• Journal of Construction Engineering and Project Management
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• v.5 no.1
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• pp.1-10
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• 2015

In construction, stakeholders of extended project team play a key role in the overall project performance. Successful integration of stakeholders demands for good management practices at strategic, operational and project levels. Targets and measures to improve the stakeholder performance encourage the creativity and willingness of stakeholders of extended project team to develop the better ways to achieve the project objectives. This paper presents a generic descriptive method, showing how stakeholder's ability and influence impacts on project performance in the construction sector. The findings of a series of interviews with key informants are presented and the following main conclusion is drawn: improving project performance through stakeholder's contribution and measuring their performance can strengthen the project performance. This innovative approach which redefines the process of improving the project performance in construction projects will be of interest to those who intend to manage the projects in practice as well as to those who interested in advancing theory.

• Journal of Advanced Navigation Technology
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• v.26 no.6
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• pp.434-440
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• 2022

The ICAO (International civil aviation organization)recommended the implementation of the GANP (global air navigation plan) for strategic decision-making and air traffic management evaluation. In this study, we proposed a new method for finding the route distance from KPI (key performance indicator) 05 actual route extension presented for air traffic management evaluation. For this purpose, we collected trajectory data for one month and calculated the en-route distances using the methods presented in ICAO and the methods presented by this author. In the ICAO method, the intersection point must be estimated through the equation of a circle for radius 40 NM and the equation of a straight line for an inner and outer point close to a circle in the track data, and four flight distances are calculated to calculate the en-route distance. In the method presented in this study, two flight distances are calculated without estimating the intersection point to calculate the en-route distance. To determine the error between the two methods, we used the performance evaluation index RMSE (root mean square error) and the determination factor R² of the regression model.

• Journal of the Korean Society of Marine Environment & Safety
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• v.28 no.4
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• pp.542-548
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• 2022

In order to reduce marine accidents, each contracting Government needs to implement the instruments enacted and amended by the International Maritime Organization (IMO). The III Code requires each administration of the government to have a system for improvement through periodic review and evaluation and to include performance indicators in its evaluation methods. Thus, each IMO Member State needs to develop its own performance indicators. The purpose of this paper is to develop and present an evaluation model using the Balanced Scorecard (BSC) and Key Performance Indicators (KPI) in order to quantify and evaluate the level of implementation of the instruments by the administrations. From the perspective of 'III-BSC', which applies the BSC concept to the III code requirements, the Critical Success Factors (CSF) that must be secured to achieve the established vision were drawn up, and candidate KPIs for each evaluation area were developed to measure the derived key success factors and an initial study model was designed composed of four levels. The validity of the KPIs was verified and the study model was finalized using the survey design using the SMART technique. Furthermore, based on the developed study model, an evaluation model for the implementation of the BSC-based IMO instruments was developed by deriving the weights of elements for each level through AHP analysis. The developed evaluation model is expected to contribute toward improving the administrations' level of implementation of the IMO instruments as a tool for quantitatively grasping the level of performance of the implementation.

• Journal of the Korean Operations Research and Management Science Society
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• v.27 no.2
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• pp.63-79
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• 2002

During the last decade many enterprises spent a huge amount of money for investment on Information Technology (IT) & Information System (IS) to attain competitive advantage and to maximize their business performance by satisfying the various requirements of customers. Under such circumstances, methodologies for evaluating IT impact on business performance are very important issues for strategic decision making on investment. In this study, we propose a performance evaluation model that adopts the concept of the Balanced Scorecard (BSC) and the Value Chain to analyze the financial impact and non-financial impact of IT & IS at each critical work area. This model combines the 4 evaluation areas from BSC and 6 critical work areas from Value Chain and measures the Key Performance Indicator (HPI) and the effect of KPI. Also, we present a case study of which the evaluation model has been conducted on a major manufacturing company. finally. we address some important notes to improve the IT & IS performances in the real-world.

• Journal of the Korea Safety Management & Science
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• v.16 no.3
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• pp.451-469
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• 2014

The purpose of this study is to implement and develop the integrated Economic Value Added (EVA) and Time-Driven Activity-Based Costing (TDABC) model to seek both improvement of Net Operating Profit Less Adjusted Tax (NOPLAT) and reduction of Capital Charge (CC). Net Operating Profit Less Adjusted Tax (NOPLAT) can be maximized by reducing the indirect cost of an unused resource capacity increased by Cost Capacity Ratio (CCR) of TDABC. On the other hand, Capital Charge (CC) can be minimized by improving the efficiency of Invested Capital (IC) considered by Weighted Average Cost of Capital (WACC) of EVA. In addition, the integrated system of TDABC using Balance Scorecard (BSC) and EVA is developed by linking between the lagging indicators and the three leading indicators. The three leading indicators include customer, internal process and growth and learning perspectives whereas the lagging indicator includes NOPLAT and CC in terms of financial perspective. When the Critical Success Factor (CSF) of BSC is cascading as a cause and an effect relationship, time driver of TDABC and capital driver of EVA can be used efficiently as Key Performance Indicator (KPI) of BSC. For a better understanding of the proposed EVA/TDABC model and BSC/EVA/TDABC model, numerical examples are derived from this paper. From the proposed model, the time driver of TDABC and the capital driver of EVA are known to lessen indirect cost from comprehensive income statement when increasing the efficiency of operating IC from the statement of financial position with unified KPI cascading of aligned BSC CSFs.

• The Journal of the Korea Contents Association
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• v.9 no.4
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• pp.254-264
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• 2009

The purpose of this study was to develop a performance measurement factor of Balanced Scorecard(BSC) for health-care organization. We did also the research to evaluate the validity and reliability of these indicators. Fifty six health-care organizations are participated in a survey questionnaires. This questionnaires consists of 53-questions, which are the performance evaluation indicators designed by researcher, which are based on the Norton and Kaplan's BSC-Framework. Exploratory and confirmatory factor analysis was carried out and Analytical Hierarchy Process (AHP) was applied to analyze the weight and significances of each factor. Factor analysis of the BSC resulted in 11 major measurement factors (Eigenvalue >1.0). The AHP analysis showed the list of the hospital BSC measurement factors and its KPI(Key Performance Indicator) weighted by its significance priorities. The recommendable degree of reliability and validity of these BSC factors suggests that these factors are adequate for performance measurements of the health-care organizations in Korea.

• Journal of the Korea Safety Management & Science
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• v.17 no.1
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• pp.337-348
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• 2015

This research introduces the Financial Effect Measurement (FEM) models which measures both the improvement and the innovation performance of Quality Control Circle (QCC) and activities of Six Sigma. Concepts and principle of Comprehensive Income Statement (CIS), Balanced Scorecard (BSC), Time-Driven Activity Based-Costing (TDABC) and Total Productive Maintenance (TPM) are applied in order to develop the 4 FEM models presented in this paper. First of all, FEM using CIS depicts the improvement effects of production capacity and yield using relationships between demand and supply, and line balancing efficiency between bottleneck process and non-bottleneck processes. Secondly, cause-and-effect relation of Key Performance Indicator (KPI) is used to present Critical Success Factor (CSF) effects for QC Story 15 steps of QCC and DMAIC (Define, Measure, Analyze, Improve, and Control) of Six Sigma. The next is FEM model for service management innovation activities that uses TDABC to calculate the time-driven effect for improving the indirect activities according to the cost object. Lastly, FEM model for TPM activities presents the interpretation of improvement effect model of TPM Capital Expenditure (CAPEX) and Operating Expenditure (OPEX) maintenance using profit, cash and Economic Added Value (EVA) as metrics of enterprise values. To better understand and further investigate FEMs, recent cases on National Quality Circle Contest are used to evaluate new financial effect measurement developed in this paper.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.2
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• pp.109-115
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• 2023

This paper studied the problem of determining the optimal inventory level to meet the customer service target level in a situation where the customer demand for each branch of a nationwide retailer is uncertain. To this end, ISR (In-Stock Ratio) was defined as a key management indicator (KPI) that can be used from the perspective of a nationwide retailer such as Samsung, LG, or Apple that sells goods at branches nationwide. An optimization model was established to allow the retailer to minimize the total amount of inventory held at each branch while meeting the customer service target level defined as the average ISR. This paper proves that there is always an optimal solution in the model and expresses the optimal solution in a generalized form using the Karush-Kuhn-Tucker condition regardless of the shape of the probability distribution of customer demand. In addition, this paper studied the case where customer demand follows a specific probability distribution such as a normal distribution, and an expression representing the optimal inventory level for this case was derived.

• Journal of Digital Convergence
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• v.17 no.9
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• pp.147-152
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• 2019

Infrastructure is rapidly growing as Internet business grows with the latest IT technologies such as IoT, BigData, and AI. However, in most companies, a limited number of people need to manage a lot of hardware and software. Therefore, Polestar Enterprise Management System(PEMS) is applied to monitor the system operation status, IT service and key KPI monitoring. Real-time monitor screening prevents system malfunctions and quick response. With PEMS, you can see configuration information related to IT hardware and software at a glance, and monitor performance throughout the entire end-to-end period to see when problems occur in real time.

• Clinical Endoscopy
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• v.55 no.3
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• pp.426-433
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• 2022

Background/Aims: Cholangiogram interpretation is not used as a key performance indicator (KPI) of endoscopic retrograde cholangiopancreatography (ERCP) training, and national societies recommend different minimum numbers per annum to maintain competence. This study aimed to determine the relationship between correct ERCP cholangiogram interpretation and experience. Methods: One hundred fifty ERCPists were surveyed to appropriately interpret ERCP cholangiographic findings. There were three groups of 50 participants each: "Trainees," "Consultants group 1" (performed >75 ERCPs per year), and "Consultants group 2" (performed >100 ERCPs per year). Results: Trainees was inferior to Consultants groups 1 and 2 in identifying all findings except choledocholithiasis outside the intrahepatic duct on the initial or completion/occlusion cholangiogram. Consultants group 1 was inferior to Consultants group 2 in identifying Strasberg type A bile leaks (odds ratio [OR], 0.86; 95% confidence interval [CI], 0.77-0.96), Strasberg type B (OR, 0.84; 95% CI, 0.74-0.95), and Bismuth type 2 hilar strictures (OR, 0.81; 95% CI, 0.69-0.95). Conclusions: This investigation supports the notion that cholangiogram interpretation improves with increased annual ERCP case volumes. Thus, a higher annual volume of procedures performed may improve the ability to correctly interpret particularly difficult findings. Cholangiogram interpretation, in addition to bile duct cannulation, could be considered as another KPI of ERCP training.