How to establish KPI in industries or construction site?

Identify the results you expect.

Establish the numbers the company needs to reach its goals

Identify the progress that has occurred so far.

Determine the percentage of change that has occurred within each area of review

Establish the frequency of reviewing these indicators

KPIs for construction sites can include the evaluation of following parameters for a period of time, Safe man hours, lost man hours, Fatality, LTI, MTC, near miss, FAC, Property damage incident, Permanent/ partial disabilities, Accident frequency rate, accident severity rate, percentage of recordable incidents, Number of training conducted, NCs issued etc.   

KPIs for construction sites can include the evaluation of following parameters for a period of time, Safe man hours, lost man hours, Fatality, LTI, MTC, near miss, FAC, Property damage incident, Permanent/ partial disabilities, Accident frequency rate, accident severity rate, percentage of recordable incidents, Number of training conducted, NCs issued etc.   they should be displayed on site

In its simplest form, a KPI is a type of performance measurement that helps you understand how your organization or department is performing. A good KPI should act as a compass, helping you and your team understand whether you’re taking the right path toward your strategic goals. To be effective, a KPI must:

• Be well-defined and quantifiable.
• Be thoroughly communicated throughout your organization and department.
• Actually be crucial to achieving your goal. (Hence, key performance indicators.)
• Be applicable to your Line of Business (LOB), or department.

The trouble is, there are thousands of KPIs to choose from. If you choose the wrong one, then you are measuring something that doesn’t align with your goals. How, then, should you go about selecting the right KPIs for your organization?

The best way to accomplish this is by researching and understanding some of the most important KPIs. This way, you’ll have a better understanding of which ones are specific to your industry and which ones will be of no benefit.

A KPI is a measure of a factor critical to success

Company specific KPI’s are possible The value of the current 10 Industry KPI’s is they provide a benchmark for comparison Expansion of the Industry KPI’s is desirable

No means to provide commentary on industry performance • Creating the measure for enhanced performance • Proving to Government the importance of the Construction Industry to the NZ Economy

The proposed KPIs to be included in the contract

Constructive Process Phase Key Performance Indicators

• Inputs

• Cycle Time - Materials and Equipment;

• Employee Satisfaction;

• Amendments to Draft Index;

• Suppliers Evaluation - Services, Materials, Subcontracts and Projects;

• Constructive Procedures/Techniques

• Percentage of Completed Tasks;

• Direct Labour Efficiency;

• Service Productivity

• Growth of Project Current Phase - Duration and Cost;

• Safety;

 Outputs

• Predictability - Cost and Time;

• Productivity;

• Profitability;

• Rework Index;

 Best value for the customer

• Customer Satisfaction - Product and Service;

• Defects;

• Impact on the Environment;

• Impact on Biodiversity;

• Environment • Energy Use - Product and Construction Process;

• Water Use - Product and Construction Process;

• Waste - Construction Process;

If you want to establish KPI you need to get the datas first. So gather the datas, compute then graph. Compare to previous months then there you have KPI. 

     Identify the results you expect. In order to measure your organization’s performance with key performance indicators, you first need to know what the goals actually are.

      Establish the numbers the company needs to reach its goals. This step goes beyond just identifying the results; it gives shape to those results with actual numbers that represent objectives.

     Identify the progress that has occurred so far. Key performance indicators work alongside specific company activities, and developing indicators for future activities requires an understanding of what has already occurred or is in the process of occurring. 

      Determine the percentage of change that has occurred within each area of review. In other words, take a closer look at the current numbers–not focusing right now on the future numbers–and consider what has happened in the past. Doing so will enable you to create more effective goals for the future.

     Establish the frequency of reviewing these indicators. Looking at key performance indicators should not occur just once but should be a process that occurs at stated intervals over time.

In order to define the KPI's in your industry you need to follow these simple steps:

• Define the processes in your company with a responsible person for each process
• Based upon the vision & mission of the company define the objectives of the company
• Based upon these basic objectives derive the KPI's for the respective processes
• These KPI's should be SMART & should form the basis of continual improvements in time to come.
• KPI's should be as such to provide the process control & guarantee process performance.

Performance measurement is an integral part of business management. By championing key company and project aims, managers are more likely to achieve success. But the only way of knowing whether those goals are being delivered is by identifying indicators of their success and using them to keep an eye on the way the business is performing. We call these key performance indicators.

A KPI is a measure of a factor critical to success A Benchmark is the best performance achieved in practice Benchmarking is continuously comparing your performance against others, then using lessons from the best to make improvements. If you do not measure performance you have no basis to plan improvement Action, not data, drives improvement! Best practice companies set and achieve highly challenging performance levels The constraint is the organisations capacity to handle the actions that stem from the KPI results.

• Client Satisfaction
• Defects
• Construction Time & Cost
• Productivity
• Profitability
• H&S
• Employee Satisfaction
• Staff Turnover
• Sickness Absence
• Working Hours
• Qualifications & Skills
• Impact on Environment
• Whole Life Performance
• Waste
• Commercial Vehicle Movements