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| Section | Objectives |
|---|---|
| KPI Selection | - KPI selection techniques - KPI selection for organizational scorecard - KPI selection sources |
| KPI Measurement | - Data gathering communication - Change log - KPI report |
| Understanding KPIs | - KPI lifecycle - SMART objectives decomposed - KPI related terminology |
| The World of KPIs | - The value added by KPIs - Governance - KPIs concept map - Organizational levels - Challenges in performance measurement |
| KPI Project Coordination | - The business case for KPI implementation - Primary and secondary data sources - KPI project plan - KPI workshop briefing pack |
| Data Visualization | - Usability in terms of visual design - Scorecard and dashboard examples - Guidelines to design efficient templates - Best practices in scorecard design - Best practices in dashboard design |
| KPI Selection at Operational Level | - Department scorecard - Operational dashboard |
| KPIs in Context | - KPIs cascaded to functional area - KPI selection for industry |
| KPI Typology | - Efficiency vs effectiveness KPIs - Qualitative vs quantitative KPIs - Leading vs lagging KPIs |
| KPI Taxonomy | - KPI DNA map - Interdisciplinary systemic worldview - KPI use case scenarios |
| KPI Documentation | - KPI documentation process - Organizational KPI libraries development - Weights and Indexes - KPI documentation form functions - KPI documentation form design |
| Data Gathering | - Community of Practice - Data quality dimensions - Communication with data custodians - KPI activation techniques - KPI reporting data sources - KPI activation tools - Guidelines to improving |
| Working with Targets | - KPI documentation processes - Negative behaviors when setting - Targets in practice - Challenges in working with targets |
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NEW QUESTION # 51
Which is the calculation formula for "On-time arrivals (%)"?
Answer: B
Explanation:
"On-time arrivals (%)" is a classic ratio KPI : the number of arrivals that met the on-time definition divided by total arrivals, multiplied by 100. Option B matches that structure directly: (on-time arrivals / total arrivals) ร 100 . Option A calculates the complement (late arrivals as a percentage), not on-time arrivals.
Option D is an average duration calculation, which is a different type of measure (cycle time) and not an on- time percentage. A key measurement challenge is defining "on-time" precisely-e.g., arrival within 5 minutes of schedule, or within a contractual window. The KPI documentation should specify: time window, inclusion
/exclusion rules (canceled trips, rescheduled arrivals), time source (system timestamp vs manual entry), and how partial data is handled. Without consistent definitions, the KPI becomes easy to dispute and hard to improve. This KPI is also sensitive to data accuracy (clock sync, GPS timestamps), so activation should include data validation checks and ownership for corrections.
NEW QUESTION # 52
Which of the following statements is considered one of the most important fields used for KPI documentation from the perspective of importance to pursue performance results analysis?
Answer: D
NEW QUESTION # 53
Which value driver will influence "Service quality index"?
Answer: D
NEW QUESTION # 54
Which of the following is an efficiency KPI?
Answer: B
Explanation:
Efficiency KPIs measure how well resources are converted into outputs-typically cost, time, or effort per unit of output . "Cost per delivered order ($)" is a direct efficiency KPI because it expresses the resources spent to deliver one unit of service/output. "Production output (#)" is an output/volume measure, which is important but does not describe resource use per unit (it can increase even if efficiency worsens). "Employee satisfaction (%)" is an outcome/people metric, not efficiency. Selecting efficiency KPIs requires careful definition of included costs (labor, logistics, overhead allocation) and consistency across periods; otherwise, performance swings may reflect accounting changes rather than operational improvements. A common pitfall is optimizing efficiency at the expense of effectiveness (quality, customer outcomes). To prevent this, efficiency KPIs are often paired with effectiveness or quality KPIs (defect rate, on-time delivery, customer satisfaction) so teams don't reduce costs by cutting corners. Proper KPI documentation and balanced scorecards keep efficiency improvement aligned with overall value delivery.
NEW QUESTION # 55
Which of the following KPIs will influence "Service backlog (#)"?
Answer: A
Explanation:
A service backlog is the volume of pending work not yet completed. The most direct operational KPI among the options that influences backlog is service lead time (how long it takes to complete a service request from initiation to closure). When lead time increases, work stays open longer, and the backlog tends to grow unless intake demand falls. Conversely, reducing lead time (through better scheduling, capacity planning, process improvements, or fewer reworks) helps clear work faster and prevents backlog accumulation. Revenue is typically an outcome financial KPI and does not directly control queue volume. "Service complaints responded to (%)" reflects responsiveness to complaints; it may improve satisfaction but does not necessarily reduce total pending service volume. "Productivity" is too vague as written (it needs a clear formula, e.g., jobs completed per technician per day) and therefore is less defensible than a specific cycle-time measure. In KPI systems, backlog is usually balanced with capacity and flow KPIs (arrival rate, completion rate, lead time).
Measurement challenges include consistent definitions of "open" vs "closed," and ensuring timestamps are accurate to avoid distorted lead-time and backlog analysis.
NEW QUESTION # 56
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