toolkits and templates.

With its focused approach and customizable course selection, the Graduate Certificate in Strategy and Performance will provide participants with access to in-depth strategy and research and a network of professionals who can share their experiences and business knowledge.

“With the Graduate Certificate in Strategy and Performance, professionals will learn how to create a strategy, select and use KPIs in their company, learn about performance management & measurement, and end up being agile,” said Roxana Barb, Head of Educational Programs at TKI.

The Postgraduate Diploma in Strategy and Performance provides a more in-depth understanding of strategy and performance management. While the Graduate Certificate in Strategy and Performance features four courses and lasts for 12 months, the Postgraduate Diploma in Strategy and Performance is an 18-month long program with six mandatory courses and two elective courses.

“At The KPI Institute, we aim to develop a new generation of executives, one that is ready to surmount any business trials or obstacles, much like a seasoned general. The Executive Program in Strategy and Performance is aimed at developing the right skills and competencies to help those in positions of leadership conquer any management hurdles in the strategy and performance field of practice,” said Adrian Brudan, managing partner at TKI. 

To learn more about the requirements and schedule, get in touch with our program advisors:

Middle-East Advisor

Teodora Gorski

Managing Director MENA

E: teo.gorski@kpiinstitute.com

M: +971 55 787 6427

Worldwide Advisor

Alexandru Muntean

Head of Customer Engagement

E: alex.muntean@kpiinstitute.com

M: +40 747 060 997

Asia-Pacific Advisor

Sasikala Annamalai

Senior Business Development Manager

E: sasikala.annamalai@kpiinstitute.com

M: +60 12 591 1366

Pandemic disruptions, shifting consumer demands, and sustainability efforts have seeped through the world of supply chain this year.

Shipment delays are prevalent as companies restock goods to meet surging customer needs. The shortage of sea containers further complicated the situation. In March, only 40% of container ships had arrived at ports on time. Fluctuations in the global supply chain are behind the mounting transportation and materials costs.

As they navigate the new normal, supply chain professionals should not neglect their buyer-supplier relationship as well as their suppliers’ performance. Supply chain professionals are responsible for all the facets of the business, including purchasing, quality management, procurement, traffic analysis, and supplier relationship management.

They are expected to come up with solutions as they respond to supply chain management trends. Some of the major trends are automation, agility, omnichannel usage, and compliance in sustainability initiatives.

To ensure a smooth, efficient procurement activity amidst such changes, organizations must pay attention to the supplier relationship dynamic.

The KPI Institute is holding the Certified Supplier Performance Professional Live Online training course for individuals who want to implement a framework for the KPI development and monitoring of their company’s supplier management process.

Participants will discover the most relevant KPIs to monitor for supply chain performance. They will also learn how to create a supplier selection process and use various supplier segmentation models.

From theoretical foundations to industry experience, the course is designed to help companies maximize their competitive advantage through the proper supplier selection and evaluation tools.

The training session will be delivered by Cristina Bleoca, a purchasing and supply chain management specialist with over 10 years of experience in the automotive and FMGC industries. Among the highlights of her career was her participation in international research partnerships as well as in national and international training courses.

The final Certified Supplier Performance Professional Live Online training course for the year is happening on 18 – 22 October. Don’t miss the chance and secure your spot here.

For inquiries, get in touch with Teodora Gorski, Managing Director MENA: email teo.gorski@kpiinstitute.com or call +61 3 9028 2223.

What is a balanced scorecard? A balanced scorecard (BSC) is a tool in strategic planning and performance management developed by Prof. Robert Kaplan and Prof. David Norton in 1992. It provides organizations a comprehensive view of their business performance.

A BSC shows the four dimensions of an organization: financial, customer, internal processes, and learning, and growth. With this, managers can allocate resources properly and determine the areas that need improvement. The scorecard is also used to align key performance indicators (KPIs) with strategy at all levels of an organization: the strategic, the operational, and the team and individual.

When done right, a BSC can help companies save time and resources, improve their procedures, and keep them on track in terms of objectives.

The Certified Balanced Scorecard Management System Professional (C-BSC) course of The KPI Institute (TKI) will show how your organization can develop and implement a Balanced Scorecard Performance Management System Architecture.

Facilitated by experienced analysts and experts, the C-BCS training course offers toolkits, templates, case studies, and good practice examples to help participants understand and analyze the fundamentals of a BSC system. They will learn how to formulate the main elements of a BSC system and implement the framework in their organizations.

The 40-hour training course comes with pre-course requirements, live online sessions, an individual learning map, a certification exam, and after-course requirements.

In the fourth quarter, the C-BSC in Arabic will be held online on 24 – 28 October 2021, while the C-BSC in English is happening on 29 November – 3 December 2021.

For more information, get in touch with Teodora Gorski, Managing Director MENA: email: teo.gorski@kpiinstitute.com or phone: +61 3 9028 2223.

Production KPIs matter now more than ever as businesses recover from the shocks brought about by the pandemic. When the global crisis slowed down production processes, companies were forced to make difficult strategic decisions.

Market shifts, movement restrictions, and material scarcities stemming from supply chain disruptions have affected several areas of the production process.

For instance, chemical manufacturers worldwide had to trim down capital and operational expenditure and shrink their operations to 40-60 percent capacity. This is due to insufficient manpower, dwindling demand, and inadequate raw material supplies, according to the data published in Manufacturing Tomorrow.

To meet contractual obligations and increase productivity, companies are encouraged to rethink their processes, explore new opportunities, and adapt to trends.

Digital connectivity is among the trends that will dominate industries as the 5G coverage worldwide continues to expand. Sustainability is also seen as a critical factor that will shape business operations and investments. The global market for green building materials is expected to grow from US$238 billion in the year 2020 to US$425.4 Billion by 2027.

Developing a new production strategy

However, the future of production is not just about the what and the why but also the how.

The potential of innovative technologies and business models can be further realized if their application is based on data-backed decisions. Such decisions help companies minimize risks, carry out relevant strategic plans, and see what works and what doesn’t.

With this, decision makers and managers should pay attention to their production KPIs, which aim to guarantee the quality of the production process, from efficiency to productivity as well as the quantity and quality of output.

The KPI Institute has released “The Top 25 Production KPIs – 2020 Extended Edition” to provide companies an international perspective on the most popular production KPIs. It is designed for organizations and professionals who want to measure the components that contribute to the successful implementation of a production strategy.

With over 100 pages, the report presents the most viewed KPIs based on the information gathered from smartKPIs.com, a database of over 20,000 documented KPIs.

You can download the “The Top 25 Production KPIs – 2020 Extended Edition” to access the profile of each KPI and learn its potential impact on your production strategy. You will also find exclusive in practice recommendations and best practices for KPI selection and documentation.

Here is an overview of the top 25 KPIs categorized into five areas:

Production Efficiency – ensures that the production locations are always running at full parameters.

• # Units per man-hour
• % Production capacity utilization
• # Ideal run rate
• # Production capacity
• # Unused production capacity
• # Work in progress
• # Production lead time
• % Downtime due to operator lack of training
• % Unplanned downtime in production

Production Timeline – indicates all the time-related aspects of the production process.

• % Production schedule attainment
• % Production schedule adherence
• % Production uptime
• # Unit production time

Inventory – describes the amount of products on stock either from returns or demand, excluding the safety stock.

• % Recovery yield rate of returned products
• # Working stock
• $ Work in progress
• % Production delays due to raw material shortage
• # Decoupling stock
• % Boomerang return rate
• # Frequency of production delays due to inventory shortages or supply delays

Maintenance – monitors the upkeep of the production plant and equipment.

• # Production plants
• % Machine utilization in production

Production Costs – refers to expenses implied by the production processes.

• $ Penalties cost due to unsatisfied demand
• $ Production costs per unit
• $ Direct material variance

Read more about each of the KPI in “The Top 25 Production KPIs – 2020 Extended Edition.”  You can also sign up for the live online course offered by The KPI Institute to learn how to implement a KPI Measurement Framework in your organization.

For inquiries, get in touch with Cristina Mihăiloaie, Business Unit Manager – Research Division: cristina.mihailoaie@kpiinstitute.com, +61 (390) 282 223 or +40 (749) 424 517.

The Business Development SEA team is the recipient of the Team of the Quarter award, having demonstrated excellence and commitment to bring in extraordinary results during the second quarter of 2021.

The TKI People Awards series features the employees and teams recognized by The KPI Institute for going above and beyond expectations, excelling as team players, and creating a tremendous impact on the company.

As business development specialists, the awardees are constantly identifying opportunities for business growth, developing strategies, and nurturing client relationships.

Let’s get to know the team better.

What was the biggest accomplishment of your team this quarter?

Khesviny Vijayan Pillay: The senior members of our team have achieved more than our target during Q2, boosting the revenue of the company. What that also means to our team is we have colleagues who always share their ideas and experience on sales, encourage us to improve our communication skills, and teach us about creating business plans. They are very supportive as bearers of positivity in our team.

Kellen Adevia: Despite the distance and the pandemic, we remain united as a team. We make sure that not even one from our team is left behind. We learn and grow together as we conduct our sales activities. 

What do you like most about your team?

Khesviny: We value and appreciate each other’s contribution whether we are doing research or making plans. Each member of the team does their fair share of workload and fully understands what their responsibilities are and where they fit in. Our team’s members are more productive when they are given support and access to the necessary resources. Our manager is a good and perfect leader to us. With her help, we are able to improve our relationships with our colleagues to reduce conflicts and build a more positive environment.

Thalia Amnesti Simanjutak: My colleagues are always giving useful insights and ready to help me since I am new in the team. They  create a safe space for us to give our opinions and cheer for members who are reaching milestones and sealing achievements. As a team, we encourage each other to continue growing and to perform at their best at all times.

Kellen: I really appreciate the supportive culture of the team. Despite all our differences and personal goals, the team manages to work together, be there for each other, and reach for success as one.

Nurulain Zainal: My team is creative, enthusiastic, and unique.

Describe one of the challenges you were able to overcome this quarter. How were you able to overcome it as a team?

Khesviny: Whenever I face challenges in getting leads, my team is always there to guide me. They motivate me and show me how to improve my communication skills and overall methodology. As our team tries to engage the SEA market, we make sure we have a proper plan for exploring new opportunities. 

Thalia: I can’t say that I’ve learned our team’s activities and objectives overnight. It took me a while to even close my first registration. Luckily, I belong to a team that never hesitates to share their knowledge, insights, and time. Now, we are in Q3, and I look forward to contributing more to the team and the company.

Kellen: Personally, I find adapting to my new work as my biggest challenge. But my team has been very encouraging and resourceful when it comes to guiding me since day one. I can always turn to them for advice and insights. Adjusting to my role also becomes easier because in our team,  everyone is welcome to express their opinions and ideas. It also helps that my manager demonstrates good leadership skills. 

Nurulain: We managed to get through another lockdown. We make sure our team is achieving progress and supporting each other. With this, we are able to improve our own sales activities while learning together. 

For more information on The KPI Institute’s products and services, contact Sasikala Annamalai, Head of Business Development SEA, via sasikala.annamalai@kpiinstitute.com or +60 12 591 1366 and +60 16 660 5117.

The KPI Institute gave the Employee of the Month award to Nurulain Zainal for her outstanding performance in July 2021.

The TKI People Awards series features the employees and teams recognized by The KPI Institute for going above and beyond expectations, excelling as team players, and creating a tremendous impact on the company.

Nurulain is a business development specialist and a part of the Business Development SEA team. Her job involves planning, developing, and executing the sales campaigns of the product and services of TKI. She identifies opportunities for campaigns, services, and distribution channels that will lead to more sales.

Nurulain’s work ethic and involvement in the team’s projects are admirable, according to Sasikala Annamalai, Head of Business Development SEA.

“Her sales results were very impressive, especially this quarter of the year. She is dedicated to the task assigned to her and is always volunteering. She also likes supporting other team members,” Sasikala said.

Let’s discover what makes Nurulain, or Ain, special to her team.

What does receiving the Employee of the Month award mean to you?

Ain: I feel very honored, grateful, and appreciated. With the award, I am motivated to do my job better. The company’s excellent support system despite the pandemic also encourages me to gain more personal achievements.

What’s your favorite accomplishment so far at TKI?

Ain: My team won the Team of the Quarter.

When you’re faced with a challenge at work, how do you find a solution?

Ain: Being with a supportive, encouraging, cooperative, and creative team is highly valuable. Hence, whenever I have difficulties or am in very much need of assistance regardless of the situation, my team is always there to assist me. Each of them has his/her unique approach in supporting me. My manager, Sasikala Annamalai, helps me with overcoming challenges. We also have a highly dedicated consultant, Andreea Minelli, who has been guiding us since the beginning, especially in the technical aspects of our work.

Reflecting on her career, Ain said that she values creativity in dealing with any situation and believes that one should be willing to listen to the opinions of others.

One of the best things she has learned so far is to never stop learning.

Because for her, “there’s always something new to learn.”

If you’re interested to know how The KPI Institute helps professionals perform better and drives growth for businesses, explore the TKI Marketplace. You may also reach out to Sasikala Annamalai, Head of Business Development SEA, via sasikala.annamalai@kpiinstitute.com or  +60 12 591 1366 and +60 16 660 5117.

From shifting business priorities to emerging tech trends, uncertainties penetrate organizations and economies of all sizes. This is why building adaptable strategies is at the core of the The KPI Institute’s Certified Strategy and Business Planning Professional (C-SBP) Live Online training course.

“Nowadays, businesses are appreciating more and more the need to do a full analysis of developing the right strategy that can drive their growth to the future,” Malek Ghazo, TKI’s strategy management consultant and C-SBP course facilitator, said.

Malek is an experienced excellence specialist who has developed a comprehensive knowledge of customer service frameworks. He has trained 600 Jordanian governmental sector employees on running benchmarking projects according to the full cycle of benchmarking to achieve excellence in their processes and outstanding results.

In the C-SBP Live Online session, Malek teaches professionals how to design an organizational, operational, or departmental strategy from the ground up. He shows how to implement internal and external environment scanning and provides insights on innovative solutions to strategy planning dilemmas.

“The most common question I get is how they can cascade their strategy across their organization and make sure that all levels in the organization are fully aligned towards a clear direction,” Malek said.

Course participants will learn about key strategy planning concepts and use strategy planning tools that will allow them to revisit and update their respective strategies. They will also discover the best practices in the field to help them achieve their desired outcomes for their organizations.

If you’re up for the challenge, it is time to supercharge your core capabilities and make your strategy future-ready.

Secure your slot for the Certified Strategy and Business Planning Professional (C-SBP) Live Online training course today. For inquiries, email Teodora Gorski, Managing Director MENA, at teo.gorski@kpiinstitute.com or call +971 55 787 6427.

There is no one standard performance measurement system that would perfectly fit all organizations. Just ask Fabian Stigler, who graces the cover of the July 2021 issue of the PERFORMANCE Magazine – Printed Edition.

Stigler, a project engineer at IQ Intelligentes Ingenieur Management GmbH, specializes in project management, business intelligence, and business analytics.

One of his accomplishments as a performance analyst is developing a KPI system (KPI Performance Measurement System) that simplified multiple KPIs into an overall statement. 

He has also designed a data visualization guideline that makes reporting easier to understand and presentations clearly structured. “This system is methodical and universally applicable and can therefore be used in many departments and companies/industries,” he explains. 

With over six years of experience in the international automotive industry, Stigler tells PERFORMANCE Magazine that performance measurement systems play a significant role in decision-making nowadays. He attributes this change to “the advent of digitization in the automotive industry and the ever-increasing influence of data.”

According to Stigler, technology is important in building a robust performance measurement system. To achieve that, he emphasizes the need for powerful IT instruments, such as data lakes, powerful servers, and software.

Read Stigler’s complete interview in the July 2021 issue of the PERFORMANCE Magazine – Printed Edition. He shares his insights on the usage of KPIs, his advice to professionals in his field, and his views on work-life balance. 

The latest issue discusses the employee performance management cycle and the role of departmental values in achieving a corporate vision. Readers will learn more about the OKR system being implemented in brands like Google, Accenture, Twitter, and LinkedIn and the magazine’s recommended reading list for 2021.

Sharing your views, experiences, and strategies in managing performance is a great way to make connections and strengthen your professional brand as a business leader. 

If you would like to be considered as a contributor or an interviewee to be featured in PERFORMANCE Magazine or to send advertising inquiries, contact the editor at len.cristobal@kpiinstitute.com.