12.0 Key Performance Indicators Examples > TMSA Ships in Service Training Material.

12.0Key Performance

IndicatorsExamples

>

TMSA

Ships in Service Training Material

Dashboard

Ships in Service Training Material A-M CHAUVEL

Key Performance Indicators


The intent of this module is to enlarge

the scope of the step 8

KPI’s implementation,

if necessary, during a training session.

These examples can be used by

selecting the most appropriate ones

according to the needs. If you find 8 people you

are very observant

A dashboard falls one level down in the businessdecision making process from a scorecard;as it is less focused on a strategic objective and more tied to specific operational goals.

An operational goal may directly contribute to one ormore higher level strategic objectives.

Within a dashboard, execution of the operational goalitself becomes the focus, not the higher level strategy.The purpose of a dashboard is to provide the user with actionable business information in a format that is both intuitive and insightful.

Dashboards leverage operational data primarily in theform of metrics and KPIs.

Dashboard for Key Performance Indicators


Before to start collecting data determine:

Strategy for Collecting Data


1- The purpose of the data to be collected

2- The nature of the data to be collected

3- The characteristics of the data to be collected

4- Whether the data can be expressed in terms

that invite comparisons

5- Whether the data place priority on the key

performance indicators

6- Whether it will be possible to use random

sampling or to use 100% data collection

Reporting Performance


Three ways to use the data for a

performance’s report :

1- Written Report

2- Table Report

3- Matrix Report

Maritime incidents are the source of most reported oil spills, particularly on a volume basis.

On average, 1.8 million gallons of various types of oil were spilled each year by all transportation and non transportation sources between 1991 and 2001. Of this, 78 percent of oil spilled came from incidents associated with maritime transportation, 10 percent from pipeline incidents, and over 1 percent from all other transportation modes.Oil cargo accounted for 58 percent of the total volume spilled in 2000.

Failures in transportation systems (vessels, pipelines, highway vehicles, and railroad equipment) or errors made by operators can result in spillage of crude oil, refined petroleum products, and other materials and cause serious damage to the environment.

The ultimate impact of each spill depends on the location and volume of the spill, weather conditions, and the natural resources affected.

Oil Spills into U.S. Waters (1991 - 2001)


1 - Written Report

Maritime tank vessels 37.4 7,245,027

Maritime other vessels 18.5 3,584,388

Maritime facilities 21.8 4,210,114

Pipeline 10.4 2,003,526

Highway, rail, and other transportation

1.5 285,191

Non transportation structures and facilities

3.7 723,172

Unknown and other 6.7 1,299,139

Total 100.0 19,350,557

Mode or sourcePercentage

of totalAll oil spills

(gallons)

Share of Total Oil Spills by Volume and Source



2 - Table Report

Maritime tankVessels: 37.4%

Maritime otherVessels: 18.5%

Maritime Facilities: 21.8%

Pipeline: 10.4%

Non transportation structures and Facilities: 3.7%

Highway, rail, andother transportation: 1.5%

Unknown and other: 6.7%



Share of Total Oil Spills by Volume and Source

3 - Matrix Report

Matrix

A-M CHAUVEL

Decomposition Position Evolution Repartition Correlation

Po

ints

Cu

rves

Co

lon

sB

ars

Pie

s

TY

PE

S o

f M

ET

RIC

STYPES of COMPARISON

- Be based on accurate data

- Be easy to produce regularly

and consistently

- Provide a quick overview

- Be detailed enough to be actionable

- Be appropriate for the situation

Matrix


Matrix to be effective must :

4

3

5

2

1

9878 848280 908886 969492

To

tal L

oss

es p

er 1

000

ship

s

Dashboard (Graph Charts)


Risk Management Indicators


Shipping Industry

Nu

mb

er o

f F

atal

itie

s an

d I

nju

ries

Fatalities Injuries


Marine Fatalities and Injuries, 1994-2003

Canada

State of Southland's Coastal Marine Environment


Commercial Boat Accident Types 1999 to 2004

Grounding39%

Collision15%

Other14%

Machinery failures11%

Capsize6%

Sinking 3%

Flooding 5%

Fire 3%

Foundering 6%

International Terrorist Attacks Indicators


2000199519901985

500

300

200

100

400

Piracy & Armed Robbery Indicators


30

20

0

40

10

TotalSouth China

SeaMalaccaStrait

IndianOceanEast

Africa

WestAfricaSouth

America& Caribbean

MediterraneanSea

Piracy & Armed Robbery Indicators ( 2001 )


Dash board


Shipboard Safety

Hazards : Fire Location (Colons)

Ships in Service Training Material D. D’HANIS

0%

10%

20%

30%

40%

50%

MachinerySpaces Unknown

ExternalFire

Sources

CargoPumpRoom

Accommodation Cargoarea

Hazards : Fire Location (Pareto)


0%

20%

40%

60%

80%

100%

Machinery Spaces

Unknown

ExternalFire

Sources

Cargo PumpRoom

Accommodation

Cargo area


Hazards : Fires in Machinery Spaces

0%

10%

20%

30%

40%

50%

HeatHot

surfaces

ElectricalUnknown

Hotwork

Internalto

machinery


0%

5%

10%

15%

20%

30%

UnknownExternalHumanElectricalshortspark

Gallerycocking

HotSurfacesExhaust

stack

Hotwork

HeatersPortableHeaters

25%

Hazards : Ignition Sources in Accommodations

Hazards : Ignition Sources in Cargo area


0%

5%

10%

15%

20%

25%

UnknownChemicalReaction

ExternalItem

HotSurfaceExhaustSparks

ElectricalShortSpark

HotWork

ExplosionCargo

Firework

Human StaticElectricityLighting

Hazards : Lifeboat Incidents by Type


0%

15%

30%

45%

60%

90%

Freefall

75%

Enclosed withonboard release

Open withonboard release

Open withoutonboard release


0%

10%

20%

30%

40%

50%

Drills SurveyMaintenance

Hazards : Lifeboat Incidents by Activity

Hazards : Primary Causes of Lifeboat Incidents


0%

10%

20%

30%

40%

60%

50%

Designfault

Equipmentfailure

Lackof

maintenance

Lack ofcommunication

Failure tofollow theprocedure

Lack oftraining

Hazards : Lifeboat Incidents by Equipment Failure


0%

10%

20%

30%

40%

BrakeHookQuick

release

OtherGriperelease

Boatactivatedrelease

Fallwire

Hazards : Lifeboat Incidents by lack of maintenance


0%

10%

20%

30%

40%

BoatActivatedrelease

HookQuick

release

OtherBrake Davit

GOALS MEASURETARGETS from July 2001 to June 2006

A - Eliminate all fatalities, accidents and mishaps involving international SOLAS vessels in New Zealand waters and New Zealand SOLAS vessels anywhere

The rate of fatalities, accidents and mishaps involving international SOLAS vessels in New Zealand waters and New Zealand SOLAS vessels anywhere

25% reduction froma starting point of: •0.4 fatalities/qr •17.1 accidents/qr •2.7 mishaps/qr

B - Minimize all fatalities, accidents and mishaps involving New Zealand commercial vessels (excluding fishing and marine craft used in adventure tourism)

The rate of fatalities, accidents and mishaps involving New Zealand commercial vessels (excluding fishing and marine craft used in adventure tourism)

50% reduction froma starting point of:

•0.3 fatalities/qr •26.3 accidents/qr •5.7 mishaps/qr


Commercial Boat Accident Types 1999 to 2004

New Zealand

Dashboard


Human Injuries

Fre

que

ncy

40

0

30

10

20

1 2 3 4 5 6 7 8 9 10 11 X

1- Finger/hand2- Elbow3- Lower back4- Wrist

5- Head

6- Upper back

7- Knee

8- Upper arm

9- Fore arm

10- Neck11- LegX- Other


Frequency of Injuries by Body Location

Fre

que

ncy

0

30

10

20

1 2 3 4 5 X

1- Upper limb2- Back3- Knee4- Neck

5- Shoulder

X- Other


Soft Injuries by Body Location

Fre

que

ncy

0

30

10

20

1 2 3 4 5 6 7 X

1- Pain2- Strain3- Cut4- Bite

5- Bruise

6- Sprain

7- Surgery/ Missed work

X- Other


Frequency of Injuries by Type

0 2 4 6 8 10 12 14Hours on duty

1.5

1.0

0.5

0.0

2.5

2.0

Ris

k re

lati

ve

Ships in Service Training Material FOLKARD

Relative Risk of Accident during work shift duration



Chemical Industry

1. Customer Dissatisfaction 2. Addressable Broadband Market 3. Employee Engagement Index 4. Percentage of Women, Ethnic Minorities and Disabled Employees 5. Lost Time Injury rate

6. Sickness Absence rate 7. Ethical Trading 8. Greenhouse Gas Emissions 9. Total Waste (including recycling rate)10. Ethical Performance Measure 11. Community Contribution12. Supplier Relationships

Key Performance Indicators (Chemical Industry)



Select Key Performance Indicators 2004 2003

1) Operating

Worldwide production on a BOE basis, excluding Syncrude (MBD) 1,582 1,590

Production from natural gas and natural gas liquids 35% 41%

Total proved reserves at year-end (billion BOE, excluding Syncrude) 7.6 7.8

R&M refinery utilization rate 94% 95%

Worldwide petroleum products sales (MBD) 3,141 3,046

2) Social

Employees at year-end 35,800 39,000

Combined work force on-the-job fatalities 0 4

Combined work force 0.78 0.96

Estimated philanthropic investment (millions of dollars) 37.1 36.5

3) Environmental

Liquid hydrocarbons spilled (in barrels; greater than 1 barrel) 11,833 10,882

Percent of spilled hydrocarbons recovered (in barrels; greater than 1 barrel)

53% 70%

Greenhouse gas emissions (million tonnes CO2 equivalent) N.Av 53

Hazardous wastes (thousand tonnes) N.Av 64

Waste Contract Total Weight and Cost for the site

CostWeight

Matrix


CostMonth & (Number of employees)

Wei

ght

in t

ons

Cos

t

Weight and Cost of compactor waste

Matrix


1. Management commitment, accountability, involvement and leadership 2. Training and education 3. Employee involvement 4. Workplace hazard identification and analysis 5. Workplace hazard prevention, elimination and control

Kodak has significantly reduced injuries since 1999.- In 2004 Kodak announced a public goal

to reduce injuries by 50% worldwide.- In 2005, the company met that goal,

reducing the number of people being injured by 50%. Our efforts to further improve performance will continue,

though we met the 50% goal in the first year.

Health & Safety Performance


Kodak : Health & Safety Program Core Elements


Health, Safety & Environmental Program Goals


Kodak : Five-year Environmental Goals & Results

AccomplishedAll of our major manufacturing sites and corporate environmental management system to be ISO 14001 certified

Down 85% (by aggregate weight)

Reduce and/or eliminate the use of heavy metals in products where feasible.

Water down 36% (indexed to production)

Reduce the use of water in production by 15%

Energy down 19 % (indexed to production)

Reduce energy use by 15%

Waste down 47%(indexed to production)

Reduce manufacturing wasteby 25%

Conserve Natural Resources

Emissions down 17% Reduce greenhouse gas(carbon dioxide) emissions from power production by 20%

Emissions down 69% Reduce emissions of methylene chloride by 50%

Emissions down 44%40% aggregate reduction in emissions of 30 priority chemicals

Reduction in Emissions

ResultGoalStrategic Initiative

2008 Company KSIR Goal

Safety Incident Rate Worldwide

Number of Safety Incidents Worldwide


Safety Incidents Goal



Human Resources

KPI’s that may be used to monitor the performanceand success for recruitment :

- Our ability to attract suitable candidates,

- Selection and screening quality candidates,

- Accuracy and reliability of information provided

- Speed of turnaround of key stages such as Job Profiling, CV delivery and Interview arrangements,

- Query response time,

- Competitive recruitment costs.

Key Performance Indicators ( Recruitment )




Heavy Industry

Key Performance Indicators (Steel mill)


A dashboard based on “8 Principles”:

- Sustainable and profitable growth

- Health & Safety management and risk management

- Commitments in respect of the environment

- Open and responsible dialogue with the stakeholders

- Skills Development around common values of quality and efficiency

- Innovation for value creation and support Sustainable Development

- Corporate governance

- Responsible citizenship

http://www.arcelor.com/subsite/2004AnnualResults/page.php?l=en&page=100

http://www.arcelor.com/subsite/2004AnnualResults/page.php?l=en&page=101_104






ROCE 6.6 8,5 26.6Gearing Ratio (%) 0.74 0.55 0.20Synergies (€M compared to 2001)

190 405 560

2003 2004Indicators 2002


P1 - Sustainable & Profitable Growth

A-M CHAUVEL

Number of fatal accidents, company employees

11 5 5

Number of fatal accidents, contractors

13 6 10

Accident frequency rate at Group level

9 5,5 3,6

Accident severity rate at Group level

0.44 0.38 0.27

Number of safety data sheets 393 431 446Number of by-product safety data sheets

31 63 84

Percentage of company business model covered by risk management

68 100 100

2003 2004Indicators 2002

P2 - Heath, Safety & Risk Management

A-M CHAUVEL

Environmental management system

Percentage of employees working in an ISO 14001 certified environment

80 96 97

Environmental management system

Percentage of ISO 14001 certified production sites

61 77 92

Air pollution Ducted dust (kg/tons steel) 0.26 0.27 0.25

Air pollutionSO2 emissions (kg/tons steel) 1.11 1.05 1.17

Air pollutionNOx emissions (kg/tons steel) 1.22 1.16 1.11

Air pollutionCO2 emissions (tons/tons steel)

1.50 1.50 1.55

2003 20042002Indicators

P3 - Commitments in respect of the Environment


Water

Water discharge (m3/tonnes steel) (outflow)

4,4 4.15 3,74

Water quality

Chemical Oxygen Demand (COD) (g/tons steel)

238 190 190

Water quality

Suspended matters in water (kg/tons steel)

149 118 93

Residues

Residue eliminated by discharging or incinerated (kg/tons steel)

- 42.6 31.6

ResiduesStored residue (kg/tons steel) - 46.8 33.5


P3 - Commitments in respect of the Environment

Dialogue Percentage of employees having access to a dialogue/consultation / representation of grievances structure

100 100 100

Dialogue Establishment of programs for meeting with stakeholders and NGOs at the major production plants

Yes Yes Yes

Dialogue Percentage of major plants holding open days

100 100 100



P4 - Open & Responsible dialogue with stakeholders

Manager satisfaction

Implementation of social observatory

Yes Yes Yes

Customer satisfaction

Implementation of customer satisfaction surveys

Yes,per

sector

Yes,per

sector

Yes,per

sectorand

marketPartner satisfaction

Implementation of image/reputation surveys in the vicinity of the major production plants

Yes Yes Yes



P4 - Open & Responsible dialogue with stakeholders

Multicultural group

Number of nationalities in the workforce

35 40 45

Multicultural group

Total workforce as of 31 December

104,241 96,294 94,601

Employment Percentageof employees working under a temporary contract

Not consolidated

2.70 2.85

Employment Average seniorityof employees (years)

22 21.5 21.2

Employment Average age of employees (years)

Not consolidated

44.8 44.8



P5 - Skills development around common Values of Quality & Efficiency

A-M CHAUVEL

Employment Percentage of women in executive positions

7 8.2

Employment Percentage of women in the total Group workforce

10 10

Employment Percentage of disabled persons in the totalGroup workforce

4.2 4.2

Employment Percentage of employees with flexible working hours

12 12

Training and mobility

Training (number of hours per employee per year)

30.6 39.6

2003 2004Indicators


Remuneration Percentage of the workforce having a financial interest in the company’s results

50 58.6 61

Remuneration Percentage of the workforce undergoing a yearly performance evaluation (interview etc.)

35 37.6 39

Remuneration Percentage of managers undergoing a yearlyperformance evaluation

77 82 84




Innovation Co. gross research expenditure (€M)

153 142 135

Innovation Global research efforts by Co. research+ partners in joint projects (€M)

- 194 182

Innovation Proportion of R&D devoted to the environment (%)

- 38 38



P6 - Innovation for Value Creation & SupportSustainable Development

Corporate governance

Number of meetings of Board of Directors

5 8 7


Average attendance of members at Board meetings (%)

90.6 87 89.7


Number of Audit Committee meetings

5 8 5


Average attendance of members Audit Committee (%)

100 97 85



P7 - Corporate Governance

A-M CHAUVEL


Number of Appointments and Remuneration Committee meetings

4 6 5


Average attendance of members at Appointments and Remuneration Committee meeting (%)

100 87.5 95


Independent Board members

9 out of 15+ 3

employeerepresentat

ives

9 on 15+ 3

employeerepresentat

ives

11 on 15+ 3

employeerepresentat

ivesCorporate governance

Number of nationalities represented on the Board

6 6 6


P7 - Corporate Governance


Restructuring/employment

Percentage of partnerships with local authoritiesfor the repair of the economic and social fabricin case of site closures (%)

100 100 100

Restructuring/employment

Percentage of partnerships with local authoritiesfor the repair of the economic and social fabricin case of site closures (%)

100 100 100

Support for social projects

Budget for supporting/sponsorship social projects (€M)

8 8 8


P8 - Responsible Citizenship



Real State

Delivery of the projectDelivery of the project

Ground engagementGround engagement

Call for tenderCall for tender

First rough draftFirst rough draft

First tender noticeFirst tender notice

Executive Dashboard


Add

ed v

alue

Total time

Executive Dashboard


Idle Time

2400150010000 2000500

100

60

40

20

80

Pe

rce

nt

of

the

pro

gra

mm

es

Number of days

Executive Dashboard : delay between Ground EngagementNotice and Delivery


Bes

t P

erfo

rman

ce

Wors

t Per

form

ance

Dash board


Transportation

Dashboard (Civil Airplane during Qualification)


Dashboard (Civil Airplane in Operation)


Dashboard (Military Airplane in Operation)


Executive Dashboard (Traveling)


Dashboard for car


Dash board


General Industry

Dashboard (Manufacturing Department)


Unknown stoppagesWhy ?

Dashboard (Shipping Department)


Dashboard (Sales Department)


Dashboard (Marketing department)


Dashboard


Annual Report


Honda : Environmental Annual Report Survey

Easy tounderstand

63 %

Average37 %

Too much15 %

Insufficient15 %

Appropriate 70 %

Intelligibility

Amount of information

Parts that needto be improved

Product Development Domain

Environmental Accounting

Environmental Risk Management

Environmental Activities outside Japan

Environmental Management

Annual Targets & Results

Fundamental Principle & Vision

Environmental Management Promotion

100 255 1515 520 10 20

Disposal & Recycling Domain

Parts foundmost interesting


Honda : Environmental Annual Report Survey

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