182

RESEARCH PAPERS
FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA
SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA

2012 Special Number

KEY PERFORMANCE INDICATORS FOR SUPPORTING DECISION-
MAKING PROCESS IN MAKE-TO-ORDER MANUFACTURING

Anna SANIUK
1
, Martina JAKBOV
21



Abstract

In conditions of global crisis demand falls and pressure on price reduction increases. A
significant implication is that enterprises begin to pay more attention to cost management,
economic effectiveness and efficiency of business processes. Performance measurement
systems (PMS) are tools widely used for the management of enterprises and in decision-
making processes to assess the level of accomplishment of objectives including different kinds
of indicators. The first one there are elements which can be measured (e.g. quantity,
frequency) and other ones which cannot be measured, but it is possible to asses them using an
appropriate scale. In this paper a new approach of performance management in make-to-
order sector is proposed. The use of key performance indicators (KPIs) to assess
effectiveness of business processes for make-to-order manufacturing is suggested. These
indicators help to guarantee appropriate degree of product quality, execution time and costs
of orders. KPIs allow the re-planning of objectives and the decision-making process to be
improved.

Key words

Key Performance Indicators, Make-to-order Manufacturing, Performance Management

Introduction

The current competitive context puts manufacturers under increasing pressure to provide
products that meet the particular requirements of individual customers, calling for high
flexibility in business processes. The make-to-order sector is marked by the complexity and
the uncertainty of demand. So the ability to deal with more and more differentiated
requirements in terms of products features, delivery lead time and cost is crucial. Due date
quotation and capacity evaluation at the customer enquiry stage are of a strategic importance

11
University of Zielona Gra, Institute of Computer Science and Production Management, Licealna 9, 65-417
Zielona Gra, Poland, [email protected]
2
Slovak University of Technology in Bratislava, Faculty of Materials Science and Technology in Trnava,
Institute of Industrial Engineering, Management and Quality, Paulnska 6, 17 24 Trnava, Slovak Republic,
[email protected]

183

to be competitive. They have the large impact on the company performance. Despite of that
due date setting, order acceptance processes and related decisions is often underestimated in
practice (9), (14). The nature of the problem is: how connect operational decisions about
production order acceptation with strategy of the company?
Good preparation of the planning, organizing, monitoring and control of performance of
business processes, along with an efficient decision making process enables companies to
develop and take advantage of business opportunities. The decision making process has to be
analysed not only according to the most profitable option, but also to consider important
information such as: influence of nonfinancial factors, conformity of decisions taken with
overall enterprise strategy, influence of company functioning determinants and its
environment on the decision making process, varying probability of different events
occurring, costs of obtaining information, lack of information about total costs of different
solutions, and influence of decision-makers character on decisions which are made (11).
Nowadays, a process approach is most popular in organization management, which is
based on the assumption that activities should be optimized to take processes into account,
rather than functions. The process approach is the result of the need to seek new sources of
performance growth in enterprises. Very high adaptational abilities are expected of
organizations, which means the ability to quickly adjust the course of processes to individual
customers requirements is expected (process individualization). Companies try all the time to
increase performance and to optimize the use of resources which they possess (3).
The make-to-order (MTO) sector of enterprises, which manufacture their products
according to production orders, has grown. Organizations very often form different kinds of
strategic alliances, which have led to the popularization of the organization-network model,
which consists of small units with simple skills that give a competitive advantage (4).
Low costs and short time of production order realization have become key success factors
in make-to-order manufacturing (14). The small and medium manufacturing enterprises sector
must adapt to different customer needs. To save time and reduce the cost of manufacturing
products, a company can be seen as a set of business processes. Manufacturing companies
must strive to reduce the time and costs of business processes in a way that does not cause
deterioration in the quality of the manufactured products.
In the paper a new approach of performance management in make-to-order sector is
proposed. The main goal of this paper is to investigate the possibility of using Key
Performance Indicators (KPIs) to measure and assess effectiveness of business processes for
make-to-order manufacturing. Consideration of KPIs in the decision-making process
concerning production order realization allows permanent monitoring and control of the
strategy realization of the company in day by day decisions. These indicators help to
guarantee an appropriate degree of product quality, execution time and costs of orders. KPIs
allow the re-planning of objectives and the decision-making process to be improved.

Implementation of performance management in make-to-order enterprises

An important problem of enterprises operating make-to-order manufacturing is as
follows: how to link the strategy of the enterprise, which usually changes very quickly, with
operational planning and conditions which are investigated during production order
verification? In this paper a new approach in make-to-order sector to implement is proposed.

184

Performance Management (PM) is a concept of management which focuses on providing
employees with information necessary for the effective performance of their duties. PM
includes the area associated with the planning, measurement and evaluation of the
effectiveness of the organization (10). According to M. Sumiski the main goal of PM is the
integration of all the financial and operational data, ensuring their quality, reliability and
availability (10).
Controlling systems have high dynamics of data. New objectives and strategic directions,
projects and products must be reflected very quickly in plans, budgets, forecasts and
management reports. The system must function in a manner responsive to the constant
changes in the enterprise. The basic requirement for this system is the ease of making changes
(10). Strategic controlling in the enterprise combines two functions: a provider of information
and business advisers (8).
The modern structure is built around processes, which are treated as dynamic objects
around which to build a system of relationships within an organization. The process is a set of
sequential steps that are associated with the cause-effect dependencies (3). The process is a
series of activities or tasks that leads to the creation of a specific product (1). The results of
the preceding activities are the inputs to the activities which follow, i.e. the input is
transformed and enriched by the added-value which is a result of the process (3). In
accordance with process management, the company manufactures products using available
resources. Process management is understood as an activity which relies on optimizing the
structure of the elements of the organization with regard to their impact on the creation of the
final value of the effect of separate processes. It seeks to maximize participation of those
elements which add value and minimize the participation of inefficient operations within the
structure of the organization (3).
A significant implication is that enterprises begin to pay more attention to cost
management and economic effectiveness and efficiency of business processes. Performance
measurement systems (PMS) are tools widely used for the management of enterprises and in
decision-making processes to assess the level of accomplishment of objectives including
different kinds of indicators. There are elements which can be measured (e.g. quantity,
frequency) and others which cannot be measured, however, it is possible to assess them using
an appropriate scale.
Enterprises are constantly changing. The success of enterprises depends more and more
often on factors which cannot be measured by the means of financial metrics (e.g. the
relationship with the client, a rich and well organized network of suppliers, etc.). The
financial system of measuring efficiency in such conditions is no longer efficient, and indeed
prevents monitoring of the implementation of the strategy.
A strategy can be effectively implemented by using Key Performance Indicators (KPIs)
where the role of non-financial indicators is particularly important (6). They allow planning
for frequently changing enterprise strategies and objectives to be quickly adjusted and the
strategic objectives of the company and the implementation of operational measures (financial
and non-financial) to be linked (8). Besides, strategy is closely linked to the analysis of cause
and effect relationship scores. These relationships describe the strategic logic, showing how
investing in employees, information systems and innovative products leads to improved future
financial results. The mission and strategy of the organization is transformed into a coherent
set of measures of performance, which is the framework of a strategic management

185

system (6). KPIs allow business processes performance to be measured and to take into
consideration expected levels of key performance indicators to verify production orders.
KPIs can link the strategy of the enterprise with a decision-making process concerning
production order acceptance, operational planning of order realization, and order realization,
which is presented in Figure 1.

Fig. 1 The scheme of performance management in make-to-order enterprises.
Source: own study
CUSTOMER

PRODUCTION
ORDER

VERIFICATION
AND PLANNING

Decision about
order
realization
REALIZATION
DESIGN
PRODUCTION
PREPARATION
SUPPLY
AND STORAGE
MANUFACTURING
INTERNAL
TRANSPORT
CONTROL
DELIVERY
TO CUSTOMER
ISSUE
OF INVOICE
PAYMENT
SERVICE
CUSTOMER
YES
NO






S
T
R
A
T
E
G
Y
FINANCIAL PERSPECTIVE
CUSTOMER PERSPECTIVE
PROCESS PERSPECTIVE
LEARNING
AND DEVELOPMENT
PERSPECTIVE


KPI












expected
values

MONITORING
AND CONTROL
Strategic objectives
EXPECTED
VALUES OF KPIs

186

The authors of papers propose to implement a new approach of performance management
in make-to-order manufacturing. This approach includes two parts. The strategy formulation
and using Key Performance Indicators to measure performance of business processes are in
the first part. The monitoring and control of a strategy realization, adjusting of verification of
production orders and a decision-making process about orders acceptance to an enterprise
strategy realization are the second part. The proposed by authors approach of performance
management in make-to-order manufacturing consists of nine steps:
1. clarify and translate vision and strategy;
2. determine strategic objectives in four perspectives;
3. determine key performance indicators (KPI) for each strategic objective;
4. determine expected values of all KPIs;
5. monitoring actual values of KPIs;
6. compare actual values with expected values of KPIs;
7. determine causes of deviations;
8. correction of business processes;
9. consider performance measurement in verification of production orders and a decision-
making process about production order realization.
First the enterprise should formulate vision and strategy of company for next few years.
After clarification of vision and strategy, strategic objectives in four perspectives: financial,
customer, process, and learning and development are established (see next paragraph). It can
be used a strategy map which is a tool which helps to formulate strategic objectives in four
perspectives and show relationships between them (7). Then key performance indicators for
each strategic objective are determined. The main task of KPIs is business processes to
measure. The next step relies on formulating the expected values of KPIs. The enterprise
managers should be explained what values of KPIs guarantee to realize a strategy in defined
time. Next an enterprise must control and monitor a strategy realization. It is tested what are
actual values of KPIs and they are compared with expected values of KPIs. Causes of
deviations should be carefully identified. According to them must be defined a plan of
business processes correction. The main part of the proposed approach is consider
performance measurement in verification of production orders and a decision-making process
about production order realization. The proposed approach allows a long-term strategy of a
company with a daily decision-making process about order realization, to be linked. It
guarantees that verification of production orders based on the indicators which help a strategy
to realize in the company.

Measurement of business processes performance

Measuring the performance of business processes should be determined on the basis of
the specific objectives in each of the four perspectives: financial, customer, process and
learning and development (or knowledge and development). Each of them should be
determined by strategic objectives, measures, specific objectives and activities (2). The
financial perspective shows how the company is perceived by its owners (i.e. shareholders). It
is an essential element because the defined level of return on investment is the most important
objective of the manufacturing enterprise's functioning. The other perspectives should
contribute to the implementation of the financial perspectives objectives. The perspective of
the customer shows how the enterprise should be seen by customers. The internal processes
perspective determines which processes should be improved to measure up to the expectations

187

of clients and owners. In the perspective of lifelong learning and development, ways to create
the potential for change and improvement in the enterprise in the future should be sought (6).
The potential here is understood to mean the intangible infrastructure, i.e. employees,
organization of information systems, culture, etc. The strategic goals in four perspectives for
enterprise from make-to-order sector are presented in Figure 2.



Fig. 2 Strategic goals of the enterprise from make-to-order sector
Source: own study

The financial perspective is a long-term objective of the functioning of the enterprise. It
can be measured using a variety of indicators. Most commonly applied are: the size of
revenue, profitability indicators, as well as the value for the shareholders (in joint-stock
company) (12).

FINANCIAL PERSPECTIVE
Improve economic results of enterprise
Increase in sales
revenues
Increase in return
on investment of capital
Maintain cash flow
CUSTOMER PERSPECTIVE
Improve quality
of customer service
Increase number
of new customers
Building customer
loyalty
LEARNING AND DEVELOPMENT
PERSPECTIVE
PROCESS PERSPECTIVE
Shorten time
of customer service
Shorten time of order
realization
Increase precision
of costs calculation
Increase effectiveness
of production order
execution planning
Increase employee
productivity
Improve order
verification process
IT support Introduce a method
of order verification

Staff training

188

According to Kaplan and Norton, the financial strategy of the company may be achieved
by two levers: increasing revenue, and productivity growth (5). The increase in revenue can
be obtained through new sources of income (e.g. new products, new customers, new markets,
etc.) or by increasing the value of the revenue of currently supported clients (e.g. creation and
satisfaction of new needs, deepening relationships with customer, offering new products to
current customers, etc.). Productivity growth strategy is based on the assumption that the
effects can be achieved by reducing financial costs or optimizing the utilization of assets held.
Therefore, the strategy focuses on improving productivity by: reducing direct or indirect
production costs, improving the structure of expenditure, and increasing efficiency in the use
of assets held by minimizing the size of working capital, as a result of the increase in the
efficiency of operational processes (12). Establishment of objectives in the customer
perspective depends on the kind of customers and their needs. The company has to determine
what a value to the customer is. That value can be: descriptions of products, prices, relations,
image, and other attributes (12). M. Treacy and F. Wiersema formulated three strategies of
value for customer (13):
- strategy of operational value is connected with continuously maintaining competitive
prices, high quality of products, wide range of products, short time of production order
realization and delivery;
- strategy of intimacy with customer create relation with receivers through addition of
extra services to the main offer and guarantee the highest level of completeness of an offer;
- strategy of product leadership rely on care of specific products: product brand and
knowledge and market reputation of a company.
Enterprises usually adopt all the strategies together; however, one of them is usually
a dominant strategy. There are four groups of processes in process perspective (internal
process perspective) according to R. S. Kaplan and D. P. Norton (6):
- operational management processes;
- customer management processes;
- innovative processes;
- control (regulatory) and social processes.
Operational management processes are simple, daily processes, which allow products to
be manufactured, service to be provided and delivery made to customers. These are: material
purchasing, production processes, provision of service, distribution of products and risk
management. Customer management processes rely on extending and increasing contact with
customers. This includes: selection of target customer segments; taking the target customers
and maintaining and managing the customer relationship (CRM) (12). Through the processes
of innovative new products and services, the following modification of processes and new
markets and customer segments are obtained. Innovative processes include the identification
of opportunities associated with new products and services and the introduction of new
products and services to the market. From the perspective of knowledge and development of
intangible assets of the organization and their role described in the process of implementation
of the strategy, the most important intangible resources include (12):
- human capital;
- information capital;
- organization capital.



189

Conclusion

A make-to-order sector is a specific kind of organization according to a management.
A decision-making process about production order acceptance plays a key part in enterprise.
A strategy should be translated to the conditions concerning order verification. There are a lot
of factors which have to include in the moment of order realization planning. Implementation
of Performance Management in enterprises with make-to-order manufacturing help to
monitoring and control of business processes and formulate conditions which are a base to
verify the production orders. Measuring the performance of business processes in enterprises
allows the realization of strategy to be assessed and quality of processes to be controlled and
monitored. Key performance indicators help to guarantee an appropriate degree of product
quality, execution time and costs of orders. KPIs allow the re-planning of strategic
objectives. Furthermore, KPIs can be used to support a decision-making process concerning
acceptance of production order and execution. A presentation of the new approach was the
main goal of this paper. A detailed description of a strategy map building and indicators
creating will be published in next scientific papers.

Acknowledgement

This paper is one of the results of the statutory research conducted by the Institute of
Computer Science and Production Management of the University of Zielona Gra.

References

1. ADRIA C. B., MURRAY B. A. Radykalna reorganizacja firmy. Warszawa> PWN, 2002,
s. 29.
2. DVORAKOVA L., HOROVA M. Integrace udritelnosti do finannho zen podniku
a jej vliv na hodnocen vkonnosti podniku. In: Aktulne problmy podnikovej sfry.
Bratislava: Vydavatelstvo EKONOM, 2012, s. 80-85.
3. RAJEWSKI P. Organizacja procesowa. Warszawa: PWE, 2001, s. 7-14.
4. GRUDZEWSKI W., HEJDUK I. Projektowanie systemw zarzdzania. Warszawa:
Difin, 2001, s. 55-56.
5. KAPLAN R. S., NORTON D. P. Having Trouble with Your Strategy? Then map it. In:
Harvard Business Review, September-October 2000.
6. KAPLAN R. S., NORTON D. P. Strategiczna karta wynikw. Jak przeoy startegi na
dziaanie? Warszawa: PWN, 2001, s. 18-22.
7. KAPLAN R. S., NORTON D. P. Strategy maps. Converting intangible assets into
tangible outcomes. Boston- Massachusetts: Harvard Business School Press, 2004.
8. KOTULA K. Controlling strategiczny i Zrwnowaona Karta Wynikw w spce
Energia Obsuga i Sprzeda. In: Controlling i Rachunkowo Zarzdcza, 2012, 154, Nr 7,
s. 10-18.
9. STRAKA M., MALINDZAK D. Definovanie periody pre tvorbu vyrobnych planov
firmy Alfa Folie. In: Acta Montanistica Slovaca, 2009, rocnik 14, cislo 1, s. 121-126.
10. SUMISKI M. Performance Management to nie tylko rozwizania informatyczne. In:
Controlling i Rachunkowo Zarzdcza, 2012, 154, Nr 7, s. 27-32.
11. WIDERSKA G. K., Controlling kosztw i rachunkowo zarzdcza. Warszawa: Difin,
2010, s. 188.

190

12. WIERK J. Mapa strategii i strategiczna karta wynikw w planowaniu dziaa
przedsibiorstwa. Lublin: Wydawnictwo Uniwersytetu Marii Curie-Skodowskiej, 2009,
s. 94-98.
13. TREACY M., WIERSEMA F. The Discipline of Market Leaders. New York: Addison-
Wesley, 1995.
14. ZORZINI M., CORTI D., POZZETTI A. Due date (DD) quotation and capacity planning
in make-to-order companies: Results from an empirical analysis. In: International
Journal of Production Economics, 2008, No 112, pp. 919-933.


Reviewers:
Doc. Ing. Jana ujanov, CSc.
Renata Stasiak Betlejewska, MSc. PhD.