This is a Operations Balanced Scorecard Report, it is one of reports that Balanced Scorecard Designer can generate for Operations scorecard. With this software you can also design your own KPIs, Balanced Scorecards and metrics.


POM Balanced Scorecard

Report includes: 1 month(s) 49 day(s), from 05.04.2008 to 24.05.2008

  Name Start value End value Dynamic Contains
Root POM Balanced Scorecard 55,78 % 51,41 % -4,37 %
Financial perspective(62,9%, 0,96%Up)
Internal perspective(45,4%, -17,58%Down)
Growth and development perspective(43,6%, -18,08%Down)
Customer perspective(48,5%, 8,08%Up)

Graph for POM Balanced Scorecard

Graph for POM Balanced Scorecard

Data for POM Balanced Scorecard

DatesValue
05.04.200855,78
12.04.200850,18
19.04.200844,21
26.04.200848,92
03.05.200849,15
10.05.200840,95
17.05.200862,57
24.05.200851,41

Financial perspective

  Name Start value End value Dynamic Parent Contains
Root Financial perspective 61,98 % 62,94 % + 0,96% POM Balanced Scorecard
Indicators
Profit making orders rate (%)
Loss making orders rate (%)
Aggregated losses
Revenue *
Net profit *
* - Information for this metric is limited in sample report

Graph for Financial perspective

Graph for Financial perspective

Data for Financial perspective

DatesValueWeight
05.04.200861,983
12.04.200844,243
19.04.200856,83
26.04.200844,823
03.05.2008503
10.05.200841,63
17.05.200875,523
24.05.200862,943

Profit making orders rate (%)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Profit making orders rate (%) 4,1 94,8 + 90,7 % Maximize Financial perspective
Description Profit making orders rate means number of profit making orders divided by total number of orders.



Target description This indicator should tend to 100%.

Graph for Profit making orders rate (%)

Graph for Profit making orders rate (%)

Data for Profit making orders rate (%)

DatesWeightMinMaxValue
05.04.2008201004,1
12.04.20082010012,4
19.04.20082010013,9
26.04.2008201006,7
03.05.20082010044,8
10.05.20082010074,1
17.05.20082010075,9
24.05.20082010094,8

Loss making orders rate (%)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Loss making orders rate (%) 27,4 64,9 + 37,5 % Minimize Financial perspective
Description Loss making orders rate means number of loss making orders divided by total number of orders.
Target description This indicator should tend to 0

Graph for Loss making orders rate (%)

Graph for Loss making orders rate (%)

Data for Loss making orders rate (%)

DatesWeightMinMaxValue
05.04.20082010027,4
12.04.20082010047,8
19.04.2008201005,6
26.04.20082010034,5
03.05.20082010014,6
10.05.20082010093,5
17.05.2008201009,1
24.05.20082010064,9

Aggregated losses

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Aggregated losses 22,4 14,3 -8,1 Score Minimize Financial perspective
Description Aggregated losses means sum total of losses from all loss making orders.
Target description The less this indicator is the better

Graph for Aggregated losses

Graph for Aggregated losses

Data for Aggregated losses

DatesWeightMinMaxValue
05.04.20082010022,4
12.04.20082010067
19.04.20082010022,8
26.04.20082010029,7
03.05.20082010050
10.05.20082010040,2
17.05.20082010057,7
24.05.20082010014,3

Internal perspective

  Name Start value End value Dynamic Parent Contains
Root Internal perspective 63,02 % 45,44 % -17,58% POM Balanced Scorecard
Indicators
Equipment/facility availability (%)
Resources availability (%)
Equipment/facility effective performance (%)
Scrap rate (%) *
Operating hours rate (%) *
* - Information for this metric is limited in sample report

Graph for Internal perspective

Graph for Internal perspective

Data for Internal perspective

DatesValueWeight
05.04.200863,023
12.04.200830,683
19.04.200841,33
26.04.200858,43
03.05.2008413
10.05.200829,863
17.05.200869,263
24.05.200845,443

Equipment/facility availability (%)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Equipment/facility availability (%) 82,7 65,7 -17 % Maximize Internal perspective
Description Equipment/facility availability means the total period of time that the equipment/facility is available for operations expressed in percentage of the total period of time that the people/ materials/ etc. are ready to perform operations.
Target description This ratio should tend to 100%.

Graph for Equipment/facility availability (%)

Graph for Equipment/facility availability (%)

Data for Equipment/facility availability (%)

DatesWeightMinMaxValue
05.04.20082010082,7
12.04.2008201000,9
19.04.20082010043,9
26.04.20082010038,7
03.05.20082010046,1
10.05.20082010033,1
17.05.20082010072
24.05.20082010065,7

Resources availability (%)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Resources availability (%) 64,5 8,5 -56 % Maximize Internal perspective
Description Resources availability means the total period of time that the resources are available for operations expressed in percentage of the total period of time that the equipment/ facility/ people are ready to perform operations.
Target description This ratio should tend to 100%

Graph for Resources availability (%)

Graph for Resources availability (%)

Data for Resources availability (%)

DatesWeightMinMaxValue
05.04.20082010064,5
12.04.20082010010,5
19.04.20082010018,8
26.04.20082010076,8
03.05.20082010092,9
10.05.20082010047,6
17.05.20082010037
24.05.2008201008,5

Equipment/facility effective performance (%)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Equipment/facility effective performance (%) 50,2 60 + 9,8 % Maximize Internal perspective
Description Equipment/facility effective performance means the standard hours produced divided by available hours. If this ratio is significantly low or above 100%, it means that equipment/facility is either underloaded or overloaded
Target description This indicator should tend to 100%.

Graph for Equipment/facility effective performance (%)

Graph for Equipment/facility effective performance (%)

Data for Equipment/facility effective performance (%)

DatesWeightMinMaxValue
05.04.20082010050,2
12.04.20082010098,4
19.04.20082010062,9
26.04.20082010054,6
03.05.20082010039,3
10.05.20082010021,9
17.05.20082010091,6
24.05.20082010060

Growth and development perspective

  Name Start value End value Dynamic Parent Contains
Root Growth and development perspective 61,64 % 43,56 % -18,08% POM Balanced Scorecard
Indicators
All injury frequency (AIF)
Lost workday injury frequency (LWIF)
Lost workday injury severity (LWIS)
Personnel participating in safety and operational health trainings (%) *
Personnel participating in regular advanced training (%) *
* - Information for this metric is limited in sample report

Graph for Growth and development perspective

Graph for Growth and development perspective

Data for Growth and development perspective

DatesValueWeight
05.04.200861,641
12.04.200853,921
19.04.200825,761
26.04.200841,61
03.05.200845,281
10.05.200847,11
17.05.200814,461
24.05.200843,561

All injury frequency (AIF)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root All injury frequency (AIF) 0,5 0,3 -0,2 Score Minimize Growth and development perspective
Description AIF (All Injury Frequency) means a number of recordable injuries per million hours worked. This is calculated from the sum of fatalities, LWIs (lost workday injuries), RWIs (restricted workday injury) and MTCs (medical treatment cases excluding first aid treatment) divided by the number of hours worked expressed in million.
Target description This ratio should tend to 0.

Graph for All injury frequency (AIF)

Graph for All injury frequency (AIF)

Data for All injury frequency (AIF)

DatesWeightMinMaxValue
05.04.2008201000,5
12.04.20082010096,3
19.04.20082010092
26.04.20082010038,6
03.05.20082010052,2
10.05.20082010052,3
17.05.20082010079,1
24.05.2008201000,3

Lost workday injury frequency (LWIF)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Lost workday injury frequency (LWIF) 47,8 59,9 + 12,1 % Minimize Growth and development perspective
Description LWIF (Lost Workday Injury Frequency) means a number of lost workdays from all injuries leading to lost work time per million hours worked.
Target description This indicator should tend to 0.

Graph for Lost workday injury frequency (LWIF)

Graph for Lost workday injury frequency (LWIF)

Data for Lost workday injury frequency (LWIF)

DatesWeightMinMaxValue
05.04.20082010047,8
12.04.20082010047,9
19.04.20082010056,7
26.04.20082010054,2
03.05.20082010087,2
10.05.20082010091,5
17.05.20082010094,4
24.05.20082010059,9

Lost workday injury severity (LWIS)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Lost workday injury severity (LWIS) 97,1 81 -16,1 Score Minimize Growth and development perspective
Description Lost Workday Injury Severity (LWIS) means the average number of lost workdays per LWI.
Target description This indicator should tend to 0.

Graph for Lost workday injury severity (LWIS)

Graph for Lost workday injury severity (LWIS)

Data for Lost workday injury severity (LWIS)

DatesWeightMinMaxValue
05.04.20082010097,1
12.04.20082010033,8
19.04.20082010097,7
26.04.20082010081,3
03.05.20082010059,6
10.05.20082010073,6
17.05.20082010082,3
24.05.20082010081

Customer perspective

  Name Start value End value Dynamic Parent Contains
Root Customer perspective 40,39 % 48,47 % + 8,08% POM Balanced Scorecard
Indicators
Number of customer complaints
Delivery index (%)
Frequency of order backlog (%)
Rate of order backlog (%) *
Number of backlog orders per month *
Service level percentage (%) *
* - Information for this metric is limited in sample report

Graph for Customer perspective

Graph for Customer perspective

Data for Customer perspective

DatesValueWeight
05.04.200840,393
12.04.200874,393
19.04.200840,683
26.04.200845,983
03.05.200857,743
10.05.200849,343
17.05.200858,973
24.05.200848,473

Number of customer complaints

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Number of customer complaints 92,8 65,6 -27,2 Score Minimize Customer perspective
Description This indicator covers general complaints that can be received by the company.
Target description This indicator should tend to 0.

Graph for Number of customer complaints

Graph for Number of customer complaints

Data for Number of customer complaints

DatesWeightMinMaxValue
05.04.20082010092,8
12.04.20082010053,9
19.04.20082010033
26.04.20082010067
03.05.2008201003,7
10.05.20082010017
17.05.20082010037,4
24.05.20082010065,6

Delivery index (%)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Delivery index (%) 39,2 45,9 + 6,7 % Minimize Customer perspective
Description Delivery index means order required date less order delivered date divided by average number of orders per month.
Target description This indicator should tend to 0.

Graph for Delivery index (%)

Graph for Delivery index (%)

Data for Delivery index (%)

DatesWeightMinMaxValue
05.04.20082010039,2
12.04.2008201005,2
19.04.20082010024,2
26.04.20082010085,5
03.05.20082010059,9
10.05.20082010076,5
17.05.20082010032,5
24.05.20082010045,9

Frequency of order backlog (%)

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Frequency of order backlog (%) 56,2 16,5 -39,7 % Minimize Customer perspective
Description Frequency of order backlog means average order backlog per month divided by average number of orders per month.
Target description This indicator should tend to 0.

Graph for Frequency of order backlog (%)

Graph for Frequency of order backlog (%)

Data for Frequency of order backlog (%)

DatesWeightMinMaxValue
05.04.20082010056,2
12.04.20082010030,9
19.04.20082010075
26.04.20082010048,4
03.05.2008201002,9
10.05.20082010050,5
17.05.20082010082
24.05.20082010016,5
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 28.04.2008 23:55:52

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