• Journal of Advanced Navigation Technology
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• v.25 no.6
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• pp.456-465
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• 2021

For predictive aviation safety management, the establishment of safety performance indicators to measure and manage the safety performance of service providers must be preceded. In particular, leading indicators are significant in that they play an important role in identifying and managing the causes of accident/incident in advance. However, the current safety performance indicators of the domestic aviation industry have limitations in that they focus on lagging indicators based on events that have already occurred. Therefore, the purpose of this study is to construct Korean leading indicators for preventive safety management. In addition, we verify the validity and importance of the indicators based on review of the experts and AHP analysis. This study is meaningful in that it can support the proactive safety management of the domestic aviation industry through the development of leading safety indicators, which have been relatively lacking in research.

• Health Policy and Management
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• v.16 no.3
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• pp.52-69
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• 2006

Researchers indicates several issues as to performance evaluation methods for public health centers. Firstly, health centers are passively involved in the evaluation process, the performance indicators are activity-oriented, and mostly unrealistic. Balanced Scorecard is one of the methods for evaluating organizational performance, which is utilized at current in many industries including public sector. The purposes of this study is to apply balanced scorecard approach to a public health center and to develop performance indicators as well as their vision and strategies. For developing performance indicators, researchers selected K City Public Health Center and implemented brainstorming with members of health promotion team. Through team process they suggested goals, strategies and several indicators they considered proper to accomplish their shared vision. And then appropriateness of the indicators were evaluated by professional researchers in health promotion field for consensus building by email questionnaire. Based on survey and professional consensus meeting, 11 performance indicators were tailored in four perspectives as well as 6 strategies and 10 strategic goals, which are steps for accomplishing shared vision of health promotion team. For details, refer to the paper. Most members of health promotion team were satisfied with the indicators. However issues such as low level of recognition and familiarity with a new concept of BSC, and cultural resistance to strategic approach in public organizations should be addressed for future application and dissemination of BSC technique to public health organizations.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.156-172
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• 2007

The high-tech industry is the economic lifeline for Taiwan. Its characteristics are short product life cycle, rapid changes in the market, and a high obsolescence rate for new products. Under globalization, the high-tech industry has adopted Information Technology (IT) to shorten the manufacturing process, reduce costs and conduct product research and development (R&D) to increase the core competence of enterprises and achieve the goal of sustainable operations. Enterprises should actively strengthen their integration with internal and external resources and lead in R&D management to increase industrial operating performance. Effectively managing operations and R&D management evaluation in Taiwan's High-tech Industry has become a critical subject. This study adopted 4 major Balanced Scorecard (BSC) perspectives to establish the Total Performance Evaluation Indicators for the R&D management department in Taiwan's High-tech Industry. The Analytic Network Process (ANP) was applied to evaluate the overall performance of the R&D management department. The research framework is divided into 2 phases. The first phase is combined with the 4 major perspectives, Financial, Customer, Internal Business Process and Learning and Growth, as the related indicators for each measurement perspective. The Key Performance Indicators (KPI) were selected using Factor Analysis to identify the key factor from the complicated indicators. The relationship between the characteristics of each BSC's evaluation perspective is dependence and feedback. This study applied ANP to conduct the calculation and adjustment of correlation between each KPI, and determine on their relative weights for the objective KPI. The "Financial Perspective" for R&D management department in Taiwan's High-tech Industry focused on the budget achievement rate of R&D management. The weight indicator value is (0.05863). The "Customer Perspective" focused on problem-solving satisfaction. The weight value of this indicator is (0.17549). The "Internal Business Process Perspective" focused on the quantity and quality of R&D. The weight value of this indicator is (0.13506). The "Learning and Growth Perspective" focused on improving competence in the research personnel's professional techniques. The weight value of this indicator is (0.02789). From the total weighting indicators, the order of the Performance Indicators for the R&D management department in Taiwan's High-tech Industry is: (1) Customer Perspective; (2) Internal Business Process Perspective; (3) Financial Perspective; and (4) Learning and Growth Perspective.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.231-239
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• 2021

The purpose of this study is to analyze the effect of risk efficiency, financial decisions, and financial performance on firm value due to advances in financial reporting technology. This research was conducted on all banking sub-sector companies listed on the Indonesian capital market during a period of eight years, namely 2012-2019 which were selected using the purposive sampling method. The advancement of financial reporting technology is measured by two indicators based on the Internet financial reporting approach. Risk efficiency is measured using three indicators with a risk proxy relative efficiency approach using value at risk. Financial decisions are measured by two indicators that represent funding decisions and investment decisions. Financial performance is measured by two indicators with the profitability approach, and firm value is measured by two indicators based on the investor perception approach. The data analysis technique in this study used multivariate analysis with SEM-PLS. The empirical findings of this study are the advances in financial reporting technology, financial decisions, and risk-based efficiency value have a significant effect on firm value, while financial performance does not have a significant effect on firm value. Banking companies reduce risk to achieve efficiency and result in lower profits.

• Journal of Korean Society of Environmental Engineers
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• v.28 no.2
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• pp.117-127
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• 2006

Recently International Water Association(IWA) has proposed new performance indicators for water supply services and their successful applications are being reported continually. According to the various reports, the percentage indicators were suggested not to be used for performance comparison, especially where the targeted areas have great difference in consumption per service connection. But unfortunately in Korea the revenue water ratio, one of the percentage indicators is still being used to set up the goal of water-related administration and to compare the performances between systems. Therefore this study aimed to prove the inapplicability of the percentage indicators with nation-wide data and to suggest better performance indicators for more efficient water loss management. According to the result of the comparison of various performance indicators with conventional one, it is roved that percentage indicators ca not evaluate the performance efficiently where the local situations are significantly different. It is suggested that the better performance indicators such as real losses per service connection or ILI should be used to benchmark the performances of water suppliers on water loss management so thai the problems of water losses could be identified easily and recovered effectively.

• Korean Journal of Construction Engineering and Management
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• v.23 no.6
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• pp.65-75
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• 2022

As performance measurement is important for systematic management, the key indicators for performance measurement have been consistently researched in the construction industry. However, there are only a few cases in which performance measurement is performed because it requires strenuous efforts to collect data for measurement. Unlike the public sector, which has been collecting project data through laws, the private sector has very little data to measure performance. In contrast, supervision work concerns important data necessary for the performance management on building construction sites in accordance with the Building Act. Therefore, in this study, we used the data from supervisory reports to measure the performance of private building projects. First, we derived 6 performance areas and 15 indicators through a few rounds of expert group discussions and 2 surveys. Then, we identified the performance indicators with high feasibility of data collection and computed their degree of significance via the analytic hierarchy process. It is expected that the performance indicators and their computational processes derived in this study can be used to systematically measure the performance and aid the speedy diagnosis of private building construction sites.

• Korea Journal of Hospital Management
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• v.5 no.1
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• pp.1-23
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• 2000

This study was undertaken to develop performance measurement indicators in S Hospital, which is the largest component of Y Medical Center which implemented the Responsible Management System in 1993. To begin, strategic initiatives for S Hospital were reestablished based on Y Medical Center's goals and objectives. The BSC(Balanced Scorecard) was used to develop performance measurement indicators after validity checks by specialists. The results were that total 16 indicators were developed to measure performance for strategic initiatives. Those included the growth rate of patient revenues, operating profit to gross revenues, reduction rate in administrative expenses from a financial perspective; average medical expenses per adjusted patient, patient satisfaction survey for inpatients and outpatients and emergency room patients, return rate for treatment results from the customer's perspective; reduction rate in average length of hospital stay, expenses for lost cases of medical disputes, rate for contracted employees, the number of published reports per faculty member from an internal perspective; educational expenses for training medical staff and full time employees, adjusted patient per medical staff, and the number of cases implemented which were proposed by employees. Any organization needs to have its own explicit objectives to grow and develop and it is absolutely necessary to measure performance to accomplish them. The performance measurement indicators developed by this study are expected to be used as a tool to attain the objectives of S Hospital.

• Korean Journal of Construction Engineering and Management
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• v.7 no.4 s.32
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• pp.154-163
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• 2006

Recently, the demand for performance evaluation and management at the industrial or corporate level has been increasing. From this perspective, this study has developed indicators to measure and compare construction company performances and we have analyzed various characteristics of those indicators. Throughout our thorough qualitative and quantitative analysis we first identified a set of indicators for performance measurement. These indicators have been shown to meet the requirements of validity, measurability, and comparability. Second, we calculated the performance index of construction companies by applying weightings of the performance categories. Then we performed correlation and regression analyses using the calculated performance index and identified the basic cause-and-effect relationships, as well as the statistical characteristics of the performance index. Drawing on the results of the analytical processes identified in this work, we discuss future research to be conducted.

• Korean Journal of Construction Engineering and Management
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• v.7 no.3 s.31
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• pp.76-85
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• 2006

Quality is the core competence for customer satisfaction in current competitive business environments. The manufacturing companies regard the quality as the success factor in enhancing competitiveness and foremost concept of the management innovation. But in many cases, the basis for the quality management and the action programs are not prepared yet. In construction industry, normally schedule and cost have priority over quality and the level of overall quality is relatively lower than other industries. This is caused by the vague quality goal and result-oriented management. This study suggests the quality performance indicators for measuring performance objectively, and develops the continuous quality monitoring system based on those indicators. By using this system, the quality improvement can be expected and corporate quality competitiveness can be ensured.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.426-431
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• 2011

The quality of performance evaluation on engineering consultants that provide design-related technical services is difficult to be measured, and only a handful of papers discussed the quality during the design stage. Although design cost is relatively far less than construction cost for a project, the decisions made in the design phase have a significant impact on the final products of the project, especially for large public construction projects. Therefore, this research focuses on reviewing and then establishing a performance evaluation framework for the consulting firms that execute detailed design and provide technical services for the Taipei Rapid Transit Systems (TRTS). By interviewing experts, this study first established a set of indicators to evaluate these firms' performance. Then, those indicators were incorporated into the four aspects of balanced scorecard (BSC) to establish the architecture of the evaluation mechanism. The weight of each indicator was calculated by analytic hierarchy process (AHP) from a survey conducted among experts. The results showed that the top-three indicators were quantity take-off, functions conformity, and budgeting. The framework of performance evaluation established by this study can be applied to measure service performance during the design stage. It not only facilitates the monitoring of consulting firms, but also helps to reduce unnecessary change orders and disputes during the construction stage.