Ejemplo De Indicadores

Indicadores de Deempeño o Performance. | | | | | |
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Nro | Name of Measure | Frequency of Measure | BSC Perspective | Applicable BSC Teams | Applicable Sectors | Strategic Objective |
1 | Emissions from production into the environment (number) | Weekly | Environment | Production | Manufacturing | Reducing environmental impact |
2 | Energy consumed per unit,BTU/sales | Weekly | Environment | Production | Manufacturing | Reducing environmental impact |
3 | Percentage of recycled material used as raw material input | Weekly | Environment | Production | Manufacturing | Reducing environmental impact |
4 | Percentage of waste generated/recycled | Weekly | Environment | Production | Manufacturing | Reducing environmental impact |
5 | Waste and scrapproduced | Weekly | Environment | Production | Manufacturing | Reducing environmental impact |
6 | Water consumption and/or discharge per production unit (or by per employee, or per sales dollar) | Weekly | Environment | Production | Manufacturing | Reducing environmental impact |
7 | Percentage complete to percentage billed by job | Monthly | Financial | Operations | All private sector | Increaseprofitability |
8 | Percentage of customers paying cash up front on commencement of project | Monthly | Financial | Accounting | All private sector | Increase profitability |
9 | Percentage of profitability per major project | Quarterly | Financial | Accounting | All private sector | Increase profitability |
10 | Accounts receivable turnover | Monthly | Financial | Accounting | All privatesector | Efficient operations |
11 | Bad debt percentage to turnover | Monthly | Financial | Accounting | All private sector | Increase profitability |
12 | Cash flow ($) | Monthly | Financial | Accounting | All private sector | Increase profitability |
13 | Cash-to-cash cycle—length of time from cash out to cash in | Monthly | Financial | Accounting | All private sector | Increaseprofitability |
14 | Contribution to revenue, or contribution margin (%) | Monthly | Financial | Accounting | All private sector | Increase profitability |
15 | Days in accounts payable | Quarterly | Financial | Accounting | All private sector | Maintaining supplier relationships |
16 | Days in inventory | Monthly | Financial | Accounting | All private sector | Increase profitability |
17 | Days salesin receivables | Monthly | Financial | Accounting | All private sector | Efficient operations |
18 | Economic value added per employee ($) | Monthly | Financial | Accounting | All private sector | Increase profitability |
19 | Gross margin by business | Monthly | Financial | Accounting | All private sector | Increase profitability |
20 | Indirect expenses as a percentage of sales | Monthly| Financial | Accounting | All private sector | Efficient operations |
21 | Marketing expense per customer ($) | Quarterly | Financial | Marketing | All private sector | Efficient operations |
22 | Net income by business | Monthly | Financial | Accounting | All private sector | Increase profitability |
23 | Number of projects with all progress payments paid | Quarterly | Financial |Accounting | All private sector | Efficient operations |
24 | Number of winning tenders that have created losses | Monthly | Financial | Operations | All private sector | Increase profitability |
25 | Profits/employee ($) | Monthly | Financial | Accounting | All private sector | Increase profitability |
26 | Return on capital employed | Monthly | Financial | Accounting | All private sector |Efficient operations |
27 | Return on net asset value | Monthly | Financial | Accounting | All private sector | Efficient operations |
28 | Return on equity | Monthly | Financial | Accounting | All private sector | Increase profitability |
29 | Revenues/employee ($) | Monthly | Financial | Accounting | All private sector | Increase profitability |
30 | Revenues/total assets (%) | Monthly |...