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Programme 3
KPI and Performance Management
Measure what matters. Review it often. Act on it.
The performance cycle
Measures, visibility, dialogue, action
Drawn from our OPI performance measurement, visual management and performance dialogue modules.
| Element | What happens | Typical tools |
|---|---|---|
| Measure | Choose a few measures that link to strategy and the value drivers of the business. | Balanced scorecard; KPI tree; KRIs, PIs and KPIs |
| Set targets | Agree realistic targets and cascade them so every level knows its part. | SMART targets; KPI cascade; owner per KPI |
| Make it visible | Show performance where the work happens, so problems are seen at a glance. | Visual boards; red/green status; 5S |
| Review in dialogue | Hold short, structured, visual meetings that look at the numbers and agree actions. | Performance dialogue; meeting map; action log |
| Act and sustain | Follow up actions, coach, and link recognition and consequences to results. | Feedback and coaching; rewards and consequences |
Know your measures
Results, performance and key performance
| Type | What it tells you | Example |
|---|---|---|
| Key result indicator (KRI) | How we did overall, usually after the event. | Monthly customer satisfaction score |
| Performance indicator (PI) | How a part of the business is doing. | Repairs completed on time this week |
| Key performance indicator (KPI) | The few measures that drive results and prompt action now. | Critical equipment availability, reviewed daily |
Programme outline
What the programme covers
| Module | What it covers | Practice |
|---|---|---|
| Measures that matter | Why measure; the balanced scorecard; KRIs, PIs and KPIs; leading and lagging measures. | Sort real measures into types and fix weak KPIs. |
| Targets and the KPI tree | Good targets; building a KPI tree from strategy to the front line; cascading targets with an owner for each KPI. | Build a KPI tree for the team. |
| Visual management | Visual boards and status signals so performance is seen at a glance; 5S basics. | Design a board for one team. |
| Performance dialogue | Short, structured review meetings that look at the numbers and agree actions; mapping current meetings. | Critique a bad and a good review meeting. |
| Sustaining performance | Management alignment, coaching conversations, rewards and consequences. | Redesign one of the team’s real review meetings and its board. |
Delivered as a 1 to 3 day programme, tailored to what your team needs.
Link to OPI
Keeping the gains
OPI finds and closes performance gaps. KPI and Performance Management keeps them closed: the right measures, made visible and reviewed in regular dialogue, so improvements become the new normal.
Using AI in KPI and Performance Management
Quicker insight from the numbers
| Where AI helps | How | Human check |
|---|---|---|
| Measure | Suggest candidate KPIs and leading measures from a strategy or objective. | Leaders choose the final few. |
| Review in dialogue | Summarise weekly data into trends and exceptions before the meeting. | The team discusses causes and agrees actions. |
| Act and sustain | Draft meeting notes and the action log with owners and due dates. | Owners confirm their actions. |
Example
A weekly review that decides
IllustrativeA maintenance department tracks more than 40 measures, yet its weekly meeting runs two hours and agrees few actions. The team cuts to six KPIs linked to asset availability, puts them on a visual board, and redesigns the meeting as a 30-minute performance dialogue. Actions are closed faster and availability improves.
Talk to us about your performance gap
Email our consulting advisor at advisor@oscarinitiatives.com or call +60 16 323 7799.