• Journal of the Korea Institute of Building Construction
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• v.11 no.1
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• pp.35-44
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• 2011

Business performance measurement is used as an important tool to evaluate management performance, control human resources, and implement strategies. It can be measured simply in terms of finance including net profit, return on investment, and return on equity, but this is not sufficient because the performance outside of finance such as internal business process and informatization cannot be examined. Therefore this study defined a KPI(Key Performance Indicators) applicable to local construction companies ranked in the top 30 in construction capability, and also introduced differentiated results from the earlier studies by reflecting more realistic corporate management based on the existing studies and interviews with business experts.

• Tunnel and Underground Space
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• v.32 no.4
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• pp.254-271
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• 2022

The performance of truck haulage operations in an underground mine was evaluated using the time usage model and key performance indicators (KPIs) proposed by Global Mining Guidelines Group (GMG). An underground mine that mainly produces iron and titanium iron was selected as a study area, and truck haulage data were collected using Bluetooth beacons and tablet PCs. The collected data were analyzed to identify unit operations, activities, events, and required time of truck haulage operations, and time categories were classified based on the time usage model. The performance of the haulage operations was evaluated using nine indicators in terms of availability, utilization, and effectiveness. As a result, in terms of availability, uptime was 33.9%, physical availability was 95.7%, and mechanical availability was 94.9%. In the case of utilization, use of availability was 83.1%, asset utilization was 28.1%, and operating and effective utilization were 79.6% and 77.7%, respectively. Also, in terms of efficiency, operating efficiency was high at 97.6%, and production effectiveness was found to be 49%.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2011.11a
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• pp.191-193
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• 2011

The government has performed various countermeasures and policies for the efficiency of Construction Industry. However the analysis of the policy performance is not satisfied. In the study we benchmarked the construction performance evaluation system and indicators which was performed by advanced countries like the United States and the United Kingdom. So we suggested indicators for measuring performance of public construction cost saving strategy performed in 2008 by the Ministry of Land, Transport and Maritime Affairs. This paper will provide the basis for establishing future construction policies or plans.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.4
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• pp.48-54
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• 2012

In this paper, quantitative and systematic procedures for establishing Key Performance Indicators (KPI's) of R&D departments are presented. The proposed methodology is composed of 4 steps : 1) identification of critical success factors, 2) identification of potential KPI's, 3) determination of KPI's and 4) monitoring and execution. A Strategy Map has been presented to better align KPI's with a company's competitive strategies. Also, Analytical Hierarchy Planning (AHP) is used to determine weights of KPI's and Data Envelopment Analysis (DEA) is used to analyze the effectiveness of R&D departments. To demonstrate its validity of the proposed method, it has been applied to the R&D divisions of a semiconductor company.

• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.156-172
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• 2001

Financial ratio indicators of the 73 sample hospitals provided by the Korea Hospital Association in 1998-1999, together with the data by the Korea Health Industry Development Institute in 1007, were analysed to identify the financial structure and managerial performance of the profit/loss-making hospitals under the IMF. The major findings of this study were as belows. 1. Among the general characteristics, there was a statistical significance in the hospital location and the number of operating beds between profit-making hospitals and loss-making hospitals. 2. Financial ratio indicators of the profit-making hospitals were better than those of the loss-making hospitals. 3. Financial ratio indicators, including Liquidity, Performance Indicators and Growth Rate Indicators of profit-making hospitals, were better than those of loss-making hospitals except for Turnover Ratios under the IMF economic impasse.

• Journal of the Korea Institute of Building Construction
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• v.17 no.2
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• pp.199-209
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• 2017

The measurement of business performance is important to secure the competitiveness of construction companies. Therefore, the purpose of this study is to analyze what is needed to increase the competitiveness of small & medium construction companies. In order to analyze efficiently, this study reconfirms the effectiveness of Key Performance Indicators(KPI) of construction companies selected from previous studies. The empirical analysis to find differences of KPI between small & medium construction companies and big construction companies is performed using the 4,286 construction company samples extracted by 'KIS-Value Data Base'. The results of the empirical analysis show that there are significant differences in characteristics of KPI between small & medium construction companies and big construction companies. Particularly, small & medium construction companies are relatively insufficient to invest for the purpose of preparation for future and long-term growth. Additionally, empirical tests reconfirm that most of the KPIs from previous survey studies are suitable as a performance indicators. The contribution of this study is to analyze empirically small & medium construction company's strong & weak points and the effectiveness of KPIs derived from previous studies.

• Quality Improvement in Health Care
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• v.22 no.1
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• pp.11-26
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• 2016

The Organization for Economic Cooperation and Development, which has continuously evaluated the performance of healthcare systems, has recently invested much effort into hospital performance measurement. The purpose of this paper is to introduce the hospital performance measurement programs operated by international organizations or at the national level based on the OECD's hospital performance project. Health Insurance Review & Assessment service (HIRA)'s quality assessment was analyzed based on the analytical framework of the OECD's hospital performance project. The hospital performance measurement programs of WHO, Canada, Australia, United States and United Kingdom are briefly explored, in view of the conceptual framework, key performance dimensions and indicators that are currently in use. The OECD suggested seven key dimensions of hospital performance: timeliness, efficiency, continuity, effectiveness and appropriateness, staff orientation, patient orientation and safety. The analysis of the quality assessment program of HIRA, which operates 36 diseases and procedures and 347 indicators, shows that the numbers of indicators are relatively small in the areas of safety, patient centeredness and efficiency. Continuity of care and staff orientation are not fully developed also, but the situations are similar in other countries. In conclusion, hospital performance measurement using stable and comprehensive data should be developed to improve overall system performance, and discussions on a conceptual framework that can lay out directions and key performance domains need to take into place.

• Journal of the Korean Operations Research and Management Science Society
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• v.25 no.3
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• pp.137-154
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• 2000

This paper suggests a balanced scorecard (BSC) framework for measuring and evaluating the performance of knowledge workers in professional service firms(PSFs) which are typical knowldege-based organizations. As a strategic learning system, the balanced scorecard allows business leaders to drive and modify their business strategies based on the balanced measurement of key performance indicators(KPIs), which are basically divided into four domains such as financial achievement, customer orientation, internal business process, and innovation and learning. Conducting a focused case study on performance evaluation of knowledge workers from a balanced viewpoint, we could evaluate their competency and potential in more comprehensive manner. We also employ the analytic hierarchy process (AHP) approach for derive relative weights of key performance indicators and link it to a spreadsheet model for rating the individual performance of knowledge workers in a systematic way.

• STI Policy Review
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• v.3 no.2
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• pp.1-46
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• 2012

The paper assesses the innovative performance and challenges that a small innovative country like Sweden faces in an era of intense global competition. We contrast innovative performance with similar countries in Europe as well as discus the reliability and validity of indicators used to shape policy development. The conclusion from the analysis shows that available input-output indicators must be used with some caution. Even if the supply and quality of indicators has increased for policy analysis, they still lack precision and validity to make broad claims about the innovative performance of companies and nations. It is argued that understanding knowledge flows (rather than simple input-output metrics) are a key to understand innovation processes for small countries at the innovation frontier; subsequently, small countries will have to abandon failed policy orthodoxies in order to cope with future policy challenges.

• The Journal of Information Systems
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• v.17 no.4
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• pp.79-98
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• 2008

FTTH(Fiber to The Home), a next generation communication service, is expected to boost up the growth of the whole IT industry and to creating new businesses by enabling the convergence of the broadcasting and communication technologies. It will consequently contribute to improve the quality of our life. The purpose of this study is to evaluate the performance of EPFSD using the Balanced Scorecard(BSC) model with five perspectives which are known to have inherent relationship: regional economy, regional customer, regional process, innovation and growth in the region, and regional infrastructure. 16 critical success factors(CSFs) and 37 key performance indicators(KPIs) are developed based on the BSC model to measure the performance indicators of the EPFSD.