Académique Documents
Professionnel Documents
Culture Documents
Example KPIs for Human Resources (HR) Departments Example KPIs for Customer Service Departments
Actual versus budgeted cost of hire Agent's full-time employees (FTEs) as percentage of
Annualized voluntary employee turnover rate total call center FTEs
Annualized voluntary turnover rate Answering percentage (number of sales calls
Average headcount of employees each human resources answered/total number of sales calls offered)
(HR) employee working is caring for Average after-call work time
Average interviewing costs Average number of calls/ service request per handler
Average length of placement in months for the manager Average queue time of incoming phone calls
Average length of service of all current employees Cost per minute of handle time
Average length of service of all employees who have Costs of operating call center/ service desk
separated Email backlog
Average months placement Field service technician utilization
Average number of training hours per employee Hit rate (products sold compared to total received sales
Average number of vacation days per employee calls)
Average performance scores of departing employees Inbound abandon rate
Average retirement age Inbound agent dialed calls
Average salary Inbound availability rate
Average salary for all employees reporting to the Inbound average talk time
selected manager Inbound average wrap time
Average sourcing cost per hire Inbound call center leads created
Average time employees are in same job/ function Inbound call center opportunities created
Average time to competence Inbound calls handled
Average time to update employee records Inbound calls handled per agent hour
Average training costs per employee Inbound service level
Compensation cost as a percentage of revenue Number of complaints
Contingent workers Percentage of customer service requests answered in
Employee satisfaction with training given timeframe
End placements Percentage of calls transferred
Female to male ratio Total calling time per day/week/month
Full-time employees (FTEs) per human resources (HR)
department FTE
Headcount of contingent workers for the manager
HR average years of service (incumbents)
HR average years of service (terminations) FINANCE & TREASURY
HR department cost per FTE
HR headcount - Actual Example KPIs for Finance Departments
HR headcount - Available Accounting costs
HR to employee staff ratio Accounts payable turnover
Job vacancies as a percentage of all positions Accounts receivable collection period
New hire quality Accounts receivable turnover
Time to fill Actual expenses
Hiring manager satisfaction Amount due (per customer)
Cost per hire Average customer receivable
Staffing efficiency Average monetary value of invoices outstanding
Internal, external, and total headcount recruiting costs Average monetary value of overdue invoices
and ratios Average number of trackbacks per post
Number of end placements made in the reporting period Budget variance for each key metric
for the manager Budgeted expenses
Part-time employees as a percentage of total employees Capital expenditures
Percentage of employees receiving regular performance Cash conversion cycle (CCC)
reviews Cash flow return on investments (CFROI)
Percentage of employees that are near or at max for Cost of goods sold (COGS)
their vacation balances Cash dividends paid
Percentage of HR budget spent on training Cost per pay slip issued
Percentage of new hire retention Creditor days
Ratio of internal versus external training Current receivables
Ratio of standard level wage to local minimum wage Cumulative annual growth rate (CAGR)
Return on investment (ROI) of training Cycle time for expense reimbursements
Total overtime hours as a percentage of all work hours Cycle time to process payroll
Training penetration rate (percentage of employees Cycle time to resolve an invoice error
completing a course compared to all FTEs) Cycle time to resolve payroll errors
Workforce stability Days payable
Debtor days
Direct cost
Discounted cash flow
LEAN SIX SIGMA CERTIFICATION
KEY PARAMETERS | PROCESS | METRICS| INDICATORS
Sales and costs - Actual versus budget as a percentage Surface runoff efficiency
Stocktaking discrepancies per department Total recycled content by material value
Total (short term) accounts due Transport time efficiency
Total accounts payable Waste cost per carriageway or pipeline length
Waste cost per project as percentage
SALES AND MARKETING PLUS FUNCTION Waste cost per project footprint
MANAGEMENT Waste cost per square meter floor area
Booking forecast - Future x weeks / months, special Waste generation (tonnage) per project
holidays Waste generation (tonnage) per square meter/ foot
Number of function inquiries, percentage of campaign Waste generation (volume) per project
cost against functions Waste generation (volume) per square meter/ foot
Marketing and advertising costs and cost per response Wastewater discharge
as ratio
Number of customers EMISSIONS TO AIR
Press mentions Acid rain, eutrophication, and smog precursors
Campaign response rate Dust and particles
Sales inquiry conversion rate - The number of inquiries Greenhouse gases
that turn into actual sales Metal emissions to air
Sales per head (across all areas) Ozone depleting substances
Repeat visits, especially by top 100 or 200 customers Volatile organic compounds
Attrition rate of online courses National ranking of baccalaureate, masters, and doctoral
Average course experience degrees awarded to minority students
Average daily attendance Nationally ranked programs
Average daily participation percentages NCAA team sports athletics total wins
Average endowment distribution by student Non-instructional FTE per student FTSE, or non-
Average net academic cost and average percent instructional FTE to instructional FTE ratio
discount NSSE results in quality of student advising, entire
Average percentage consistently absent educational experience, would attend again, overall
Average student credit hours taught by tenure/ tenure satisfaction
track faculty by college Number of degrees awarded
Average tenure or tenure track faculty salaries by Number of students per teacher
college compared to peer benchmarks Number of total budgeted tenure/ tenure track faculty
Average undergraduate student credit load positions
Average student free application for federal student aid Number of vocational degrees awarded
(FASFA) unmet financial need Percentage of academic staff with a doctorate
Average graduating student debt Percentage of full-time faculty who are women, are
Choice into district - Number of students ethnic minorities, or have terminal degrees
Choice out of district - Number of students Percentage of course requests satisfied by semester
Class attendance Percentage of degree-seeking new transfers (of total
Classroom and laboratory utilization enrollment)
Comparison of most recent graduating high school Percentage of first year class in top 10% and top 25%
classes to diversity of new 18-and 19-year-old students of HS graduating class
who enroll in the following fall term Percentage of first year students requiring
Continuation rates of college students developmental education and successful completion
Cost per graduate percentage of developmental education
Cost per meal (CPM) Percentage of graduating seniors from area high schools
Degrees awarded - Baccalaureate, masters, doctoral from most recent academic year who enroll in following
Development expenditures as a percentage of total fall term
external income Percentage of new students ages 18 to 19 who need
Distance learning enrollment developmental education based on their test scores
Distance learning number of degree programs Percentage of tenure/tenure track faculty holding grants
Dollar value of restricted research expenditures by college
Dollar value of total external research grant applications Percentage of total positions endowed
and expenditures Percentage of undergraduates receiving baccalaureate
Endowment value per student degrees with eight SCH or fewer above minimum
Expenditures per student requirement, number qualifying for state mandated
Fewer students classified as needing special education rebate, and number requesting and receiving their
services rebate
Four-year graduation rate for community college Postdoctoral fellows
transfer students with 30+ hours Program expenditures as a percentage of budgets
Freshman retention rate by ethnic group and by Research rankings national and state Retention rates of
financial aid category students in vocational courses SCH taught by
Fund balance at x % of yearly expenditures tenure/tenure track faculty vs. non-tenure/tenure track
Graduate/ professional degrees in high demand fields faculty by college
Home school students registered - Number of students Six-year graduation rate and combined
Increase of percentage of school-age students with graduation/persistence rate
disabilities participating in occupational education Student services expenditures per student FTSE
program Students per faculty
Increase of percentage of school-age students with Successful course completion
disabilities receiving special education services in System-wide reduction in energy use over ten years
general class placements Technology transfer - new invention disclosures, patents
Increase of percentage of preschool students with issues, licenses and options executed, gross revenue
disabilities receiving special education services in from intellectual property
settings that include nondisabled children Time to a baccalaureate degree by area of study
Increase of percentage of school-age students with Total budgeted endowed professorships and chairs
disabilities receiving services in general education Total degree seeking new transfers
buildings Total external gifts by alumni - Number and amount
Institutional debt per student Total external gifts by corporations - Number and
Instructional expenses per student amount
International student load Total external gifts by foundations - Number and
International student headcount and percentage of FTE amount
Licensure exam pass rates Total external gifts by individuals - Number and amount
Licensure exam pass rates in program x Total new transfer students
Master's-level five-year and doctoral ten-year graduation Total operating expenditures per student FTE
rate Total professorships and chairs positions filled
Masters and doctoral graduates employed in state x Total state appropriations per FTE student and tuition
compared to other state x graduates and fees per FTE student in constant dollars
LEAN SIX SIGMA CERTIFICATION
KEY PARAMETERS | PROCESS | METRICS| INDICATORS
Employee movement (such as time in position, Percentage reduction in manufacturing lead times
transfers, and promotions) Percentage savings in costs
External funds under management Percentage savings in inventory costs
Holding company cash flow Percentage savings in labor costs
Internal rare of return on new business information Percentage savings in transportation costs
technology (IT) spending per employee Planned work to total work ratio
Level of inherent risk Predictive maintenance monitoring (maintenance events
Long-term debt per cycle)
Net profit growth Process capability
New business profit Productivity
Operating profit on long-term investments Quality improvement (first-pass yield)
Profit diversification Quality tracking-six sigma
Return on equity Reduced time to productivity
Revenue mix Reduction in penalties
Short-term debt Savings in inventory carrying costs
Time to hire management talent Scheduled production
Total cash deposits Spend analytics
Storehouse stock effectiveness
Supplier trending
KPIS FOR THE MANUFACTURING Time from order to shipment
Time on floor to be packed
INDUSTRY Unplanned capacity expenditure
Asset utilization Unused capacity expenditures
Availability
Utilization
Avoided cost Waste ration reduction
Capacity utilization
Work-in-process (WIP)
Comparative analytics for products, plants, divisions,
companies
Compliance rates (for government regulations, etc.)
Customer complaints
Customer satisfaction
Cycle time
Demand forecasting
Faults detected prior to failure
First aid visits KPIS FOR THE MINING INDUSTRY
First time through
Forecasts of production quantities, etc. Average bucket weight
Increase/decrease in plant downtime Average fuel use per machine
Industry benchmark performance Average loading time
Integration capabilities Average number of dumps per hour/day/week/month
Interaction level Inventory Average number of loads per hour/day/week/month
Job, product costing Average payload
Labor as a percentage of cost Average swing time
Labor usage, costs-direct and indirect Cash operating costs per barrel of oil equivalent (BOE)
Machine modules reuse Change time (time between cycles)
Maintenance cost per unit Cycle distance
Manufacturing cost per unit Cycle time
Material costing, usage Degree of purity and physical characteristics
Mean time between failure (MTBF) Dilution of ore
Mean time to repair Dump time
Number of production assignments completed in time Efficiency of metallurgical recovery
On-time orders Empty stop time
On-time shipping Empty travel distance
Open orders Empty travel time
Overall equipment effectiveness Exploration costs
Overall production efficiency of a department, plant, or Finding and development costs
division Flitch
Overtime as a percentage of total hours Fuel (e.g. , gallons/hour)
Percentage decrease in inventory carrying costs Gross refining margin
Percentage decrease in production-to-market lead-time Incident rate (accidents, etc.) per x hours
Percentage decrease in scrap and rework costs Lifting costs
Percentage decrease in standard production hours Loaded stop time
Percentage increase in productivity Loaded travel distance
Percentage increase in revenues Loaded travel time
Percentage material cost reduction Loading time
Percentage reduction in defect rates Lost time incident frequency rate
Percentage reduction in downtime Number of equipment failures per
Percentage reduction in inventory levels day/week/month/year)
LEAN SIX SIGMA CERTIFICATION
KEY PARAMETERS | PROCESS | METRICS| INDICATORS
Number of holes drilled per day/week/month/year Repair order past due percentage
Oil reserves Sales per employee
Payload Sales per estimator
Payload correction (difference between raw and Sales per production square foot
corrected payload) Sales per production technician
Percent (metal, etc.) in ore Service booked to renewal ratio
Percentage uptime (of equipment, plant, etc.) Service contracts activated new business value
Product into shed Service Contracts activated renewals value
Production cost per barrel Service contracts expired value
Production rate-bank cubic meter (BCM)/ hour (cubic Service contracts terminated billed value
meters of material moved per hour) Service contracts terminated remaining value
Raw material substitution rate (percentage) Service department throughput (per day/week/month)
Raw payload Service level
Reserve and resource replacement (percentage) Service renewal past due percentage
Tons of ore feed Service renewals booked value
Tons per hour Service renewals forecast
Tons per load Service renewals uplift
Total minutes lost per shift due to breaks Service request backlog
Unit variable costs Service request closed activity
Utilization Service request escalated backlog percentage
Waste per ton Service request reopened activity
Waste recycling (e.g., tons per time unit) Service request unassigned backlog percentage
Waste volume Target membership growth
Total pans/material cost as a percentage of total sales
Unresolved escalated backlog percentage
KPIS FOR THE OTHER SERVICES Unresolved service request backlog
Unresolved unassigned backlog percentage
(EXCEPT PUBLIC ADMINISTRATION) Weekly team targets
INDUSTRY
Average employee utilization
Average equipment utilization KPIS FOR PROFESSIONAL, SCIENTIFIC, AND
Average number of days required to repair the item TECHNICAL SERVICES
Average number of no· shows per week/month
Average number of training hours per employee Annual billable utilization percentage
Average repair cost Availability
Average repair time Availability (excluding planned downtime)
Average revenue per service delivered Average percentage of CPU utilization
Cash collected Average percentage of memory utilization
Collections Average hourly fee
Average training cost per employee Average number of virtual images per administrator
Client retention rate Cost of managing processes
Customer turnover rate Cost of service delivery
Daily goals Deviation of planned budget for SLA
Employee turnover rate Downtime
Gross profit on pans/material sold Mean time to repair (MTTR)
Idle time Mean time between failure (MTBF)
Material cost per service hour sold Number of defects found over period of time
Mean service request completion time Number of outstanding actions of last SLA review
Time to dose distribution (by time buckets) Percentage of application development work outsourced
Net profit as a percentage of labor sold Percentage of bugs found in-house
Number of apprentices and organized members certified Percentage of consultants generating revenue
Number of apprentices and organized members needed Percentage of consulting hours that generate revenue
to meet requirements Percentage of email spam messages stopped/detected
Number of open service requests Percentage of outage due to changes (planned
Number of prospective clients converted to clients unavailability)
Number of service requests resolved during the period Percentage of outage due to incidents (unplanned
Number of training courses conducted per unavailability)
month/quarter/year Percentage of service requests resolved within an
Service level details agreed-on period of time
Percentage of members participating in approved Percentage of systems covered by antivirus/antispyware
programs software
Percentage of total members participating in meetings Percentage of systems with latest antivirus/antispyware
Period service renewal rate signatures
Period service renewals booked value/period service Percentage of time lost redeveloping applications as a
renewals value result of source code loss
Period service renewals value Percentage of time sheets in need of
Repair order mean time to repair correction/validation
LEAN SIX SIGMA CERTIFICATION
KEY PARAMETERS | PROCESS | METRICS| INDICATORS
Percentage of unit tests covering software code Percentage annual increase in new dollars generated for
Percentage of user requested features economic development programs
Profit per project Percentage increase in graduation rare
Quality assurance personnel as percentage of the Percentage of businesses trained and subsequently
number of application developers receiving funding within two years
Software development quality Percentage of children with insurance
System usability scale Percentage of people with disabilities satisfied or very
Time ratio for design to development work satisfied with service access within three years
Time-to-market of changes to existing products/services Percentage of residents satisfied with community
Total service delivery penalties paid involvement process with economic development
Unit costs of IT services Percentage of residents with increased access to
Workforce turnover rate primary and specialty medical care
Percentage of sheltered animals adopted
Percentage of youth with improved academic
KPIS FOR THE PUBLIC ADMINISTRATION performance
INDUSTRY Percentage increase in the number of affordable and
special needs housing
ECONOMIC DEVELOPMENT Percentage of businesses satisfied or very satisfied with
Amount of new retail square footage the city/county's business processes
Average number of business days before reported Percentage of customers of the health and human
graffiti is removed services area satisfied or very satisfied with service
Cost per animal sterilized delivery and customer care
Cost per person trained in workforce development Percentage of participants who report they learned
Cost per sheltered animal something that will help them start a business
Cost per youth placed in summer youth employment Percentage of survey respondents earning less than
jobs $25,000 per year that rate the city/county's health and
Development of county-wide infrastructure, land supply, human services as good or very good
and affordable housing plan within one year, plan Percentage of survey respondents that agree the city or
implementation and schedule adherence thereafter county government effectively develops low-
Dropout rate of high school students income/poor areas
Health and human services Percentage of users of health and human services
Housing affordability index/percentage of households satisfied or very satisfied with transit access to health
that can afford a median-priced home care
Net loss of agricultural or environmentally sensitive Reduced percentage rate of uninsured in the city/county
areas Sick leave hours used per 1,000 hours
Number of affordable mortgages financed for eligible Total infant mortality rate per 1,000 live births
low and moderate income families Total mortality rate (all causes) per 100,000
Number of childcare facilities in areas of need Unemployment rate
Number of childcare facilities with national accreditation
Number of economic development inquiries received NEIGHBORHOOD AND UNINCORPORATED AREA
Number of emerging technology projects MUNICIPAL SERVICES
Number of existing and startup businesses and agencies Cost per document released
trained by the city or county per year that remain in Net loss of agricultural designated lands outside the
business after two years urban development boundary (UDB) or environmentally
Number of jobs created in the community from sensitive lands
economic and community development projects Number of infill development and infill housing units and
Number of loans to low and moderate income persons infill redevelopment projects per year (completed)
closed per year Number of renters assisted
Number of low-income infants, toddlers, and Percentage of lease payments that will be on time
preschoolers participating in early childhood Percentage of tree canopy increase
development services (versus waiting list) Percentage of general/nuisance complaints responded
Number of new assisted living units in public housing to within 48 hours
within two years Percentage of nuisance incidents remediated within
Number of new businesses related to predefined timeframes
incentives/coordinated efforts to promote growth in Percentage of residents and businesses aware of critical
targeted industries knowledge factors of code compliance
Number of new incubated businesses that survive at Percentage of residents satisfied with information
least two years delivery systems
Number of special projects completed Percentage of roadways and rights-of-way cleaned and
Number of successful placements of training program well maintained
participants in employment within three years Percentage of survey respondents that agree the city or
Number of volunteer hours county employees that helped them went the extra mile
Number of youth participating in after-school / gap-time to get their issue heard and resolved
programming Percentage of survey respondents that rate flooding as
Number of youths participating in employment and a minor or major problem in their neighborhood
entrepreneurship programs within two years
Per capita income
LEAN SIX SIGMA CERTIFICATION
KEY PARAMETERS | PROCESS | METRICS| INDICATORS
Percentage of survey respondents that rate the Increase in the number of collaborative programs and
development and land use/zoning in their neighborhood participants with educational institutions
as good or very good Number of acres of natural areas restored and number
Percentage of survey respondents that rate the drinking of acres maintained
water quality and sewer service as good or very good Number of adult sports teams
Percentage of survey respondents that rate the quality Number of attendees at recreational, cultural, and
of roadways and road signs in city or county as good or library facilities, programs and services
very good Number of cultural, recreational, and libraries
Percentage of survey respondents that were satisfied collaboration projects per year
with their last contact with city or county personnel Number of cultural, recreational, and library programs
Secret shopper rating for employee customer service available for the elderly and people with disabilities
Total square feet of facilities Number of developed park acreage
Number of estimated arts center services participant
PUBLIC SAFETY hours
Average fire rescue response time from time dispatch Number of estimated participant hours in after-school
receives life-threatening call from 911 and/ or programs
percentage of total fire calls with a response time under Number of meals served to seniors
eight minutes from call entry to arrival and/or Number of public art contracts completed
emergency services average response time from public Number of residents satisfied or very satisfied with
safety answering point (PSAP) to arrival availability of open or green spaces
Cost per park safety enforcement action on park land Number of residents satisfied or very satisfied with
Development and implementation of a comprehensive availability of facilities within five years
plan for homeland security Park acres per capita
Development of a comprehensive plan for homeland Percentage of free programs offered
security Percentage of library district residents within four miles
Increase in number of licensed pets over next three (or 25 minutes) of a library
years Percentage of organizations and artists satisfied or very
Increase number of public emergency shelters by 10% satisfied with the city or county gram application
in three years process
Number of abandoned vehicles investigated Percentage of participants satisfied or very satisfied with
Number of collisions related to pursuits availability of quality lifelong learning programs in three
Number of first responders trained and equipped for an years
emergency event Percentage of survey respondents that rate the city or
Number of patrol hours in neighborhoods county's library services as good or very good
Number of pedestrian/bicycle collisions per 100,000 Percentage of survey respondents that rate the city or
population county's recreational and cultural activities as good or
Number of requests for special operations support very good
Number of service call responses annually Quality rating of residents and visitors for cultural,
Percentage increase in number of volunteers over the recreational, and library facilities and places
next three years Recreation and culture dollars available through all
Percentage increase in use of non-lethal technology over sources of funding, including existing and new sources
next three years Resident ratings of the appearance of recreational,
Percentage of citizens that state they feel safe in parks cultural, and library facilities
and recreation facilities Resident ratings of the range of parks and recreation
Percentage reduction in drug-related incidents activities
Percentage reduction in juvenile crime rates Total audience served through public events
Percentage reduction in non-emergency calls into the
911 system TRANSPORTATION
Percentage of survey respondents who generally find Achievement of all major milestones timelines in the city
police officers and traffic enforcement officers to be or county's transportation plan
friendly and approachable safety services Annual percentage change of parking operations
Percentage of survey respondents that rate crime in expense
their neighborhood as a minor or major problem Average commute times to work in minutes
Percentage reduction in property loss rate Average dollar value per central purchasing office
Police emergency average response time (minutes) purchase order
Rate of reinstitutionalization of offenders processed Average number of days between invoice date and date
through the Juvenile Evaluation Center of check disbursement
Rate of traffic fatalities per 100,000 population Bond ratings
Calendar days from requisition to purchase order
RECREATION AND CULTURE Cost of government - Dollars per capita and per capita
Average cost per daily servicing acre by category
Average safety rating for pools Daily bus and rail boardings
Cost per estimated arts center services participant hour Dollar amount of purchases made that meet
Cost per estimated museum participant hour sustainability guidelines
Cost per participant hour in senior services Dollar cost per accounts payable transaction
Cost per public event Enabling strategies - Budgets and finance
Implementation of 24-hour rail and bus operations
LEAN SIX SIGMA CERTIFICATION
KEY PARAMETERS | PROCESS | METRICS| INDICATORS
Improved national customer satisfaction ranking for the easy to find what they need or want on the city or
airport to one of the top 20-ranked airports within two county website
years Fleet costs (acquisition, operating, resale value) within
Increase average work-trip vehicle occupancy from an prescribed industry standards and percentage of
estimated 1.1 passengers per vehicle to 1.15 passengers department users satisfied with quality and timeliness of
per vehicle fleet management services
Increase in compliance with local tax collection by 5% Increase number of employees rating the city or county
over next five years as a good place to work
Increase in percentage of public transit trips taken Number of page views on the city or county website per
Increase in number of visitors to county transit websites capita
Increase the customer satisfaction ranking for the Number of planned media events (includes news
seaport by 1.5 percent by year x conferences)
National customer satisfaction ranking the airport One hundred percent of financial reports filed timely and
among the top ten airports for passenger satisfaction by accurately in compliance with the law
year x Percentage of city or county employees aware of their
Negotiated contract savings (dollars saved) component of performance targets
Net parking income/loss Percentage of city or county employees aware of their
Number (and percentage) of facilities meeting importance to city or county’s values and priorities
regulatory requirements Percentage of IT projects completed on time, within
Number of audits and special projects completed budget
Number of parking tickets issued Percentage of IT routine problems solved within 24
Number of payment transactions processed for hours
departments Percentage of (facility) projects completed within budget
Number of projects managed and on time
Number of purchases made city/countywide by central Percentage of accuracy between votes cast and votes
purchasing office reported
Number of residents satisfied or very satisfied with the Percentage of customers familiar with city or county
implementation of the city/county's transportation plan sources of information
Percentage of audit recommendations "concurred with" Percentage of internal customers and residents satisfied
by management with aesthetics of city or county facilities
Percentage of cash reserves Percentage of residents with a positive image of city or
Percentage of strategic plans outcomes supported by county government
business plans Percentage of users (residents, visitors, employees, etc.)
Percentage of traffic signals synchronized and optimized satisfied with city or county services
Percentage of vendor solicitations successfully awarded Reduced staff turnover
without delay due to rebids or protests Satisfaction ratings from service delivery departments
Percentage of community satisfied with value of city or Value of corporate-initiated media coverage
county's services for tax dollars paid Voter satisfaction with process
Percentage of employees rating the city or county or
state as a good place to work
Percentage of internal users satisfied with procurement KPIS FOR THE REAL ESTATE AND RENTAL AND
timeliness quality, and overall service LEASING INDUSTRY
Percentage of survey respondents that rate the
cleanliness of buses and train cars as good or very good REALTOR WEBSITE
Percentage of survey respondents that rate the Conversation rate (i.e., take rate) - Number of
congestion on the roadways in their neighborhood as a conversations over number of website visits
minor or major problem Top conversion page exit - The page where website
Percentage of survey respondents that rate the visitors change their minds and exit your website.
convenience of the city or county bus routes as good or Traffic source percentage - Website visits referred by
very good
Percentage of survey respondents that rate the ease of REAL ESTATE OFFICE
transportation to and from the airport and seaport as Advertising and promotion
good or very good Average commission per sale
Planned frequency of transit service during peak and Average commission per salesperson
non-peak hours Commission margin
Rate of schedule adherence for bus and rail service Net profit
Receiving Government Finance Officers Association Office cost (telephone, fax, and other office cost)
(GFOA) distinguished budget award Rent cost of premises
Total number of aviation passengers Sold homes per available inventory ratio
Total income
ENABLING STRATEGIES GOVERNMENT Wages and salaries (including commissions and vehicle
OPERATIONS allowances)
Cost per page view on the city or county website Year-to-year variance on average sold price
Dollars saved through IT investments Year-to-year variance on dollar volume of sold listings
Electronic access to services and information, and Year-to-year variance on sold average dollar per square
percentage of survey respondents that agree that it is foot
Salary target work hour Value of open, not yet fulfilled, booked order lines
Salary turnover percentage Book to fulfill ratio
HOURLY SALES Booked order value/fulfilled value
Customers per hour Book to ship days
Discount Average of shipped date - Firm date (booked date used
Gross profit if no firmed date)
Items Booked order value
Margin per customer Booked order line value (not including returns)
Number of customers Claims percentage for freight costs
Sales growth year Customer order promised cycle time
Sales growth year percentage Defects per million opportunities
Sales last year Inventory months of supply
Sales per customer On-time line count
Sales trend percentage On-time pickups
Sales view Pick exceptions rate
Total number of stores Percentage of picks with exceptions
Pick release to ship
BUDGET SALES Planned inventory turns
Budget gross profit Planned cost of goods sold/planned inventory value
Budget number of customers Planned margin
Budget sales Planned revenue - Planned costs
Customers Planned margin percentage
Discount Planned margin/planned revenue
Gross profit Planned on-time shipment
Items Planned service level (percentage of shipments shipped
Sales on time)
Sales exchange currency Planned resource utilization
Sales VAT Planned resource usage
Product revenue
PAYMENT WITH POINT-OF-SALE (POS) Product sales revenue (not including service) recognized
STATISTICS in selected period (based on AR invoice lines)
Amount Product revenue backlog
Amount exchange currency Value of booked order lines less returns plus deferred
Items revenue backlog (invoiced but not recognized)
Number of customers Production value
Number of items Value of work-in-process (WIP) completions into
Refund amount inventory
Refund count Production to plan rate
Sales income VAT Production standard value/planned standard value
Time range Receipt to put-away
Transaction cancel amount Time elapsed from pick release to ship confirm
Transaction cancel count Time elapsed from receipt
Transaction cancel percentage Transit time
Void amount
Void count KPIS FOR THE UTILITIES INDUSTRY
Void percentage
Zero sale count Annual labor cost per device
Average cost per job category
Average cost per megawatt produced
HOURLY PRODUCT SALES Average labor hours per device per year
Gross profit percentage Average maintenance cost per mile of pipe/line/cable
Item discount Average number of days each work order is past due
Item gross profit Average number of labor hours to complete a
Item quantity maintenance task
Item sales Average response time to fix breaks
Item sales exchange currency Average revenue per megawatt produced
Item sales VAT Average time to settle a rate case
Items sold Consumption analyzed by units consumed and target
reduction achieved
Crew productivity
KPIS FOR THE TRANSPORTATION AND Drinking water quality - Percentage of water tests that
WAREHOUSING INDUSTRY meet regulatory standards
Electrical grid load
Annualized inventory turns Equipment failure rate
Annualized cost of goods sold (COGS)/average daily Equipment unavailability, hours per year - Planned
inventory value maintenance
Backlog value
LEAN SIX SIGMA CERTIFICATION
KEY PARAMETERS | PROCESS | METRICS| INDICATORS