Category Archives: Financial
Unit level costs
Definition:
Unit level costs arise from activities that are performed at least once for each unit of product. For example, machining a surface, drilling a hole, or attaching a subassembly must be done for eacht and every unit produced. These costs include direct labor and material, machine costs, and direct energy costs.
Calculation:
Sum of direct labor costs, direct material costs, direct machine costs, direct energy costs
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Lower Is Better
Strategic objective:
Increase profitability
Unit level costs arise from activities that are performed at least once for each unit of product. For example, machining a surface, drilling a hole, or attaching a subassembly must be done for eacht and every unit produced. These costs include direct labor and material, machine costs, and direct energy costs.
Calculation:
Sum of direct labor costs, direct material costs, direct machine costs, direct energy costs
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Lower Is Better
Strategic objective:
Increase profitability
Batch-level costs
Definition:
Batch-lever costs arise from activities performed once for each batch or lot of products. For example, machine setups, cleanup, moving the batch to the next step in the production process depend on the number of batches rather than the number of units in each batch. Purchase orders and inspections are also examples of batch-level activities. These costs occur for each batch, independent of how many units are in the batch.
Calculation:
Sum of all types of costs from activities performed for a batch
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Lower Is Better
Strategic objective:
Increase profitability
Batch-lever costs arise from activities performed once for each batch or lot of products. For example, machine setups, cleanup, moving the batch to the next step in the production process depend on the number of batches rather than the number of units in each batch. Purchase orders and inspections are also examples of batch-level activities. These costs occur for each batch, independent of how many units are in the batch.
Calculation:
Sum of all types of costs from activities performed for a batch
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Lower Is Better
Strategic objective:
Increase profitability
Product-level costs
Definition:
Product-level costs arise from activities to support the production of the product or model. For example, engineering support costs for process modifications and product design depend on the existence of the product line and do not vary with the number of units or number of batches produced.
Calculation:
Sum of all costs for supporting production
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Lower Is Better
Strategic objective:
Increase profitability
Product-level costs arise from activities to support the production of the product or model. For example, engineering support costs for process modifications and product design depend on the existence of the product line and do not vary with the number of units or number of batches produced.
Calculation:
Sum of all costs for supporting production
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Lower Is Better
Strategic objective:
Increase profitability
Return on Marketing Investment (ROMI)
Definition:
Return on Marketing Investment (ROMI) can help you in optimizing your earings from marketing activities. Improving ROMI says your marketing effectiveness has grown, resulting in higher revenues and market share.
Calculation:
(Earnings / marketing investment) * 100%
This KPI is measured as: Percentage (%)
Interpretation of results: Higher Is Better
Strategic objective:
Increase profitability
Return on Marketing Investment (ROMI) can help you in optimizing your earings from marketing activities. Improving ROMI says your marketing effectiveness has grown, resulting in higher revenues and market share.
Calculation:
(Earnings / marketing investment) * 100%
This KPI is measured as: Percentage (%)
Interpretation of results: Higher Is Better
Strategic objective:
Increase profitability
Return on Investment
Definition:
The revenues (before interest, taxes and dividends) earned on invested capital. Calculated by dividing the total capital into earnings before interest, taxes, or dividends are paid.
Calculation:
(revenues / investment) * 100%
This KPI is measured as: Percentage (%)
Interpretation of results: Higher Is Better
Strategic objective:
Increase profitability
The revenues (before interest, taxes and dividends) earned on invested capital. Calculated by dividing the total capital into earnings before interest, taxes, or dividends are paid.
Calculation:
(revenues / investment) * 100%
This KPI is measured as: Percentage (%)
Interpretation of results: Higher Is Better
Strategic objective:
Increase profitability
Revenue
Definition:
Income that a company receives from its normal business activities
Calculation:
sales * selling price
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Higher Is Better
Strategic objective:
Increase profitability
Income that a company receives from its normal business activities
Calculation:
sales * selling price
This KPI is measured as: Financial Value (e.g. €, $)
Interpretation of results: Higher Is Better
Strategic objective:
Increase profitability
KPIs by Balanced Scorecard dimension
All KPIs at KPI-Start.com are categorized to the four dimensions of the Balanced Scorecard (BSC) by Kaplan & Norton (1992). This model is shown below.
