KPIs

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Key Performance Indicators
INTRODUCTION
Ahmed Mustafa Eltayef
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CLASSIFICATION: C0 - NON-CONFIDENTIAL
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‫‪#AhmedEltayef‬‬
‫ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺑﻄﺎﻗﺎﺕ‬ ‫ﺍﻫﻤﻴﺔ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬

‫ﺍﻻﺩﺍء ﺍﻟﻤﺘﻮﺍﺯﻥ‬ ‫ﻓﻲ ﻋﻠﻢ ﺍﻻﺩﺍﺭﺓ‬
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‫ﺍﻟﺘﻤﺜﻴﻞ ﺍﻟﺒﻴﺎﻧﻲ‬ ‫ﺃﻫﺪﺍﻑ‬ ‫‪02‬‬ ‫ﺍﻟﻘﺎء ﺍﻟﻀﻮء ﻋﻠﻰ‬

‫ﻟﻠﻤﺆﺷﺮﺍﺕ‬ ‫ﺍﻟﺪﻭﺭﺓ‬ ‫ﻣﻌﻮﻗﺎﺕ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬
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‫ﺍﺩﺭﺍﻙ ﺧﻄﻮﺍﺕ ﺍﺧﺘﻴﺎﺭ‬ ‫ﻣﻌﺮﻓﺔ ﻣﻌﻨﻰ ﻣﺆﺷﺮ‬
‫ﻣﺆﺷﺮ ﺍﻻﺩﺍء‬ ‫ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻲ‬
‫‪Ahmed Mustafa Eltayef‬‬
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‫‪CLASSIFICATION: C0 - NON-CONFIDENTIAL‬‬
‫ﻣﺣﺗﻭﻯ ﺍﻟﺩﻭﺭﺓ‬
‫‪ -1‬ﺍﺳﺘﺨﺪﺍﻣﺎﺕ ‪ KPI‬ﻓﻲ ﻛﻞ ﻣﻨﺎﺣﻲ ﺍﻟﺤﻴﺎﻩ ﻭﻣﻨﻪ ﻳﺘﻀﺢ ﺍﻟﻔﺌﺔ ﺍﻟﻤﺴﺘﻬﺪﻓﺔ‬
‫‪ -2‬ﺍﻫﻤﻴﺔ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫‪ -3‬ﻣﻌﻮﻗﺎﺕ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬
‫‪ -4‬ﺷﺠﺮﺓ ﺍﻟﻌﺎﺋﻠﺔ ﻟﻤﺆﺷﺮﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫‪Metrics Vs KPI‬‬ ‫‪-5‬ﺍﻟﻔﺮﻕ ﺑﻴﻦ ﺍﻟﻤﻘﻴﺎﺱ ﻭﻣﺆﺷﺮ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻲ‬
‫‪Performance measurements Challenges‬‬ ‫‪ -6‬ﺃﻫﻢ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻓﻲ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬
‫‪KPI template form‬‬ ‫‪ -7‬ﺑﻄﺎﻗﺔ ‪KPI‬ﻭﻣﻜﻮﻧﺎﺗﻬﺎ‬
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‫ﻣﺣﺗﻭﻯ ﺍﻟﺩﻭﺭﺓ‬
‫‪KPI types‬‬ ‫‪ -8‬ﺍﻧﻮﺍﻉ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺍﻟﻔﺎﺋﺪﺓ ﻣﻨﻬﺎ‬

‫‪Logic Model‬‬ ‫‪ -9‬ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﻤﻨﻄﻘﻲ‬
‫‪Balanced Scorecards‬‬ ‫‪-10‬ﺑﻄﺎﻗﺎﺕ ﺍﻻﺩﺍء ﺍﻟﻤﺘﻮﺍﺯﻥ‬
‫‪strategic map‬‬ ‫‪ -11‬ﺍﻟﺨﺮﺍﺋﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫‪-12‬ﺧﻄﻮﺍﺕ ﺍﺧﺘﻴﺎﺭ ﺍﻟﻤﺆﺷﺮ ‪KPI selection‬‬
‫‪-13‬ﺗﺤﺪﻳﺪ ﻣﺆﺷﺮﺍﺕ ﺍﻟﻤﻨﻈﻤﺔ ﻭﺍﻻﻗﺴﺎﻡ ﻭﺍﻻﻓﺮﺍﺩ‬
‫‪dashboard‬‬ ‫‪ -14‬ﺍﻟﺘﻤﺜﻴﻞ ﺍﻟﺒﻴﺎﻧﻲ ﻟﻠﺒﻴﺎﻧﺎﺕ‬
‫‪ -15‬ﻧﻈﺎﻡ ‪Objective and Key Results OKR‬‬
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‫ﻣﻧﻬﺟﻳﺔ ﺍﻟﺩﻭﺭﺓ‬
‫ﺍﻟﺪﻭﺭﺓ ﺍﺩﺍﺭﻳﺔ ﻭﻟﻴﺴﺖ ﻫﻨﺪﺳﻴﺔ‬
‫ﺍﺳﺘﻌﻤﺎﻝ ﺍﻟﻠﻐﺘﻴﻦ ﺍﻟﻌﺮﺑﻴﺔ ﻭﺍﻻﻧﺠﻠﻴﺰﻳﺔ‬
‫ﺍﻟﻔﻬﻢ ﻭﺍﻟﺘﻄﺒﻴﻖ‬
‫ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺳﺘﻜﻮﻥ ﻓﻲ ﻣﺠﺎﻻﺕ ﻣﺘﻌﺪﺩﺓ‬
‫ﻧﺠﺎﺡ ﺍﻟﺪﻭﺭﺓ ﻣﺮﺗﺒﻂ ﺑﺘﻔﺎﻋﻞ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‬
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‫ﺍﺟﻧﺩﺓ ﺍﻟﻳﻭﻡ‬
‫‪ -1 ‬ﻣﺠﺎﻻﺕ ﺍﺳﺘﺨﺪﺍﻡ ‪KPI‬‬
‫‪ -2 ‬ﺗﻌﺮﻳﻒ ﻣﺆﺷﺮ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻲ‬
‫‪ -3 ‬ﺍﻫﻤﻴﺔ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫‪ -4 ‬ﻣﺸﺎﻛﻞ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬
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KPI ‫ﻣﺟﺎﻻﺕ ﺍﺳﺗﺧﺩﺍﻣﺎﺕ‬
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‫ﺗﻌﺭﻳﻑ ﻣﺅﺷﺭ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻲ‬
‫ﺗﻌﺒﻴﺮ ﻗﻴﺎﺳﻲ )ﻣﺅﺷﺭ(‬
‫ﻟﺘﺤﻘﻴﻖ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ )ﺃﺩﺍء(‬
‫ﻓﻲ ﻣﺴﺎﺣﺔ ﻣﺘﻌﻠﻘﺔ ﺑﻨﺸﺎﻁ ﺍﻟﻜﻴﺎﻥ ) ﺭﺋﻴﺴﻲ(‬
‫‪.‬ﺑﺘﻌﺒﻴﺮ ﺍﺧﺮ ﻗﻴﺎﺱ ﻣﺪﻯ ﺗﺤﻘﻴﻖ ﺍﻻﻫﺪﺍﻑ‬
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‫ﺻﻭﺭ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫ ﻧﺴﺒﺔ ﻣﺌﻮﻳﺔ‬-1
% ‫ﻧﺴﺒﺔ ﺍﺳﺘﻐﻼﻝ ﻣﻮﺍﺭﺩ ﺍﻟﻤﺸﺮﻭﻉ‬%
(% Project resource utilization)
‫ ﻣﺘﻮﺳﻂ ﺍﻟﻮﻗﺖ ﻟﻜﻞ ﻧﺸﺎﻁ‬# ‫ ﻋﺪﺩ‬-2
(# Time per project task)
$ ‫ ﻧﻘﻮﺩ‬-3
$ ‫ﺗﻘﺪﻳﺮ ﺍﻟﺘﻜﻠﻔﺔ ﻋﻨﺪ ﺍﻛﺘﻤﺎﻝ ﺍﻟﻤﺸﺮﻭﻉ‬
$ ($ Estimate at completion) (EAC)
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SMART Objectives
Measurable Realistic
‫ﻭﺍﻗﻌﻲ‬
‫ﻣﻘﺎﺳﺔ‬
Specific Achievable Time based

‫ﺗﺨﺼﺼﻴﺔ‬ ‫ﻣﺤﻘﻘﺔ‬ ‫ﻣﺆﻗﺘﺔ‬.
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‫ﺗﻣﺭﻳﻥ‬
‫ﺃﻱ ﻣﻦ ﺍﻻﻫﺪﺍﻑ ﺍﻻﺗﻴﺔ ﻫﺪﻑ ﺯﻛﻲ ‪SMART‬‬

‫‪ -1 ‬ﺭﻓﻊ ﻛﻔﺎءﺓ ﺍﻟﻌﻤﺎﻟﺔ ﺧﻼﻝ ﻓﺘﺮﺓ ‪ 6‬ﺷﻬﻮﺭ‬
‫‪ -2 ‬ﺗﻘﻠﻴﻞ ﻣﺘﻮﺳﻂ ﺗﻜﻠﻔﺔ ﺍﻟﻌﺎﻣﻞ ﺑﻘﺴﻢ ﺍﻟﺘﺼﻤﻴﻢ ﺑﻨﺴﺒﺔ ‪% 25‬‬
‫‪ -3 ‬ﺯﻳﺎﺩﺓ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺑﻔﺮﻉ ﺍﻟﻘﺎﻫﺮﺓ ﺏ‪ 100‬ﺍﻟﻒ ﺟﻨﻴﻪ ﺧﻼﻝ ﺍﻟﺸﻬﺮ‬
‫‪ -4 ‬ﺭﻓﻊ ﻛﻔﺎءﺓ ﻣﺤﻄﺔ ﺍﻟﺘﻮﻟﻴﺪ ﺍﻟﻜﻬﺮﺑﻴﺔ ﺑﻨﺴﺒﺔ ‪ % 50‬ﺧﻼﻝ ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﺍﻟﻌﺎﻡ‬
‫‪-5 ‬ﺍﻧﺨﻔﺎﺽ ﺍﻟﺤﻮﺍﺩﺙ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ ﺧﻼﻝ ﻋﺎﻡ‬
‫‪ – 6 ‬ﺗﻘﻠﻴﻞ ﻣﻌﺪﻻﺕ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﺎﻟﺔ ﺑﻨﺴﺒﺔ ‪ % 20‬ﺧﻼﻝ ‪ 6‬ﺷﻬﻮﺭ‬
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Values added by KPI

Learning Clarity
. ‫ﺍﻟﺘﻌﻠﻢ‬ ‫ﺍﻟﻮﺿﻮﺡ‬
communication
Focus
‫ﺍﻻﺗﺼﺎﻝ‬ . ‫ﺍﻟﺘﺮﻛﻴﺰ‬
Engagement Improvement
‫ﺍﻟﻤﺸﺎﺭﻛﺔ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬
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‫‪Clarity‬ﺍﻟﻭﺿﻭﺡ‬
‫ﺗﻈﻬﺮ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﺗﻮﺟﻪ ﺍﻻﺩﺍء ﺍﻟﻌﺎﻡ ﻟﻠﻤﺆﺳﺴﺔ ﻭﺃﺩﺍء ﻛﻞ ﻭﺣﺪﺓ ﻋﻤﻞ ﺍﻣﺎﻡ‬
‫ﺻﻨﺎﻉ ﺍﻟﻘﺮﺍﺭ ﻟﻤﻌﺮﻓﺔ ﺗﺤﻘﻴﻖ ﺍﻟﻤﺴﺘﻬﺪﻑ ﻣﻦ ﻋﺪﻣﻪ ﻓﻲ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﻤﺨﺘﻠﻔﺔ‬
‫ﻳﻔﻀﻞ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻤﺜﻴﻞ ﺍﻟﺒﻴﺎﻧﻲ ﻟﻴﺴﻬﻞ ﺍﻟﻤﻘﺎﺭﻧﺔ ﺑﻴﻦ ﺍﻟﻤﺤﻘﻖ ﻭﺍﻟﻤﺴﺘﻬﺪﻑ ﻣﻦ ﺟﻬﺔ‬
‫ﻭﺍﻟﻤﻘﺎﺭﻧﺔ ﺑﻴﻦ ﺍﻟﻤﺤﻘﻖ ﻓﻲ ﺍﻟﻔﺘﺮﺓ ﺍﻟﺤﺎﻟﻴﺔ ﻭﺍﻟﻤﺤﻘﻖ ﻓﻲ ﺍﻟﻔﺘﺮﺓ ﺍﻟﻤﻨﺎﻅﺮﺓ‬
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‫‪600‬‬
‫‪560 550‬‬ ‫ﺍﻟﻄﺎﻗﺔ ﺍﻟﻤﻮﻟﺪﺓ‬
‫‪540‬‬
‫ﺗﻘﺭﻳﺭ ﺷﻬﺭ ﺳﺑﺗﻣﺑﺭ‬ ‫‪510‬‬ ‫ﺝ‪.‬ﻭ‪.‬ﺱ‬
‫‪490‬‬
‫‪500‬‬
‫‪2020‬‬
‫ﻟﻣﺣﻁﺎﺕ ﺗﻭﻟﻳﺩ ﺍﻟﻁﺎﻗﺔ‬
‫ﺍﻟﻛﻬﺭﺑﺎﺋﻳﺔ‬ ‫‪400‬‬ ‫‪350‬‬ ‫‪380‬‬
‫‪360‬‬
‫‪340‬‬
‫ﺍﻟﻔﻌﻠﻲ‬
‫‪300‬‬ ‫‪280‬‬
‫‪270‬‬ ‫ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫‪250‬‬
‫ﺍﻟﻤﻨﺎﻅﺮ‬
‫‪200‬‬
‫‪100‬‬
‫‪0‬‬
‫ﺍﻟﻌﻴﻦ ﺍﻟﺴﺨﻨﺔ ﺃﺑﻮﺳﻠﻄﺎﻥ‬ ‫ﺍﻟﺸﺒﺎﺏ‬ ‫ﺩﻣﻴﺎﻁ‬
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‫‪700‬‬ ‫‪660‬‬ ‫ﺍﻻﻳﺮﺍﺩﺍﺕ‬

‫ﺑﺎﻻﻟﻒ ﺟﻨﻴﺔ‬
‫‪600‬‬
‫‪535‬‬
‫ﺗﻘﺮﻳﺮ ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻟﺚ‬ ‫‪500‬‬
‫‪450‬‬
‫‪Q3‬‬
‫‪400‬‬ ‫‪380‬‬
‫ﻣﻦ ‪2020‬‬ ‫‪290‬‬ ‫ﺍﻟﻔﻌﻠﻲ‬
‫ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫)ﻳﻮﻟﻴﻮ‪ -‬ﺍﻏﺴﻄﺲ ﺳﺒﺘﻤﺒﺮ (‬ ‫‪300‬‬ ‫‪200‬‬ ‫‪240‬‬ ‫‪280‬‬
‫ﺍﻟﻤﻨﺎﻅﺮ‬
‫‪220‬‬ ‫‪170‬‬
‫ﺻﺎﻟﺔ ﺍﻟﻌﺎﺏ ﺭﻳﺎﺿﻴﺔ‬ ‫‪200‬‬
‫‪200‬‬
‫‪180‬‬
‫‪100‬‬
‫‪0‬‬
‫ﻣﺪﻳﻨﺔ ﻧﺼﺮ‬ ‫ﺍﻟﺪﻗﻲ‬ ‫ﺍﻟﺸﻴﺦ ﺯﺍﻳﺪ‬ ‫ﺍﻟﻬﺮﻡ‬
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‫ﺍﻟﺗﺭﻛﻳﺯ ‪Focus‬‬
‫ﻗﻴﺎﺱ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻛﺘﺸﺎﻑ ﻣﻮﺍﻁﻦ ﺍﻟﺨﻠﻞ‬

‫ﻣﺜﺎﻝ ‪-:‬‬
‫ﺷﺮﻛﺔ ﺗﻮﺭﻳﺪﺍﺕ ﻛﻬﺮﺑﻴﺔ ﻛﺎﻧﺖ ﻣﺆﺷﺮﺍﺕ ﺃﺩﺍﺋﻬﺎ‬
‫‪On time delivery 65%‬ﺍﻟﺘﺴﻠﻴﻢ ﻓﻲ ﺍﻟﻤﻮﻋﺪ‬
‫‪ % Inventory Accuracy 70‬ﻧﺴﺒﺔ ﻛﻔﺎﻳﺔ ﺍﻟﻤﺨﺰﻭﻥ‬
‫‪ % Supplies delay 40‬ﺗﺴﻠﻴﻢ ﺍﻟﻤﻮﺭﺩﻳﻦ ﻓﻲ ﺍﻟﻮﻗﺖ‬
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Focus
Example:
 During Project we noticed SV is Positive and CV is
negative so we have to focus on cost management
 SV= EV- PV
 CV=EV-AC
(EV Earned value PV Planned value Ac Actual cost)
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Improvement
- evaluate the level of

achievement b which
accelerates corrective
action initiation
- ‫ﺗﻘﻴﻴﻢ ﻣﺴﺘﻮﻯ ﺍﻻﻧﺠﺎﺯ ﺩﺍﺋﻤﺎ ﻋﻦ‬
‫ﻁﺮﻳﻖ ﻭﺟﻮﺩ ﻣﺴﺘﻬﺪﻑ ﻣﻨﺎﺳﺐ ﻭﻳﺜﻴﺮ‬
‫ﺭﻭﺡ ﺍﻟﺘﺤﺪﻱ ﻓﻲ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ‬
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‫ﺍﻟﺗﺣﺳﻳﻥ‬
‫ﺗﻘﻴﻴﻢ ﻣﺴﺘﻮﻯ ﺍﻻﻧﺠﺎﺯ ﺩﺍﺋﻤﺎ ﻋﻦ ﻁﺮﻳﻖ ﻭﺟﻮﺩ ﻣﺴﺘﻬﺪﻑ ﻣﻨﺎﺳﺐ ﻭﻳﺜﻴﺮ ﺭﻭﺡ‬
‫ﺍﻟﺘﺤﺪﻱ ﻓﻲ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻞ‬
‫‪Benchmark‬‬
‫ﻣﺜﺎﻝ ﻣﺴﺘﺸﻔﻰ ﺧﺎﺹ ﻛﺎﻥ ﻣﻦ ﺿﻤﻦ ﻣﺆﺷﺮﺍﺗﻬﺎ ﺍﻟﺮﺋﻴﺴﻴﺔ ‪:‬‬
‫‪patient satisfaction -1‬‬
‫‪waiting time-2‬‬
‫ﺗﻢ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺸﻬﺮﻱ ﻓﻮﺟﺪ ﺃﻥ ﺩﺭﺟﺔ ﺭﺿﺎ ﺍﻟﻤﺮﺿﻰ ‪ % 70‬ﻓﻲ ﺣﻴﻦ ﺍﻥ‬
‫ﺍﻟﻤﺴﺘﻬﺪﻑ ‪ % 80‬ﻭﻓﺘﺮﺓ ﺍﻻﻧﺘﻈﺎﺭ ‪ 12‬ﺩﻗﻴﻘﺔ ﻭﺍﻟﻤﺴﺘﻬﺪﻑ ‪ 10‬ﺩﻗﺎﺋﻖ‬
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Improvement
Example:
% On-time delivery by suppliers (below target)
 The following techniques may help in on-time delivery management:
* Communication of the requirement to the supplier;
* Lead time consideration by the buyer;
* Determination of required date by the buyer
* Exception feedback from the supplier
* Adjustment of the established required delivery date.
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‫ﺍﻟﻣﺷﺎﺭﻛﺔ‬
‫ﺍﺷﺮﺍﻙ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﻭﺿﻊ ﺍﻟﻤﺆﺷﺮﺍﺕ ﻭﺗﺠﻤﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
BIM ‫ﻣﺜﺎﻝ ﻣﺠﻤﻮﻋﺔ ﻣﺆﺷﺮﺍﺕ ﺧﺎﺻﺔ ﺑﺒﺮﺍﻣﺞ‬
‫ ﻭﻗﺖ ﺍﻟﻔﺘﺢ ﻭ ﺍﻟﻤﺰﺍﻣﻨﺔ‬Open and sync times
‫ ﻭﻗﺖ ﺍﻟﺘﺠﻮﻝ ﻭ ﺍﻟﺘﻌﺪﻳﻞ‬Navigation and editing speed •
‫ ﺳﻬﻮﻟﺔ ﺇﻧﺸﺎء ﻋﻨﺎﺻﺮ‬Ease of authoring •
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‫ﺍﻟﻣﺷﺎﺭﻛﺔ‬
‫ﺗﺤﻤﻞ ﻣﺴﺌﻮﻟﻴﺔ ﺍﻻﺩﺍء ﻭﺍﻟﻤﺤﺎﺳﺒﺔ ﻣﻦ ﺧﻼﻝ ﺗﺤﺪﻳﺪ ‪KPI Owner‬‬
‫ﻣﺜﺎﻝ‬
‫ﻣﺪﻳﺮ ﺍﻟﺼﻴﺎﻧﺔ ﺍﻟﻤﻴﻜﺎﻧﻴﻜﻴﺔ ﻳﻜﻮﻥ ﺍﻟﻤﺴﺌﻮﻝ ﻋﻦ ﻧﺴﺒﺔ ﺍﻻﻋﻄﺎﻝ ‪%‬‬
‫ﻣﺪﻳﺮ ﺗﺸﻐﻴﻞ ﻣﺴﺌﻮﻝ ﻋﻦ ﺍﻻﺗﺎﺣﻴﺔ ‪availability %‬‬
‫ﺗﺠﻤﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﺧﻼﻝ ‪KPI Custodian‬‬
‫ﺍﻟﺒﻴﺌﺔ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﺗﺤﻔﺰ ﻓﺮﻕ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺗﺤﻘﻴﻖ ﻧﺘﺎﺋﺞ ﺃﻓﻀﻞ‬
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‫ﺍﻻﺗﺻﺎﻝ‬
‫ﺗﻈﻬﺮ ﻣﻔﻬﻮﻡ ﻣﺸﺘﺮﻙ ﻟﻠﻤﺆﺷﺮﺍﺕ ﻭﺍﻻﺭﻗﺎﻡ ﻭﺍﻟﻤﺴﺘﻬﺪﻓﺎﺕ‬
‫ﻣﺜﺎﻝ ‪-:‬‬
‫ﻣﺠﻤﻮﻋﺔ ﻓﻨﺎﺩﻕ ﺍﻋﻠﻨﺖ ﻓﻲ ﺗﻘﺮﻳﺮﻫﺎ ﺍﻻﺳﺒﻮﻋﻲ ‪:‬‬
‫ﻧﺴﺒﺔ ﺍﻻﺷﻐﺎﻝ ‪ % 50 occupancy rate‬ﻭﻛﺎﻥ ﺍﻟﻤﺴﺘﻬﺪﻑ ‪% 70‬‬
‫ﻣﺘﻮﺳﻂ ﺍﻟﻌﺎﺋﺪ ﻟﻠﻐﺮﻓﺔ ‪Revenue per Available Room 500$‬‬

‫ﻭﻛﺎﻥ ﺍﻟﻤﺴﺘﻬﺪﻑ ‪$ 750‬‬
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‫ﺍﻟﺗﻌﻠﻡ‬
‫ﺗﺘﻴﺢ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﻔﺮﺻﺔ ﻟﻔﻬﻢ ﺃﻓﻀﻞ ﻟﻠﻌﻤﻞ‬
‫‪#‬ﻋﺪﺩ ﺷﻜﺎﻭﻱ ﺍﻟﻌﻤﻼء ‪ Compliants‬ﺗﻤﻜﻦ ﻣﻦ ﻓﻬﻢ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻼء‬

‫ﻭﻣﻌﺮﻓﺔ ﺍﻟﺠﺪﻳﺪ ﻣﻦ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺘﻲ ﻳﻄﻠﺒﻮﻧﻬﺎ ﻭﻛﻴﻔﻴﺔ ﺗﻨﻔﻴﺬ ﻁﻠﺒﺎﺗﻬﻢ‬
‫‪#‬ﺗﻘﺮﻳﺮ ﻋﺪﻡ ﺍﻟﻤﻄﺎﺑﻘﺔ )‪ Non Conformance Report (NCR‬ﻳﺘﻢ‬

‫ﻣﻦ ﺧﻼﻟﻬﺎ ﻣﻌﺮﻓﺔ ﺍﺧﻄﺎء ﺍﻟﺘﻨﻔﻴﺬ ﻭﺗﻌﻠﻢ ﺍﻻﺧﻄﺎء‬
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‫ﻣﺷﺎﻛﻝ ﻗﻳﺎﺱ ﺍﻻﺩﺍء‬

‫ﺍﻟﺤﻜﻢ ﺑﺎﻟﺬﺍﻛﺮﺓ ﺍﻟﺤﺪﻳﺜﺔ‬ ‫ﺍﻟﻨﻈﺮ ﻣﻦ ﺯﺍﻭﻳﺔ ﻭﺍﺣﺪﺓ‬
‫ﺃﺧﻄﺎء ﺍﺟﻬﺰﺓ ﺍﻟﻘﻴﺎﺱ‬
‫ﻋﺪﻡ ﻭﺟﻮﺩ ﺛﻘﺎﻓﺔ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬
‫ﺗﻌﻤﺪ ﺍﺧﺮﺍﺝ ﺑﻴﺎﻧﺎﺕ ﺧﺎﻁﺌﺔ‬ ‫ﺧﻄﺄ ﺑﺸﺮﻱ ﻓﻲ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
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‫ﻣﺷﻛﻼﺕ ﻗﻳﺎﺱ ﺍﻻﺩﺍء‬
‫‪ -1‬ﺍﻟﻨﻈﺮ ﻟﺰﺍﻭﻳﺔ ﻭﺍﺣﺪﺓ‬
‫ﻣﺜﺎﻝ ‪ :‬ﻣﺪﻳﺮ ﻻﺣﺪ ﻓﺮﻭﻉ ﺍﻟﻤﺮﻛﺰ ﺍﻟﺘﺪﺭﻳﺒﻲ ﻳﻔﺘﺨﺮ ﺍﻧﻪ ﺍﻻﻗﻞ ﺍﻧﻔﺎﻗﺎ ﺑﻴﻦ ﺍﻟﻔﺮﻭﻉ‬
‫ﺩﻭﻥ ﺍﻟﻨﻈﺮ ﻟﻌﺪﺩ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ﻭﻣﺴﺘﻮﻯ ﺍﻟﺘﻄﻮﺭ ‪ ....‬ﺍﻟﺦ‬
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‫‪ -2‬ﺍﻟﺤﻜﻢ ﺑﺎﻟﺬﺍﻛﺮﺓ ﺍﻟﺤﺪﻳﺜﺔ‬
‫ﻣﺪﻳﺮ ﻳﻜﺘﺐ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱ ﺑﺂﺧﺮ ﺍﻧﻄﺒﺎﻉ )ﺷﻬﺮ ﺩﻳﺴﻤﺒﺮ (‬
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‫‪ -3‬ﺃﺧﻄﺎء ﺍﺟﻬﺰﺓ ﺍﻟﻘﻴﺎﺱ‬
‫ﺍﻛﺘﺸﺎﻑ ﺍﺭﺗﻔﺎﻉ ﻧﺴﺒﺔ ﺍﻛﺎﺳﻴﺪ ﺍﻟﻜﺒﺮﻳﺖ ﻓﻲ ﺍﻟﻤﺪﺧﻨﺔ ﻭﻫﻮ ﻏﻴﺮ ﺣﻘﻴﻘﻲ‬
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‫‪ -4‬ﺧﻄﺄ ﺑﺸﺮﻱ ﻓﻲ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺧﻄﺄ ﻗﺮﺍءﺓ ﻋﺪﺍﺩ ﺍﻟﻜﻬﺮﺑﺎء ﺍﻭ ﺗﺄﺧﺮ ﻓﻲ ﺯﻣﻦ ﺍﺧﺬ ﺍﻟﻘﺮﺍءﺓ ﻭﺃﻱ ﺧﻄﺄ ﺑﺸﺮﻱ ﻓﻲ‬
‫ﺗﺠﻤﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
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‫ ﺗﻌﻤﺪ ﺍﺧﺮﺍﺝ ﺑﻴﺎﻧﺎﺕ ﺧﺎﻁﺌﺔ‬-5
‫ ﻣﺤﺎﻭﻟﺔ ﺗﻘﻠﻴﻞ ﻣﺘﻮﺳﻂ ﺯﻣﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﺸﻜﺎﻭﻯ‬call center ‫ﻣﺴﺌﻮﻟﻮ ﺏ‬
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‫ ﻋﺪﻡ ﻭﺟﻮﺩ ﺛﻘﺎﻓﺔ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬-6
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‫ﻋﻼﻣﺎﺕ ﻋﺩﻡ ﻭﺟﻭﺩ ﺛﻘﺎﻓﺔ ﻗﻳﺎﺱ ﺍﻻﺩﺍء‬
‫‪ -1‬ﻋﺪﻡ ﻭﺟﻮﺩ ﻋﻼﻗﺔ ﺑﻴﻦ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﻭﺍﻻﺟﻮﺭ‬
‫ﺣﻮﺍﻓﺰ ﻣﻤﻴﺰﺓ ﺃﻭ ﺟﻬﻮﺩ ﺧﺎﺭﻗﺔ ) ﺩﻭﻥ ﺗﻮﺻﻴﻒ ﻣﺤﺪﺩ (‬
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‫‪ -2‬ﻋﺪﻡ ﺩﻋﻢ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﻟﻠﻘﺮﺍﺭ‬
‫ﻣﺠﻠﺲ ﺍﻻﺩﺍﺭﺓ ﻳﺠﺘﻤﻊ ﻭﻳﻨﺎﻗﺶ ﺍﻟﺘﻘﺮﻳﺮ ﺑﻼ ﺍﺟﺮﺍء‬
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‫‪ -3‬ﻋﺪﻡ ﻣﻌﺮﻓﺔ ﺍﻟﻤﻮﻅﻔﻴﻦ ﺑﻤﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء‬
‫ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻦ ﻻ ﻳﻌﺮﻑ ﻣﻌﻨﻰ ﺍﻟﻤﺆﺷﺮ‬
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Thank You
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SESSION 2
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01 ‫ﻣﻔﺎﻫﻴﻢ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬

Performance measurement Concepts
02 ‫ﺍﻟﻔﺮﻕ ﺑﻴﻦ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﻭﺍﻟﻤﻘﺎﻳﻴﺲ‬

KPIs Vs Metrics
03 ‫ﺗﺤﺪﻳﺎﺕ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬

Performance measurement Challenges
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‫ ﻣﻔﺎﻫﻳﻡ ﻗﻳﺎﺱ ﺍﻻﺩﺍء‬-1
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Alignment with Strategic Direction
vision ‫ﺍﻟﺮﺅﻳﺔ‬
‫ﺍﻟﺮﺳﺎﻟﺔ‬ Mission
Goals ‫ﺍﻫﺪﺍﻑ ﻋﺎﻣﺔ‬
‫ﺍﻫﺪﺍﻑ ﺫﻛﻴﺔ‬
Objectives
‫ﻣﺆﺷﺮ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻲ‬
KPIs
‫ﺍﻟﻤﺒﺎﺩﺭﺓ‬
Initiative
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‫ﺍﻟﺭﺅﻳﺔ ‪vision‬‬
‫ﺍﻟﺮﺳﺎﻟﺔ‬ ‫ﺍﻟﺮﺅﻳﺔ‬
‫ﻣﺎﺗﻘﻮﻡ ﺑﻪ ﺍﻟﻤﻨﻈﻤﺔ ﻣﻦ ﺍﻧﺸﻄﺔ‬ ‫ﻭﺻﻒ ﻟﻤﺎ ﺗﻮﺩ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﻮﺻﻮﻝ‬

‫ﻭﺍﻋﻤﺎﻝ ﻟﻠﻮﺻﻮﻝ ﻟﻠﺮﺅﻳﺔ‬ ‫ﺍﻟﻴﻪ ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ‬
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‫ﺭﺅﻳﺔ ﻭﺭﺳﺎﻟﺔ‬
‫ﻭﺃﻫﺩﺍﻑ ﻭﺯﺍﺭﺓ‬ ‫ﺭﺅﻳﺔ ﻭﺭﺳﺎﻟﺔ ﻭﺃﻫﺪﺍﻑ ﻭﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ‬
‫ﺍﻟﺻﺣﺔ‬
‫ﺍﻟﺮﺅﻳﺔ‬
‫ﻣﺠﺘﻤﻊ ﺻﺤﻲ ﻣﻌﺎﻓﻰ ﻣﻦ ﺧﻼﻝ ﻧﻈﺎﻡ ﺻﺤﻲ ﻣﺘﻜﺎﻣﻞ ﻳﻌﻤﻞ ﺑﻌﺪﺍﻟﺔ‬
‫ﻭﻛﻔﺎءﺓ ﻭﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ ﻭﺭﻳﺎﺩﻳﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻤﻨﻄﻘﺔ ‪.‬‬
‫ﺍﻟﺮﺳﺎﻟﺔ‬
‫ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﻮﻗﺎﺋﻴﺔ ﻭﺍﻟﻌﻼﺟﻴﺔ ﻭﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﺪﻭﺭ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﻭﺍﻟﺮﻗﺎﺑﻲ ﻋﻠﻰ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺼﺤﺔ ﻭﺳﻼﻣﺔ ﺍﻟﻤﻮﺍﻁﻦ ﺑﻌﺪﺍﻟﺔ‬
‫ﻭﺟﻮﺩﺓ ﻋﺎﻟﻴﺔ ﻭﺑﺎﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﻭﺑﺎﻟﺸﺮﺍﻛﺔ ﺍﻟﻔﻌﺎﻟﺔ ﻣﻊ‬
‫ﺍﻟﺠﻬﺎﺕ ﺫﺍﺕ ﺍﻟﻌﻼﻗﺔ ﺿﻤﻦ ﺳﻴﺎﺳﺔ ﺻﺤﻴﺔﺷﺎﻣﻠﺔ ‪.‬‬
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‫ﺍﻻﻫﺩﺍﻑ ﺍﻟﻌﺎﻣﺔ ‪Goals‬‬
‫ﺗﻜﻮﻥ ﻋﻠﻰ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ‬

‫ﻣﻦ ﺍﻻﻓﻜﺎﺭ ﻻ ﻣﻦ ﺍﻟﻮﺍﻗﻊ‬
‫ﺻﻌﺐ ﻣﻘﺎﺭﻧﺘﻬﺎ‬
‫ﻏﻴﺮ ﻣﺤﺪﺩﻩ‬
‫ﺍﻣﺜﻠﺔ‬
‫ﺍﻟﻨﻤﻮ‬
‫ﺍﻟﺮﺑﺢ ﺍﻟﻤﺎﻟﻲ‬
‫ﺧﺪﻣﺔ ﺍﻟﻤﺠﺘﻤﻊ‬
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‫ﺍﻷﻫﺪﺍﻑ ﺍﻟﻤﺆﺳﺴﻴﺔ ﻟﻮﺯﺍﺭﺓ ﺍﻟﺼﺤﺔ‬

‫‪ .1‬ﺗﺤﺴﻴﻦ ﺟﻮﺩﺓ ﻭﺳﻼﻣﺔ ﺧﺪﻣﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻭﺿﻤﺎﻥ ﺍﺳﺘﻤﺮﺍﺭﻳﺘﻬﺎ ‪.‬‬
‫‪ .2‬ﺍﻟﻤﺴﺎﻫﻤﺔ ﻓﻲ ﺍﻟﺤﺪ ﻣﻦ ﺍﻧﺘﺸﺎﺭ ﺍﻷﻣﺮﺍﺽ ﻏﻴﺮ ﺍﻟﺴﺎﺭﻳﺔ ‪.‬‬
‫‪ .3‬ﺗﻌﺰﻳﺰ ﺧﺪﻣﺎﺕ ﺍﻟﺼﺤﺔ ﺍﻹﻧﺠﺎﺑﻴﺔ ﻭﺗﻨﻈﻴﻢ ﺍﻷﺳﺮﺓ ﻭﺻﺤﺔ ﺍﻟﻄﻔﻞ ‪.‬‬
‫‪ .4‬ﺗﻄﻮﻳﺮ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻤﺆﺳﺴﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻷﻭﻟﻴﺔ ﻭﺍﻟﺜﺎﻧﻮﻳﺔ ‪.‬‬
‫‪ .5‬ﺇﺩﺍﺭﺓ ﻛﻔﺆﺓ ﻭﻓﺎﻋﻠﺔ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ‪.‬‬
‫‪ .6‬ﺍﻟﻤﺴﺎﻫﻤﺔ ﻓﻲ ﺗﺤﻘﻴﻖ ﺗﺄﻣﻴﻦ ﺻﺤﻲﺷﺎﻣﻞ ﻟﻜﺎﻓﺔ ﺍﻟﻤﻮﺍﻁﻨﻴﻦ ﺍﻷﺭﺩﻧﻴﻴﻦ ‪.‬‬
‫‪ .7‬ﺇﺩﺍﺭﺓ ﻛﻔﺆﺓ ﻭﻓﺎﻋﻠﺔ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﻤﺎﻟﻴﺔ ﻭﺿﺒﻂ ﻭﺗﻮﺟﻴﻪ ﺍﻹﻧﻔﺎﻕ ‪.‬‬
‫‪ .8‬ﺗﻌﺰﻳﺰ ﺍﻟﺪﻭﺭ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺍﻟﺮﻗﺎﺑﻲ ﻟﻠﻮﺯﺍﺭﺓ ‪.‬‬
‫‪ .9‬ﺇﺩﺍﺭﺓ ﻣﻌﺮﻓﻴﺔ ﻛﻔﺆﺓ ﻭﻓﺎﻋﻠﺔ ‪.‬‬
‫‪ .10‬ﺇﺩﺍﺭﺓ ﻛﻔﺆﺓ ﻟﻸﺯﻣﺎﺕ ﻭﺍﻟﻜﻮﺍﺭﺙ ﻭﺍﻟﻤﺨﺎﻁﺮ ‪.‬‬
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‫ﺍﻟﻣﺑﺎﺩﺭﺍﺕ ‪Initiatives‬‬
‫ﺗﻨﻔﻴﺬ ﺍﺟﺮﺍءﺍﺕ ﺍﺻﻼﺣﻴﺔ‬
‫ﻏﺮﺿﻬﺎ ﻋﻼﺝ ﺍﻻﻧﺤﺮﺍﻑ ﻋﻦ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫ﺍﻣﺜﻠﺔ‬
‫ﺗﺪﺭﻳﺐ ﻣﻤﺜﻠﻲ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻼء )ﺭﺿﺎ ﺍﻟﻌﻤﻼء ‪(%‬‬
‫ﺯﻳﺎﺩﺓ ﻋﺪﺩ ﺍﻟﻌﻤﺎﻟﺔ ) ﺍﻻﻧﺘﺎﺟﻴﺔ ‪(#‬‬
‫ﺯﻳﺎﺩﺓ ﻧﻘﺎﻁ ﺍﻟﺘﺪﻗﻴﻖ ) ﻧﺴﺒﺔ ﺍﻟﻤﻌﻴﺐ ‪(%‬‬
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#AhmedEltayef
Exercise
match Description No. Tool
7 %80 1 Goal
4 # Employees 2 KPI
2 % Customer satisfaction 3 Initiative
6 Increase customer satisfaction 4 Metric
1 Growth for the business 5 Mission Statement
8 To be the world’s leading company, 6 Objective

focused on maximizing the value we
provide to our stakeholders
3 Customer Service Training 7 Target
5 To support long-term client partnerships, 8 Vision Statement
by
delivering high quality services
Page 57 of 180
#AhmedEltayef
‫ﺍﻟﻔﺭﻕ ﺑﻳﻥ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﻭﺍﻟﻣﻘﺎﻳﻳﺱ‬
Page 58 of 180
‫‪KPI Vs Measurement‬‬
‫ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﻣﻘﺎﻳﻴﺲ ﺍﻻﺩﺍء‬
‫ﻫﻲ ﻗﻴﺎﺳﺎﺕ ﻣﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﻌﻤﻞ ﺍ‬ ‫ﻫﻲ ﻗﻴﺎﺳﺎﺕ ﻣﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﻌﻤﻞ‬

‫ﺗﻘﻴﺲ ﺍﻧﺠﺎﺯﺍﺕ ﺃﻫﺪﺍﻑ ﺍﻟﻤﺆﺳﺴﺔ‬ ‫ﻭﻟﻜﻨﻬﺎ ﻻﺗﻘﻴﺲ ﺍﻧﺠﺎﺯ ﺃﻱ ﻫﺪﻑ‬
‫ﻻﺑﺪ ﺃﻥ ﺗﺮﺗﺒﻂ ﺑﻌﻮﺍﻣﻞ ﺍﻟﻨﺠﺎﺡ‬ ‫ﻣﻦ ﺃﻫﺪﺍﻑ ﺍﻟﻤﺆﺳﺴﺔ‬
‫ﺍﻟﻬﺎﻣﺔ ‪Critical Success‬‬ ‫ﻗﺪ ﻳﻜﻮﻥ ﺍﻟﻤﻘﻴﺎﺱ ﻣﺆﺷﺮ ﺃﺩﺍء‬
‫‪Factor‬‬ ‫ﻟﻤﻨﻈﻤﺔ ﺃﺧﺮﻯ ﻻﻧﻪ ﻳﺤﻘﻖ ﺍﺣﺪ‬
‫ﺍﻫﺪﺍﻑ ﺍﻟﻤﻨﻈﻤﺔ‬
‫‪Page 59 of 180‬‬
‫ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫)‪% Adjusted return on assets (AROA‬‬

‫ﻧﺴﺒﺔ ﺍﻻﺭﺑﺎﺡ ﻟﻼﺻﻮﻝ )ﻗﻴﺎﺱ ﺍﻟﻌﺎﺋﺪ ﺍﻟﻤﺎﻟﻲ ﻋﻠﻰ ﺍﻻﺳﺘﺜﻤﺎﺭ(‬
‫)‪% Debt-to-income ratio (DTI‬‬
‫ﻧﺴﺒﺔ ﺍﻟﻘﺮﺽ ﻋﻠﻰ ﺍﻟﻌﺎﺋﺪ )ﺗﻘﻠﻴﻞ ﻗﻴﻤﺔ ﺍﻟﻘﺮﺽ ﻋﻠﻰ ﺍﻟﻌﺎﺋﺪ(‬
‫‪%Internet Booking‬‬
‫ﻧﺴﺒﺔ ﺍﻟﺤﺠﺰ ﻣﻦ ﺍﻻﻧﺘﺮﻧﺖ ‪) %‬ﻗﻴﺎﺱ ﺯﻳﺎﺩﺓ ﺍﻟﺤﺠﺰﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺤﺠﺰﺍﻟﻜﻠﻲ (‬
‫‪$ Revenue per successful call$‬‬
‫ﻗﻴﻤﺔ ﺍﻟﻌﺎﺋﺪ ﻟﻜﻞ ﻣﻜﺎﻟﻤﺔ )ﻗﻴﺎﺱ ﺯﻳﺎﺩﺓ ﻗﻴﻤﺔ ﺍﻟﻌﺎﺋﺪ ﻟﻠﻤﻜﺎﻟﻤﺔ ﺍﻟﻮﺍﺣﺪﺓ(‬
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‫ﺍﻟﻣﻘﺎﻳﻳﺱ‬
‫ﺩﺭﺟﺔ ﺍﻟﺤﺮﺍﺭﺓ ‪#‬‬
‫ﺭﻁﻮﺑﺔ ﺍﻟﺠﻮ ‪#‬‬
‫ﺍﻟﻤﻮﻅﻔﻴﻦ ‪#‬‬
‫ﻋﺪﺩ ﺍﻟﻔﻨﺎﺩﻕ ﺍﻟﻤﺤﻠﻴﺔ ‪#‬‬
‫ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﺍﻟﻌﻤﻞ ‪#‬‬
‫ﻧﺴﺒﺔ ﺍﻟﻤﺤﺎﺳﺒﻴﻦ ﻣﻦ ﺍﻟﻌﻤﺎﻟﺔ ‪%‬‬
‫ﻋﺪﺩ ﺍﻟﻤﻮﻅﻔﻴﻦ‪#‬‬
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#AhmedEltayef
‫ﺗﺣﺩﻳﺎﺕ ﻗﻳﺎﺳﺎﺕ ﺍﻻﺩﺍء‬
Page 62 of 180
‫‪Performance Measurement Challenges‬‬
‫ﺗﺣﺩﻳﺎﺕ ﻗﻳﺎﺱ ﺍﻻﺩﺍء‬

‫‪3%‬‬
‫‪5%‬‬
‫ﺍﺧﺘﻴﺎﺭ ﺍﻟﻤﺆﺷﺮ‬
‫‪14%‬‬ ‫‪32%‬‬ ‫ﺗﺠﻤﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺗﺤﺪﻳﺪ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫ﺗﺤﻠﻴﻞ ﺍﻟﻤﺆﺷﺮ‬
‫ﺗﻮﺛﻴﻖ ﺍﻟﻤﺆﺷﺮ‬
‫ﺍﻅﻬﺎﺭ ﺍﻟﺒﺒﺎﻧﺎﺕ‬
‫‪18%‬‬
‫‪28%‬‬
‫‪Page 63 of 180‬‬
‫ﺗﺣﺩﻳﺎﺕ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫‪ -1‬ﺍﺧﺘﻴﺎﺭ ﻣﺆﺷﺮ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻲ )‪(% 32‬‬

‫‪ -‬ﺗﺠﻨﺐ ‪ KPI on shelf‬ﺍﺳﺘﻌﻤﺎﻝ ﻣﺆﺷﺮﺍﺕ ﺍﺩﺍء ﺟﺎﻫﺰﺓ‬
‫ﻣﺜﺎﻝ ‪ /‬ﻣﻮﻗﻊ ‪) KPIliberary‬ﻟﺘﻨﺸﻴﻂ ﺍﻟﻔﻜﺮ ﻭﺍﺧﺘﻴﺎﺭ ﺍﻟﺬﻱ ﻳﺤﻘﻖ ﺍﻻﻫﺪﺍﻑ‬
‫ﻓﻘﻂ(‬
‫ﺍﺧﺘﻴﺎﺭ ﺍﻟﻤﺆﺷﺮ ﺍﻻﻫﻢ؟‬
‫ﻣﺜﺎﻝ ‪-:‬‬
‫ﻟﺠﻨﺔ ﺗﺪﺭﻳﺐ ﺑﺎﺣﺪ ﺍﻟﻨﻘﺎﺑﺎﺕ‬
‫ﻣﺆﺷﺮ ﻧﺴﺒﺔ ﺭﺿﺎ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ ‪ %‬ﺍﻫﻢ ﻣﻦ ﻣﺆﺷﺮ ﻋﺎﺋﺪ ﺍﻟﻨﻘﺎﺑﺔ ﻣﻦ ﺍﻟﺪﻭﺭﺓ ‪$‬‬
‫‪Page 64 of 180‬‬
‫ﺍﺧﺗﻳﺎﺭﻣﺅﺷﺭ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻲ‬
‫ﺍﺫﻛﺮ ﺭﺃﻳﻚ ﺑﻤﺆﺳﺴﺔ ﻟﻬﺎ ﻣﺆﺷﺮﺍﺕ‬

‫ﺃﺩﺍء ﺗﻌﻤﻞ ﺑﻬﺎ ﻣﻨﺬ ‪ 25‬ﺳﻨﺔ ﺩﻭﻥ‬
‫ﻣﺮﺍﺟﻌﺘﻬﺎ؟‬
‫‪Page 65 of 180‬‬
‫ﺣﺎﻟﺔ ﺍﻟﻛﻭﺭﻭﻧﺎ ‪Covid 19‬‬
‫ﺍﻫﺪﺍﻑ ﻗﻠﺖ ﺍﻫﻤﻴﺘﻬﺎ‬ ‫ﺍﻫﺪﺍﻑ ﺯﺍﺩﺕ ﺍﻫﻤﻴﺘﻬﺎ‬
‫‪ -1‬ﺍﻧﺘﻈﺎﻡ ﺍﻟﺤﻀﻮﺭ ﻟﺒﻌﺾ ﺍﻟﻤﻬﻦ‬ ‫‪ -1‬ﺯﻳﺎﺩﺓ ﻗﻮﺓﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ‬
‫‪ -2‬ﻗﻮﺓ ﺍﻟﺘﺮﺍﺑﻂ ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫‪ -2‬ﺗﻘﻠﻴﻞ ﺍﻻﺻﺎﺑﺎﺕ‬
‫‪ # -3‬ﺍﻟﻤﺒﻴﻌﺎﺕ ﺑﺎﻟﻤﺤﻼﺕ‬ ‫‪ 3‬ﻛﻔﺎءﺓ ﻭﺳﺎﺋﻞ ﺍﻟﻨﻘﻞ‬
‫‪Page 66 of 180‬‬
‫‪ -2‬ﺗﺠﻤﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ)‪Data gathering (% 32‬‬

‫‪ -‬ﺗﺄﻛﺪ ﻣﻦ ﺍﻟﻮﻗﺖ‬
‫‪ -‬ﺗﺄﻛﺪ ﻣﻦ ﺻﺤﺔ ﺍﻟﻤﻌﺎﺩﻻﺕ ﻟﻤﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﻋﻨﺪ ﻣﺠﻤﻌﻲ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫‪ -‬ﻧﻘﻞ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺛﺎﺑﺖ )ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﻴﻮﻣﻲ ﻳﺮﺳﻞ ﻓﻲ ﻣﻮﻋﺪﻩ(‬
‫‪ -‬ﺍﻟﺘﺤﺪﻳﺚ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ )ﺗﻮﻓﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ ﺍﻟﻮﻗﺖ(‬
‫‪ -‬ﺍﺧﻄﺎء ﺍﻟﺘﺠﻤﻴﻊ )ﻣﻨﻄﻘﻴﺔ ﺍﻻﺭﻗﺎﻡ(‬
‫‪ -‬ﻣﺜﺎﻝ ‪ :‬ﻣﺘﻮﺳﻂ ﺍﻻﻋﻄﺎﻝ ﺍﻟﻴﻮﻣﻲ ﻣﻦ ‪ 3‬ﺍﻟﻰ ‪ 5‬ﻭﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺸﻬﺮﻱ ‪ 50‬ﻋﻄﻞ‬
‫‪ -‬ﺗﻨﺎﻗﺾ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺩﺭﺟﺔ ﺭﺿﺎ ﺍﻟﻌﻤﻴﻞ ‪ % 95‬ﻭﻋﺪﺩ ﺍﻟﺸﻜﺎﻭﻱ ﻣﺘﺰﺍﻳﺪ‬
‫‪Page 67 of 180‬‬
‫‪ -3‬ﺗﺤﺪﻳﺪ ﺍﻟﻤﺴﺘﻬﺪﻑ )‪Target Setting (%19‬‬
‫‪ -‬ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺗﺤﻘﻴﻖ ﺍﻟﻤﺴﺘﻬﺪﻑ ﻓﻲ ﻅﻞ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺤﺎﻟﻴﺔ‬
‫‪ -‬ﻣﺮﺍﻋﺎﺓ ﺍﻟﻤﺨﺎﻁﺮ‬
‫‪ -‬ﻭﺟﻮﺩ ﺍﻟﺘﺤﺪﻱ ) ‪(Challenge‬‬
‫‪Page 68 of 180‬‬
‫‪ -4‬ﺗﺤﻠﻴﻞ ﺍﻟﻤﺆﺷﺮ )‪KPI analysis (%14‬‬
‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻣﻨﻄﻘﻴﺔ ﺍﻟﺮﻗﻢ ) ﻛﻮﻧﻪ ﻁﺒﻴﻌﻲ(‬ ‫‪-‬‬

‫ﺩﻻﻻﺕ ﺍﻟﻤﺆﺷﺮ )ﺍﻻﺭﻗﺎﻡ ﺗﺘﻜﻠﻢ(‬ ‫‪-‬‬
‫‪ -‬ﺍﻟﻨﻈﺮ ﻟﻠﻤﺆﺷﺮﺍﺕ ﺑﺠﺎﻧﺐ ﺑﻌﻀﻬﺎ ﻟﻠﺨﺮﻭﺝ ﺑﻤﻌﻠﻮﻣﺔ‬ ‫‪-‬‬
‫ﺍﻟﻤﻘﺎﺭﻧﺔ ﺑﺎﻟﻤﺴﺘﻬﺪﻑ ﻭﺫﻛﺮ ﺍﺳﺒﺎﺏ ﻋﺪﻡ ﺗﺤﻘﻴﻖ ﺍﻟﻤﺴﺘﻬﺪﻑ‬ ‫‪-‬‬
‫ﺍﻟﺘﻤﺜﻴﻞ ﺍﻟﺒﻴﺎﻧﻲ ﻟﻠﻤﺆﺷﺮ ﻟﻤﻌﺮﻓﺔ ﺍﻝ‪Trend‬‬ ‫‪-‬‬
‫‪Page 69 of 180‬‬
‫‪ -5‬ﺗﻮﺛﻴﻖ ﺍﻟﻤﺆﺷﺮ )‪KPI Documentation (%14‬‬

‫ﺍﻫﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻳﺠﺐ ﺗﻮﺛﻴﻘﻬﺎ‬
‫ﺍﻟﻮﺻﻒ‬ ‫ﺍﻟﺒﻨﺪ‬
‫ﺍﺳﻢ ﺍﻟﻤﺆﺷﺮ ﻣﺠﺎﻝ ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﺘﺤﺪﻳﺪ‬
‫ﻳﺮﺗﺒﻂ ﺑﺄﻱ ﻫﺪﻑ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺍﻟﺘﻌﺮﻳﻒ‬
‫ﺍﻟﻤﻌﺎﺩﻻﺕ ﻭﻗﻄﺒﻴﺔ ﺍﻟﻤﺆﺷﺮ ﻣﻮﺟﺒﺔ ﺍﻭ ﺳﺎﻟﺒﺔ‬ ‫ﺍﻟﺤﺴﺎﺑﺎﺕ‬
‫ﺍﻟﺘﺄﺛﻴﺮ ﻭﻣﺴﺘﻮﻯ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺍﻟﺘﻮﺟﻬﺎﺕ‬
‫ﺗﻮﺻﻴﻒ ﺗﺤﻘﻴﻘﻪ ﻟﻠﻬﺪﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺍﻟﻐﺮﺽ‬
‫ﺍﻟﺒﺮﻧﺎﻣﺞ ﺍﻟﻔﺘﺮﺓ‬ ‫ﺷﻜﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﺍﻟﻔﺘﺮﺓ ﺍﻟﻤﻘﺎﺭﻧﺔ ﺍﻭ ﻣﺮﺟﻊ ﺍﻟﻤﻘﺎﺭﻧﺔ‬ ‫ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫ﺻﺎﺣﺐ ﺍﻟﻤﺆﺷﺮ ﻭﻣﺠﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺍﻟﻤﺴﺌﻮﻟﻮﻥ‬
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‫ﺗﻣﺛﻳﻝ ﺍﻟﺑﻳﺎﻧﺎﺕ‬
‫ﺍﺧﺘﻴﺎﺭ ﺍﻟﺸﻜﻞ ﺍﻟﻤﻨﺎﺳﺐ‬
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‫ﺗﻣﺛﻳﻝ ﺍﻟﺑﻳﺎﻧﺎﺕ‬
‫ﺍﺧﺘﻴﺎﺭ ﺍﻟﺸﻜﻞ ﺍﻟﻤﻨﺎﺳﺐ‬
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Thank You
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SESSION 3
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01 ‫ﻣﺆﺷﺮﺍﺕ ﻣﺘﻘﺪﻣﺔ ﻭﻣﺘﺄﺧﺮﺓ‬

Leading and lagging KPIs
02 ‫ﻣﺆﺷﺮﺍﺕ ﻛﻤﻴﺔ ﻭﻧﻮﻋﻴﺔ‬

Qualitative and Quantitative KPIs
03 ‫ﻣﺆﺷﺮﺍﺕ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺍﻟﻜﻔﺎءﺓ‬

Effective and Efficiency KPIs
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‫ﺃﻧﻭﺍﻉ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء‬
‫ﻣﺘﺄﺧﺮﺓ )‪(lagging‬‬ ‫ﻣﺘﻘﺪﻣﺔ )‪(leading‬‬
‫ﺗﻈﻬﺮ ﺍﻟﺤﺎﻟﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ ﻟﻠﻌﻤﻞ ﻭﻻ‬ ‫ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻨﺒﺆ ﺑﺸﻜﻞ ﺃﻛﺒﺮ ﻋﻦ‬
‫ﺗﺴﻤﺢ ﺑﻮﺻﻒ ﺍﻟﺘﻌﺪﻳﻼﺕ‬ ‫ﺍﻻﺩﺍء ﺍﻟﻤﺴﺘﻘﺒﻠﻲ ﻭﺗﺴﻤﺢ ﺑﻮﺻﻒ‬
‫ﻭﺍﻟﺘﺤﺴﻴﻨﺎﺕ‬ ‫ﺍﻟﺘﻌﺪﻳﻼﺕ‬
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Leading and lagging
‫ﻣﺜﺎﻝ‬
‫ ﻛﺎﻧﺖ ﺍﻟﻤﺆﺷﺮﺍﺕ ﻛﺎﻻﺗﻲ‬Safety ‫ﻋﻨﺪ ﻣﺮﺍﺟﻌﺔ ﺗﻘﺮﻳﺮ‬
PPE usage Or compliance 40 % ‫ﻧﺴﺒﺔ ﺍﻻﻟﺘﺰﺍﻡ ﺑﻤﻬﻤﺎﺕ ﺍﻟﻮﻗﺎﻳﺔ‬
Traffic control % 50% ‫ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﻤﺮﻭﺭ ﻓﻲ ﺍﻟﻤﻮﻗﻊ‬
‫ ﺳﺎﻋﺎﺕ ﺍﻗﻞ ﻣﻦ ﺍﻟﻤﺴﺘﻬﺪﻑ‬5= ‫ ﻋﻤﻞ‬100000 ‫ﺍﻟﻮﻗﺖ ﺍﻟﻤﻔﻘﻮﺩ ﻓﻲ ﺍﻟﺤﻮﺍﺩﺙ ﻟﻜﻞ‬
# Lost time due to accidents per 100,000 hours worked
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Leading and lagging
(2) ‫ﻣﺜﺎﻝ‬
‫ﻋﻨﺪ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺘﻘﺮﻳﺮ ﻟﺸﺮﻛﺔ ﺗﻮﺭﻳﺪﺍﺕ ﻛﺎﻧﺖ ﺍﻟﻤﺆﺷﺮﺍﺕ ﻛﺎﻻﺗﻲ‬
Staff with competencies at desired level % 90 ‫ﻧﺴﺒﺔ ﺍﻻﻓﺮﺍﺩ ﺍﻟﻤﺆﻫﻠﻴﻦ ﻟﻠﻌﻤﻞ‬
Employees engagement % % 85 ‫ﻧﺴﺒﺔ ﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﻮﻅﻔﻴﻦ‬
#Lead Time 15 Days (‫ ﻳﻮﻡ‬15) ‫ﺯﻣﻦ ﻭﺻﻮﻝ ﺍﻟﻤﻨﺘﺞ‬
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Leading and lagging
(3) ‫ﻣﺜﺎﻝ‬
‫ﻋﻨﺪ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺘﻘﺮﻳﺮ ﻟﺸﺮﻛﺔ ﺃﺩﻭﻳﺔ ﻛﺎﻧﺖ ﺍﻟﻤﺆﺷﺮﺍﺕ ﻛﺎﻻﺗﻲ‬
Customer from referral % 25 ‫ﻧﺴﺒﺔ ﺍﻟﻌﻤﻼء ﺍﻟﻤﺸﺎﺭ ﻟﻬﻢ ﻣﻦ ﻋﻤﻼء ﺍﺧﺮﻭﻥ‬
Returning Customers% 60% ‫ﻧﺴﺒﺔ ﺍﻟﻌﻤﻼء ﺍﻟﻌﺎﺋﺪﻭﻥ‬
Market Share % ‫ ﺍﻗﻞ ﻣﻦ ﺍﻟﻤﺴﺘﻬﺪﻑ‬% 5 ‫ﻧﺴﺒﺔ ﺍﻟﺤﺼﺔ ﺍﻟﺴﻮﻗﻴﺔ‬
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‫ﺃﻧﻭﺍﻉ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء‬
‫ﻧﻮﻋﻴﺔ )‪(Qualitative‬‬ ‫ﻛﻤﻴﺔ )‪(Quantitative‬‬
‫ﻫﻲ ﻣﺆﺷﺮﺍﺕ ﺗﺤﺘﻮﻱ ﻋﻠﻰ ﻭﺻﻒ‬ ‫ﻫﻲ ﻣﺆﺷﺮﺍﺕ ﺗﺤﺘﻮﻱ ﻋﻠﻰ ﺍﺭﻗﺎﻡ‬
‫ﺍﻭ ﺭﺃﻱ‬ ‫ﻭﺍﺣﺼﺎﺋﻴﺎﺕ‬
‫ﻣﻘﺎﺑﻼﺕ ﺷﺨﺼﻴﺔ‬ ‫ﺣﺴﺎﺑﺎﺕ‬
‫•ﺍﺳﺘﻤﺎﺭﺍﺕ ﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺍﺳﺘﺒﻴﺎﻧﺎﺕ‬
‫•ﻣﺠﻤﻮﻋﺎﺕ ﻋﻤﻞ‬
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(Qualitative) ‫ﻧﻮﻋﻴﺔ‬ (Quantitative) ‫ﻛﻤﻴﺔ‬
‫ﺍﻣﺜﻠﺔ‬ ‫ﺍﻣﺜﻠﺔ‬
Brand image index# # New employees
% Employee engagement # Production cycle
% Customer satisfaction time
$ Operating costs
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‫‪Qualitative KPIs‬‬
‫ﻟﻤﻌﺮﻓﺔ ﻧﺴﺒﺔ ﺍﻟﻤﺮﻭﺟﻴﻦ ﻟﻠﻤﻨﺘﺞ ‪ %‬ﺗﺤﻮﻳﻠﻪ ﺍﻟﻰ ﻛﻤﻲ‬

‫ﻣﻦ ﺻﻔﺮ ﺍﻟﻰ ‪ 6‬ﻣﻌﻨﺎﻩ ﺍﻥ ﺍﻟﻌﻤﻼء ﻣﺘﺬﻣﺮﻳﻦ‬
‫ﻣﻦ ‪ 7‬ﺍﻟﻰ ‪ 8‬ﻣﻌﻨﺎﻩ ﺍﻟﻌﻤﻼء ﺭﺍﺿﻴﻴﻦ ﻋﻦ ﺍﻟﺨﺪﻣﺔ ﻟﻜﻦ ﺳﻠﺒﻴﻴﻦ‬
‫ﺍﻣﺎ ‪ 9‬ﺍﻟﻰ ‪ 10‬ﻣﻌﻨﺎﻩ ﺍﻟﻌﻤﻼء ﻣﺮﻭﺟﻴﻦ ﻟﻠﻤﻨﺘﺞ‬
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‫ﺍﻟﻔﻌﺎﻟﻴﺔ )‪(Effectiveness‬‬ ‫ﺍﻟﻜﻔﺎءﺓ )‪(Efficiency‬‬
‫ﻫﻲ ﻣﺆﺷﺮﺍﺕ ﺗﻘﻴﺲ ﺍﻟﻌﺎﺋﺪ ﺍﻭ‬ ‫ﻫﻲ ﻣﺆﺷﺮﺍﺕ ﻟﻠﻮﻗﺖ ﻭﺍﻟﺘﻜﻠﻔﺔ‬

‫ﺍﻟﻤﺨﺮﺟﺎﺕ ﺍﻟﻤﻄﻠﻮﺑﺔ‬ ‫ﻟﻠﻮﺻﻮﻝ ﻟﻠﻨﺘﺎﺋﺞ ﺍﻟﻤﻄﻠﻮﺑﺔ‬
‫)ﻛﻴﻒ ﻓﻌﻠﻨﺎ (‬
‫)ﻣﺎﺫﺍ ﻓﻌﻠﻨﺎ؟(‬
‫ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﺒﻴﺰﻧﺲ ﻭﺧﺪﻣﺔ ﺍﻟﻌﻤﻼء‬
‫ﺗﻜﻮﻥ ﺍﻛﺜﺮ ﻅﻬﻮﺭﺍ‬ ‫ﻓﻲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺗﻈﻬﺮ ﺑﻘﻮﺓ‬
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Effectiveness Efficiency
$ Sales # Time to process requests
% Customer satisfaction index $ Cost per call
% Compliance with quality standards $ Cost of acquisition
# No of defects # Fuel consumption rate
$ Budget $ Cost per labor
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Thank You
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SESSION 4
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01 ‫ﻣﺎﻫﻲ ﺑﻄﺎﻗﺎﺕ ﺍﻻﺩﺍء ﺍﻟﻤﺘﻮﺍﺯﻥ‬

Balanced Score Cards
02 ‫ﺍﻟﺨﺮﻳﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
Strategic Map
03 ‫ﺧﻄﻮﺍﺕ ﺍﻧﺸﺎء ﺑﻄﺎﻗﺎﺕ ﺍﻻﺩﺍء ﺍﻟﻤﺘﻮﺍﺯﻥ‬

Steps of Establishing BSC
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Balanced Score Card

Learning and growth Financial
‫ﻣﺎﻟﻲ‬
‫ﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﻨﻤﻮ‬
‫ﺑﻄﺎﻗﺎﺕ ﺍﻻﺩﺍء‬
04 . ‫ﺍﻟﻤﺘﻮﺍﺯﻥ‬ 01
03 02
Process Customers
. ‫ﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﺍﻟﻌﻤﻼء‬
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BSC
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Human Resources Department Strategy Map

Theme 1: Effectiveness – Fulfilling Theme 2: Efficiency – Achieve more with
Perspectives internal customers expectations same or less resources
Maintain high levels
of internal customer
satisfaction
Customers
Ensure high service
delivery standards
Provide good value

for money to the
Financial organisation
Maintain financial
rigour in budget Seek efficiencies to
projection and minimise cost base
execution
Internal Improve HR service Optimize

Processes delivery capability recruitment and
retention
Maintain high
Learning, Develop Build an
performing
Growth & workforce skills environment that
motivated
Innovation and competences fosters creativity and
employees
innovation
Strategic
Objectives
Strategic = Below targets Strategic= Within target limits Strategic= On or above targets
Objective Objective Objective
smartKPIs.com prepopulated template. Developed for demonstration purposed only. To be customised as per the environment in which each
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‫ﻣﻣﻳﺯﺍﺕ ﺑﻁﺎﻗﺎﺕ ﺍﻻﺩﺍء ﺍﻟﻣﺗﻭﺍﺯﻥ‬
‫‪ -1‬ﻗﻴﺎﺱ ﺍﻻﺩﺍء ﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﻤﻨﻈﻤﺔ ﻣﻦ ﺟﻤﻴﻊ ﺍﻻﺗﺠﺎﻫﺎﺕ‬
‫‪ -2‬ﺭﺑﻂ ﺍﻻﻧﺸﻄﺔ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺑﺎﻟﺨﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ‬
‫‪ -3‬ﺑﻮﺻﻠﺔ ﺍﻻﺩﺍﺭﺓ ﻟﻀﻤﺎﻥ ﻋﺪﻡ ﺍﻟﺤﻴﻮﺩ ﻋﻦ ﺍﻻﻫﺪﺍﻑ‬
‫‪ -4‬ﺗﻌﺰﺯ ﺍﻻﺗﺼﺎﻝ ﺑﻴﻦ ﻗﻄﺎﻋﺎﺕ ﺍﻟﻤﻨﻈﻤﺔ )ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﺘﻨﻔﻴﺬﻳﺔ(‬
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‫ ﺍﻻﺗﺯﺍﻥ‬Balance
‫ﺍﻟﻜﻔﺎءﺓ‬ ‫ﺍﻟﻔﻌﺎﻟﻴﺔ‬
Efficiency Effectiveness
Internal
‫ﺍﻟﻤﻨﻈﻮﺭ ﺍﻟﺨﺎﺭﺟﻲ‬
Perspectives
External Perspectives
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﺘﻌﻠﻢ‬ ‫ﺍﻟﻤﺎﻟﻲ ﻭﺍﻟﻌﻤﻼء‬
Process and learning Financial and Customers
‫ﺍﻟﻨﻮﻋﻲ‬ ‫ﺍﻟﻜﻤﻲ‬
Qualitative Quantitative
‫ﺍﻟﺴﺒﺐ‬ ‫ﺍﻟﻨﺘﻴﺠﺔ‬
Leading Lagging
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‫ﺍﺳﺋﻠﺔ‬
‫ﻫﻞ ﻫﺬﻩ ﺍﻟﻤﻨﺎﻅﻴﺮ ﺍﻻﺭﺑﻌﺔ ﺛﺎﺑﺘﻪ؟‬
‫ﻫﻞ ﻳﻤﻜﻦ ﺍﺿﺎﻓﺔ ﻣﻨﻈﻮﺭ ﺧﺎﻣﺲ ﺍﻭ ﺳﺎﺩﺱ؟‬
‫ﻫﻞ ﻫﻨﺎﻙ ﻓﺮﻕ ﻋﻨﺪ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺑﻴﻦ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺨﺎﺹ ﻭﺍﻟﺤﻜﻮﻣﻲ؟‬
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‫‪Stratigic Map‬‬
‫ﻣﻨﻈﻮﺭ‬ ‫ﻛﻔﺎءﺓ‬ ‫ﻓﻌﺎﻟﻴﺔ‬

‫‪prespective‬‬
‫ﺍﻟﻤﺎﻟﻲ‬ ‫ﺍﻟﻨﻤﻮ‬ ‫ﺯﻳﺎﺩﺓ ﺍﻻﺭﺑﺎﺡ‬

‫‪Financial‬‬
‫ﺍﻟﻌﻤﻼء‬
‫ﺯﻳﺎﺩﺓ ﺍﻟﻌﻤﻼء‬
‫‪Customers‬‬ ‫ﺭﺿﺎ ﺍﻟﻌﻤﻴﻞ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﺗﺤﺴﻴﻦ ﺟﻮﺩﺓ ﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺔ ﻓﻲ ﺍﻟﻤﻮﻋﺪ‬

‫‪Process‬‬
‫ﺍﻟﺘﻌﻠﻴﻢ ﻭﺍﻟﻨﻤﻮ‬
‫‪Learning and Growth‬‬ ‫ﺍﻳﺠﺎﺩ ﺑﻴﺌﺔ ﺍﻻﺑﺪﺍﻉ‬ ‫ﺭﻓﻊ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﺎﻣﻠﻴﻦ ﺑﺎﻟﺸﺮﻛﺔ‬
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‫ﺍﻟﻨﺘﻴﺠﺔ‬ ‫ﻧﺴﺒﺔ ﺍﻟﻘﻴﻤﺔ‬ ‫ﺍﻟﻤﺴﺘﻬﺪﻑ‬ ‫ﺍﻻﺧﺘﻼﻑ‬ ‫ﺍﻟﻘﻴﻤﺔ ﺍﻟﺤﺎﻟﻴﺔ‬ ‫ﻗﻴﻤﺔ ﺍﻟﻔﺘﺮﺓ‬

‫ﺍﻟﺤﺎﻟﻴﺔ ‪/‬‬ ‫ﺍﻟﺴﺎﺑﻘﺔ‬
‫*‪100‬‬
‫‪ Financial‬ﻣﺎﻟﻲ‬
‫ﻧﻤﻮ ﺍﻟﻤﺒﻴﻌﺎﺕ‬
‫‪% 80‬‬ ‫ﻧﺴﺒﺔ ﻧﻤﻮ‬

‫‪5‬‬ ‫ﺍﻳﺠﺎﺑﻲ‬ ‫‪4‬‬ ‫‪3‬‬
‫ﺍﻟﻤﺒﻴﻌﺎﺕ ‪%‬‬
‫ﻋﺪﺩ‬
‫‪% 60‬‬ ‫‪100‬‬ ‫ﺳﻠﺒﻲ‬ ‫‪60‬‬ ‫‪80‬‬ ‫ﺍﻻﺳﻮﺍﻕ‬
‫ﺍﻟﺠﺪﻳﺪﺓ‬
‫‪Page 95 of 180‬‬

‫*‪100‬‬
‫‪ Customers‬ﺍﻟﻌﻤﻼء‬
‫ﺭﺿﺎ ﺍﻟﻌﻤﻴﻞ‬
‫‪% 106‬‬ ‫ﻧﺴﺒﺔ ﺭﺿﺎ‬

‫‪80‬‬ ‫ﺍﻳﺠﺎﺑﻲ‬ ‫‪85‬‬ ‫‪75‬‬
‫ﺍﻟﻌﻤﻼء ‪%‬‬
‫ﻋﺪﺩ‬
‫‪% 80‬‬ ‫‪20‬‬ ‫ﺳﻠﺒﻲ‬ ‫‪25‬‬ ‫‪28‬‬ ‫ﺍﻟﺸﻜﺎﻭﻯ‬
‫‪Page 96 of 180‬‬

‫*‪100‬‬
‫‪ Process‬ﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﺗﻘﺪﻳﻢ ﺍﻟﺨﺪﻣﺔ ﻓﻲ ﺍﻟﻤﻮﻋﺪ‬
‫‪% 94‬‬ ‫ﻧﺴﺒﺔ ﺍﻟﺒﻨﻮﺩ‬

‫‪85‬‬ ‫ﻻﻳﻮﺟﺪ‬ ‫‪80‬‬ ‫‪80‬‬
‫ﺍﻟﻤﻮﺭﺩﻩ ﻓﻲ‬
‫ﺍﻟﻤﻮﻋﺪ ‪%‬‬
‫ﻣﺘﻮﺳﻂ‬
‫‪% 40‬‬ ‫‪2‬‬ ‫ﺍﻳﺠﺎﺑﻲ‬ ‫‪5‬‬ ‫‪3‬‬ ‫ﺯﻣﻦ ﺍﻟﺘﺄﺧﻴﺮ‬
‫ﺑﺎﻻﺳﺒﻮﻉ‬
‫‪Page 97 of 180‬‬

‫*‪100‬‬
‫‪ Learning and Growth‬ﺍﻟﻨﻤﻮ ﻭﺍﻟﻨﻌﻠﻢ‬
‫ﺍﻳﺠﺎﺩ ﺑﻴﺌﺔ ﺍﻻﺑﺪﺍﻉ‬
‫‪% 100‬‬ ‫ﻋﺪﺩ ﻭﺭﺵ ﻋﻤﻞ‬

‫‪8‬‬ ‫ﺍﻳﺠﺎﺑﻲ‬ ‫‪8‬‬ ‫‪5‬‬
‫ﺍﻟﻌﺼﻒ ﺍﻟﺬﻫﻨﻲ‬
‫ﻋﺪﺩ ﺍﻻﻓﻜﺎﺭ‬
‫‪% 40‬‬ ‫‪2‬‬ ‫ﺍﻳﺠﺎﺑﻲ‬ ‫‪5‬‬ ‫‪3‬‬ ‫ﺍﻟﺘﻲ ﺗﻢ‬
‫ﺍﻟﻤﻮﺍﻓﻘﺔ‬
‫ﻋﻠﻰ ﺗﻨﻔﻴﺬﻫﺎ‬
‫‪Page 98 of 180‬‬
#AhmedEltayef
Thank You
Page 99 of 180
#AhmedEltayef
SESSION 5
Page 100 of 180

#AhmedEltayef
‫ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﻤﻨﻄﻘﻲ‬
Logic Model
Page 101 of 180

‫ﻣﻧﺎﻗﺷﺔ‬
‫ﻫﻨﺎﻙ ﻣﻄﻌﻤﺎﻥ ﺑﻴﺘﺰﺍ ﻓﻲ ﻧﻔﺲ ﺍﻟﺸﺎﺭﻉ‬
‫ﺍﻻﻭﻝ ﺍﺳﻤﻪ ﺍﻳﻄﺎﻟﻴﺎﻧﻮ‬
‫ﺍﻟﺜﺎﻧﻲ ﺍﺳﻤﻪ ﺑﻴﺖ ﺍﻟﺒﻴﺘﺰﺍ‬
‫ﻳﻌﺎﻧﻲ ﺍﻟﻤﻄﻌﻢ ﺍﻻﻭﻝ ﻣﻦ ﻗﻠﺔ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺑﺎﻟﺮﻏﻢ ﻣﻦ ﻭﺟﻮﺩ ﺷﻴﻒ ﻭﻣﺴﺎﻋﺪ ﺑﻨﻔﺲ‬
‫ﺍﻟﻤﺴﺘﻮﻯ ﺗﻘﺮﻳﺒﺎ ﻓﻲ ﺍﻟﻤﻄﻌﻤﻴﻦ ؟‬
‫ﺑﺮﺃﻳﻚ ﻣﺎﻫﻲ ﺍﻻﺳﺒﺎﺏ ﺍﻟﻤﺤﺘﻤﻠﺔ ﻟﺬﻟﻚ؟‬
‫‪Page 102 of 180‬‬

‫ﻣﻁﻌﻡ ﺍﻳﻁﺎﻟﻳﺎﻧﻭ‬
‫ﺍﺳﺘﻼﻡ ﺍﻟﻄﻠﺐ‬
‫ﺍﺭﺳﺎﻝ ﺍﻟﻄﻠﺐ ﻟﻠﻤﻄﺒﺦ‬
‫ﺧﺒﺰ ﺍﻟﻌﺠﻴﻨﺔ‬
‫ﺗﺸﻜﻴﻞ ﺍﻟﻌﺠﻴﻨﺔ‬
‫ﻭﺿﻌﻬﺎ ﻓﻲ ﺍﻟﻔﺮﻥ‬
‫ﺗﻘﺪﻳﻤﻬﺎ ﻟﻠﻌﻤﻴﻞ‬
‫‪Page 103 of 180‬‬

‫ﻣﻁﻌﻡ ﺑﻳﺕ ﺍﻟﺑﻳﺗﺯﺍ‬
‫ﺍﺳﺘﻼﻡ ﺍﻟﻄﻠﺐ‬
‫ﺍﺭﺳﺎﻝ ﺍﻟﻄﻠﺐ ﻟﻠﻤﻄﺒﺦ‬
‫ﺍﺣﻀﺎﺭ ﺍﻟﻌﺠﻴﻨﺔ‬
‫ﺗﺸﻜﻴﻞ ﺍﻟﻌﺠﻴﻨﺔ‬
‫ﻭﺿﻌﻬﺎ ﻓﻲ ﺍﻟﻔﺮﻥ‬
‫ﺗﻘﺪﻳﻤﻬﺎ ﻟﻠﻌﻤﻴﻞ‬
‫‪Page 104 of 180‬‬

#AhmedEltayef
‫ﻗﻳﺎﺱ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء‬
‫ﺍﺟﺮﺍءﺍﺕ ﺍﻟﻌﻤﻞ‬ ‫ﻣﻨﻔﻌﺔ‬ ‫ﻋﻤﻼء‬

‫ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻣﺆﺳﺴﺔ‬ ‫ﻣﻤﻜﻨﺎﺕ‬ ‫ﻣﻮﻅﻒ‬
Page 105 of 180

#AhmedEltayef
‫ﺍﻟﻧﻣﻭﺫﺝ ﺍﻟﻣﻧﻁﻘﻲ‬
Page 106 of 180

#AhmedEltayef
Logic Model
INPUT
• Measure the quantity/quality of input resources to organizational
activities.
• Generally include: human resources, financial resources ,infrastructure.
• Examples:
➢ Human Resources: # Employees, # Consultants, # Project team
➢ Financial Resources: $ Budget, # Grants, $ Bank loans
➢ Infrastructure: # Production lines available, # Plants available
Page 107 of 180

#AhmedEltayef
Logic Model
PROCESS
• Measure the quantity/quality of the activities required to provide
certain expected outputs.
• Generally include: transformation in terms of time and utilization
rates.
• Examples:
➢ Time: % On time delivery vaccination, # Time to finalize task
➢ Utilization: % Equipment utilization rate, % Transportation
capacity used
Page 108 of 180

#AhmedEltayef
Logic Model
OUTPUT
• Measure the quantity/quality of the goods or services created or
provided through the use of inputs;
• They generally include quantifiable results.
• Examples:
➢ # Patients vaccinated
➢ # Items produced
➢ # Scrap generated
➢ # Facilities built
Page 109 of 180

#AhmedEltayef
Logic Model
OUTCOME / IMPACT
• Measure the quantity/quality of the results achieved through the
provision of goods and services.
• They generally include: added value, impact.
• Examples:
➢ Impact: % Incidence of disease, % Mortality rate, % Graduates
employment rate
➢ Added value: $ Savings generated by innovation ideas,
% Customer satisfaction, % Net promoter score
Page 110 of 180

#AhmedEltayef
Logic Model
‫ﻣﺜﺎﻝ ﻣﺠﻤﻮﻋﺔ ﻓﻨﺎﺩﻕ ﺗﺮﻳﺪ ﺗﺤﺴﻴﻦ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻼء‬
OBJECTIVES INPUTS PROCESSES OUTPUTS OUTCOMES
# Customer
# Time to % Solved
Improve service % Customer
answer an inquiries
customer representatives Satisfaction
inquiry
satisfaction
with service # Meetings
$ Customer % Returning
levels with key # Client needs
engagement customers
customers identified
budget
Page 111 of 180

#AhmedEltayef
Logic Model
‫ﻣﺜﺎﻝ ﻣﺪﻳﺮ ﻣﺸﺮﻭﻉ ﺍﻧﺸﺎﺋﻲ ﻳﺮﻳﺪ ﺑﻨﺎء ﺑﻴﺌﺔ ﻋﻤﻞ ﺍﻣﻨﺔ‬
Build a # Time to # Time lost

$ Budget
safety remediate # Incidents due to
working HSSE recorded safety
# HSSE team
environment audit findings incidents
Page 112 of 180

#AhmedEltayef
Logic Model
‫ﻣﺜﺎﻝ ﺷﺮﻛﺔ ﻟﺪﻳﻬﺎ ﻫﺪﻑ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﺑﺰﻳﺎﺩﺓ ﺳﻌﺔ ﺍﻻﻧﺘﺎﺝ‬
# Time to
Expand $ Budget
build a # New % Production
# Contractors
production # Equipment
new facilities capacity
capacity production built growth
available
facility
Page 113 of 180

#AhmedEltayef
Provide access to electricity services
# Power plants $ Budget # Supply (or #Technical

consumption) of issues
electricity
# Time to install # Electricity # Profits # Electricians
an electricity transmission
facility facilities
installed
INPUTS PROCESSES OUTPUTS OUTCOMES
# Electricity # Supply (or

# Power plants # Time to install consumption) of
an electricity facility transmission
facilities electricity
installed # Profits
$ Budget #Technical issues
# Electricians
Page 114 of 180

#AhmedEltayef
Thank You
Page 115 of 180

#AhmedEltayef
SESSION 6
Page 116 of 180

#AhmedEltayef
KPI SELECTION PROCESS AND TECHNIQUES
Facilitate
the KPI selection
‫ﺍﻟﻘﻴﺎﻡ ﺑﺎﺧﺘﻴﺎﺭ‬
‫ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬
PREPARE FOR FOLLOW-UP ON

KPI SELECTION KPI SELECTION
‫ﻣﺮﺣﻠﺔ ﺍﻻﻋﺪﺍﺩ ﻻﺧﺘﻴﺎﺭ‬.
‫ﻣﺘﺎﺑﻌﺔ ﺍﺧﺘﻴﺎﺭ‬
Page 117 of 180

‫‪1- PREPARE FOR KPI SELECTION‬‬
‫ﺃ‪) -‬ﺗﻮﺿﻴﺢ ﻧﻄﺎﻕ ﺍﻟﻌﻤﻞ ( ‪Scope clarification‬‬

‫‪ -1‬ﺍﻻﺩﻭﺍﺕ ﺍﻟﺘﻲ ﻧﺤﺘﺎﺝ ﺍﻟﻴﻬﺎ‬
‫ﺑﻄﺎﻗﺎﺕ ﺍﻻﺩﺍء ﺍﻟﻤﺘﻮﺍﺯﻥ )ﺍﻻﻫﺪﺍﻑ(‬
‫ﻟﻮﺣﺔ ﺍﻟﺘﺤﻜﻢ ) ﺍﻟﻌﻤﻠﻴﺎﺕ(‬
‫‪ -2‬ﺍﻟﻤﺴﺎﺭ ﺍﻟﺬﻱ ﺳﺘﺴﻴﺮ ﻋﻠﻴﻪ ﻋﻤﻠﻴﺔ ﺍﻻﺧﺘﻴﺎﺭ ﻭﺍﻟﻤﺨﺮﺟﺎﺕ ﺍﻟﻤﺘﻮﻗﻌﺔ‬
‫ﻣﺠﻤﻮﻋﺔ ﻭﺭﺵ ﺍﻟﻌﻤﻞ ﻭﻋﺪﺩﻫﺎ ﻭﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺘﻲ ﺳﺘﺘﻢ‬
‫‪Page 118 of 180‬‬

#AhmedEltayef
‫ﻣﺻﺎﺩﺭ ﺍﻻﺧﺗﻳﺎﺭ ﻟﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫ ﻭﺭﺵ ﺍﻟﻌﻤﻞ‬-1
Page 119 of 180

#AhmedEltayef
‫ ﺍﻟﺒﻮﺭﺩ ﺍﻭ ﻣﺠﻠﺲ ﺍﻻﺩﺍﺭﺓ‬-2
Page 120 of 180

#AhmedEltayef
‫ ﺍﻻﺩﺍﺭﺓ‬-3
Page 121 of 180

#AhmedEltayef
‫ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺘﺎﺭﻳﺨﻴﺔ‬-4
Page 122 of 180

#AhmedEltayef
‫ ﻣﻮﺍﺻﻔﺎﺕ ﺍﻟﺼﻨﺎﻋﺔ‬-5
Page 123 of 180

#AhmedEltayef
‫ ﺍﻟﻤﻨﺎﻓﺴﻴﻦ‬-6
Page 124 of 180

#AhmedEltayef
‫ ﺍﻟﻘﻮﺍﺋﻢ ﺍﻟﺨﺎﺭﺟﻴﺔ‬-7
Page 125 of 180

#AhmedEltayef
Page 126 of 180

‫‪2-KPI CLUSTERING‬‬
‫‪ -2‬ﺗﺟﻣﻳﻊ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫ﺍﻟﻐﺮﺽ ﺿﺒﻂ ﺍﻟﻤﺆﺷﺮﺍﺕ ﻣﻊ ﺍﻻﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺗﺤﺪﻳﺪ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﻤﻔﻘﻮﺩﺓ‬
‫ﺑﻄﺎﻗﺎﺕ ﺍﻻﺩﺍء ﺍﻟﻤﺘﻮﺍﺯﻥ ‪Balanced Score cards‬‬
‫ﺍﻻﻫﺪﺍﻑ ﺍﻟﺬﻛﻴﺔ ‪Objectives‬‬
‫ﻟﻮﺣﺎﺕ ﺍﻟﺘﺤﻜﻢ )ﺍﻟﻌﺮﺽ ( ‪Dashboards‬‬
‫ﻣﺨﻄﻂ ﺗﺪﻓﻖ ﺍﻟﻘﻴﻤﺔ ‪Value Flow Analysis‬‬
‫‪Page 127 of 180‬‬

#AhmedEltayef
2- Facilitate the KPI selection
‫ﻭﺭﺷﺔ ﻋﻤﻞ ﺍﺧﺘﻴﺎﺭ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬

‫ﺍﻻﻫﺪﺍﻑ‬
‫ ﺍﻟﻤﺸﺎﺭﻛﺔ‬-1
‫ ﺗﺠﻤﻴﻊ ﺍﻟﺮﺅﻯ ﺍﻟﺬﻛﻴﺔ‬-2
‫ ﺍﻟﺘﻌﻠﻢ‬-3
Page 128 of 180

#AhmedEltayef
KPI SELECTION WORKSHOP Agenda

time Topics
Context (60 minutes)
5 Agenda and meeting scope review
5 Needs review
10 Terminology and KPI format clarification
20 Selection process and tool review
20 Sample Value Flow Analysis (VFA) as a model
Selection activities (140 minutes)
60 Interactive VFA team exercises
60 Consolidation of KPI wall
20 List revision based on filtering criteria
Review and closing (40 minutes)
20 Review of draft
10 Answering questions
10 Clarifying next steps
Page 129 of 180

#AhmedEltayef
Thank You
Page 130 of 180

#AhmedEltayef
SESSION 7
Page 131 of 180

#AhmedEltayef
KPI SELECTION PROCESS AND TECHNIQUES
Facilitate
the KPI selection
‫ﺍﻟﻘﻴﺎﻡ ﺑﺎﺧﺘﻴﺎﺭ‬
PREPARE FOR FOLLOW-UP ON

KPI SELECTION KPI SELECTION
‫ﻣﺮﺣﻠﺔ ﺍﻻﻋﺪﺍﺩ ﻻﺧﺘﻴﺎﺭ‬.
‫ﻣﺘﺎﺑﻌﺔ ﺍﺧﺘﻴﺎﺭ‬
Page 132 of 180

‫ﻣﺛﺎﻝ ﻋﻣﻠﻲ‬
‫ﻣﺼﺎﺩﺭ ﺍﻻﺧﺘﻴﺎﺭ ﻟﻠﻤﺆﺷﺮﺍﺕ ﺑﻮﺯﺍﺭﺓ ﺍﻟﻜﻬﺮﺑﺎء‬
‫‪Page 133 of 180‬‬

‫‪ -1‬ﻭﺭﺵ ﺍﻟﻌﻤﻞ ﺳﺘﻀﻢ ﻣﻬﻨﺪﺳﻴﻦ ﺑﺎﺩﺍﺭﺍﺕ ﺍﻟﺘﻘﺎﺭﻳﺮ ﻭﻣﺪﻳﺮﻱ ﺍﻟﺘﺸﻐﻴﻞ ﻭﻣﻦ‬

‫ﺍﻟﻤﻜﺘﺐ ﺍﻻﺳﺘﺸﺎﺭﻱ ﻭﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻤﺼﻨﻌﺔ )ﺳﻴﻤﻨﺰ – ﺟﻨﺮﺍﻝ ﺍﻟﻴﻜﺘﺮﻳﻚ(‬
‫‪ -2‬ﻣﺠﻠﺲ ﺍﺩﺍﺭﺓ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﺎﺑﻀﺔ ﻧﺄﺧﺬ ﻣﻨﻪ ﺍﻻﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﺜﻞ‬
‫ﺍﺳﺘﺪﺍﻣﺔ ﺍﻟﻄﺎﻗﺔ ) ‪ (Sustainability‬ﺗﻘﻠﻴﻞ ﺍﻟﺘﻠﻮﺙ ﻭﺍﻟﺘﺸﻐﻴﻞ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﻻﻣﻦ ﺍﻟﺼﻨﺎﻋﻲ‬
‫‪ -3‬ﺍﻻﺩﺍﺭﺓ ﺍﻫﻢ ﺍﻫﺪﺍﻑ ﺍﻟﺘﺸﻐﻴﻞ ﻣﺜﻞ ﺍﻻﺗﺎﺣﻴﺔ ﻭﺿﻤﺎﻥ ﺍﻻﻣﺎﻥ ﺍﻟﻜﻬﺮﺑﻲ‬
‫ﻭﺿﻤﺎﻥ ﺍﻟﺘﺮﺍﺑﻂ ﺍﻟﻜﻬﺮﺑﻲ ﻭﺍﺣﻼﻝ ﻭﺗﺠﺪﻳﺪ ﺍﻟﻤﺤﻄﺎﺕ ﺍﻟﻘﺪﻳﻤﺔ‬
‫‪ -4‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺘﺎﺭﻳﺨﻴﺔ ﺳﺠﻞ ﻳﺤﺘﻮﻱ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﻄﺎﻗﺔ ﺍﻟﻤﻮﻟﺪﺓ‬
‫ﻭﺍﻟﻄﺎﻗﺔ ﺍﻟﻤﺴﺘﻬﻠﻜﺔ‬
‫‪Page 134 of 180‬‬

‫‪ -5‬ﻣﻮﺍﺻﻔﺎﺕ ﺍﻟﺼﻨﺎﻋﺔ ﺍﻻﻁﻼﻉ ﻋﻠﻰ ﺍﻟﻤﻮﺍﺻﻔﺎﺕ ﺍﻟﻘﻴﺎﺳﻴﺔ ﻟﻼﻧﻈﻤﺔ ﺍﻟﻜﻬﺮﺑﻴﺔ‬

‫‪IEEE ,ASME‬‬
‫‪ -6‬ﻳﻤﻜﻦ ﺍﻻﻁﻼﻉ ﻋﻠﻰ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﻣﻨﻈﻤﺔ‬

‫‪https://www.nerc.com/Pages/default.aspx‬‬
‫‪-7‬ﺍﻻﻁﻼﻉ ﻋﻠﻰ ﻣﺆﺷﺮﺍﺕ ﺍﺩﺍء ﻟﺸﺒﻜﺎﺕ ﺍﺧﺮﻯ ﻟﺪﻭﻝ ﺍﺧﺮﻯ ﺧﺎﺻﺔ ﺍﻟﻤﺘﻘﺪﻣﺔ‬
‫ﻣﺜﻞ ﻫﻴﺌﺔ ﻛﻬﺮﺑﺎء ﻓﺮﻧﺴﺎ ‪EDF‬‬
‫‪Page 135 of 180‬‬

#AhmedEltayef
KPI balancing
Leading Lagging Industry KPI

# Incidents of non-compliance
# Incidents of Oil & Gas
non-compliance # Fatal accidents # Fatal accidents
# Training hours % Employees with % Employees with

competencies at desired
Consulting competencies at desired level
per FTE
level
# Training hours per FTE
Efficiency Effectiveness Industry
# New customers
$ New customers Retail $ New customers acquisition

# New customers cost
acquisition cost
# Call duration
# Call duration % First call Call Centre
resolution rate % First call resolution rate
Quantity Quality Industry # Maintenance requests
resolved
# Maintenance % Maintenance requests Manufacturing % Maintenance requests
requests resolved resolved within SLA resolved within SLA
# Ideas expressed Education % Ideas implemented

% Ideas implemented
# Ideas expressed
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‫ﻣﺗﺎﺑﻌﺔ ﺍﺧﺗﻳﺎﺭ‬
‫ﻣﺮﺍﺟﻌﺔ ﺍﻭﻝ ﺗﻘﺮﻳﺮ ﺃﺩﺍء‬

‫ﻣﻼﺣﻈﺔ ﺍﻥ ﺑﻌﺾ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻗﻞ ﻓﺎﺋﺪﺓ‬
‫ﻣﺜﺎﻝ ‪:‬‬
‫‪#‬ﻋﺪﺩ ﺍﻟﻤﺸﺎﻫﺪﺍﺕ ﻟﻔﻴﺪﻳﻮ ﻳﻮﺗﻴﻮﺏ‬
‫ﺗﻼﺣﻆ ﺍﻥ ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﻤﺸﺎﻫﺪﻳﻦ ﺷﺎﻫﺪﻭﺍ ﻟﻤﺪﺓ ﺛﻮﺍﻧﻲ ﻋﺎﺑﺮﺓ‬
‫ﺑﻌﺪ ﻋﻤﻞ ﺍﻻﺣﺼﺎﺋﻴﺎﺕ‬
‫ﻳﺘﻢ ﺗﻌﺪﻳﻞ ﺍﻟﻤﺆﺷﺮ ‪ #‬ﻋﺪﺩ ﺍﻟﻤﺸﺎﻫﺪﺍﺕ ﻟﻤﺪﺓ ﺩﻗﻴﻘﺘﻴﻦ ﻋﻠﻰ ﺍﻻﻗﻞ‬
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‫ﻣﺗﺎﺑﻌﺔ ﺍﺧﺗﻳﺎﺭ‬
‫ﻣﺜﺎﻝ ‪:2‬‬
‫ﻣﻌﺪﻝ ﺍﻟﺘﻌﻄﻞ ﻟﻠﻤﺼﻨﻊ ‪ %‬ﺍﻟﻬﺪﻑ ﺗﻘﻴﻴﻢ ﺍﺩﺍء ﻗﺴﻢ ﺍﻟﺼﻴﺎﻧﺔ ﺍﻟﻜﻬﺮﺑﻴﺔ‬
‫ﺗﻼﺣﻆ ﺍﻥ ﻫﻨﺎﻙ ﺍﻭﻗﺎﺕ ﻳﺘﻢ ﻗﻄﻊ ﺍﻟﺘﻴﺎﺭ ﺍﻟﻜﻬﺮﺑﻲ ﺧﺎﺭﺟﻴﺎ‬
‫ﺑﻌﺪ ﻋﻤﻞ ﺍﻻﺣﺼﺎﺋﻴﺎﺕ‬
‫ﻳﺘﻢ ﺗﻌﺪﻳﻞ ﺍﻟﻤﺆﺷﺮ ﻣﻌﺪﻝ ﺍﻟﺘﻌﻄﻞ ﺑﺄﺳﺒﺎﺏ ﺩﺍﺧﻠﻴﺔ ‪%‬‬
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‫ﻣﻌﺎﻳﻳﺭ ﺍﺧﺗﻳﺎﺭ ﻣﺅﺷﺭ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻲ‬
Relevant ‫ﺷﺪﻳﺪ ﺍﻟﺼﻠﺔ‬
Clearance ‫ﻭﺿﻮﺡ ﺍﻟﺘﻌﺮﻳﻒ‬
Balanced ‫ﺍﻟﺘﻮﺍﺯﻥ‬
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‫ﺗﺣﺩﻳﺩ ﺍﻟﻣﺳﺗﻬﺩﻑ‬
Page 140 of 180

‫ﺗﺣﺩﻳﺎﺕ ﺍﻟﻌﻣﻝ ﻣﻊ ﺍﻟﻣﺳﺗﻬﺩﻑ‬
‫‪ -1‬ﻋﺪﻡ ﻭﺟﻮﺩ ﻣﻌﻠﻮﻣﺎﺕ ﺗﺎﺭﻳﺨﻴﺔ؟‬
‫‪ -2‬ﺍﻟﻤﺴﺘﻬﺪﻑ ﻗﻠﻴﻞ ﻟﻴﺲ ﺑﻪ ﺗﺤﺪﻱ‬
‫‪ -3‬ﺍﻟﻤﺴﺘﻬﺪﻑ ﻛﺒﻴﺮ ﺍﻋﺠﺎﺯﻱ‬
‫‪ -4‬ﺍﻻﻧﺤﻴﺎﺯ ﺍﺛﻨﺎء ﻭﺿﻊ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫‪ -5‬ﻓﺮﺽ ﺍﻟﻤﺴﺘﻬﺪﻑ ﻣﻦ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‬
‫‪ -6‬ﺗﺤﺪﻳﺪ ﺍﻻﻭﺯﺍﻥ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻠﻤﺴﺘﻬﺪﻑ‬
‫‪Page 141 of 180‬‬

‫ﻣﺛﺎﻝ‬
‫ﺍﻧﺖ ﻣﺪﻳﺮ ﺗﺴﻮﻳﻖ ﻟﺸﺮﻛﺔ ﺗﺒﻴﻊ ﺩﺭﺍﺟﺎﺕ ﻓﻲ ﺍﻟﺴﻮﻕ ﺍﻟﻤﺤﻠﻲ ﻭﺍﻟﻌﺎﻟﻤﻲ‬

‫ﺍﻟﺸﺮﻛﺔ ﺗﻌﺘﺒﺮ ﻣﺘﻮﺳﻄﺔ ﻓﻲ ﺍﻟﺼﻨﺎﻋﺔ ﺑﺎﻋﺘﺒﺎﺭ ﺣﺠﻢ ﺍﻟﺸﺮﻛﺔ ﻭﺍﻟﻤﺒﻴﻌﺎﺕ‬
‫ﺑﻌﺪ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺨﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻗﺮﺭ ﻣﺠﻠﺲ ﺍﺩﺍﺭﺓ ﺍﻟﺸﺮﻛﺔ ﻣﺮﺍﺟﻌﺔ ﻧﺴﺒﺔ‬
‫ﻣﺸﺎﺭﻛﺔ ﺍﻟﺴﻮﻕ ‪ %5‬؟‬
‫‪.‬‬
‫‪Page 142 of 180‬‬

‫ﺗﺣﻠﻳﻝ ﺍﻟﺳﻭﻕ‬
‫ﻗﺎﻣﺖ ﻣﺒﺎﺩﺭﺍﺕ ﺣﻜﻮﻣﻴﺔ ﺑﺒﻨﺎء ﻁﺮﻕ ﻭﻣﺴﺎﺭﺍﺕ ﻟﻠﺪﺭﺍﺟﺎﺕ ﻓﻲ ﺍﻟﻤﺪﻥ ﺍﻟﻜﺒﺮﻯ‬
‫ﻁﺒﻘﺎ ﻟﻠﺰﻣﻦ ﻓﺎﻥ ‪ 2020‬ﺷﻬﺪﺕ ﺯﻳﺎﺩﺓ ﻓﻲ ﻋﺪﺩ ﺍﻟﻤﺴﺎﺭﺍﺕ ﻋﻦ ‪2019‬‬
‫ﻓﻲ ﺍﻟﺴﻨﺔ ﺍﻻﺧﻴﺮﺓ ﺍﺻﺒﺤﺖ ﻫﺬﻩ ﺍﻟﺮﻳﺎﺿﺔ ﺍﺻﺒﺤﺖ ﺍﻛﺜﺮ ﺷﻌﺒﻴﺔ ﻟﻴﺲ ﺑﻴﻦ‬
‫ﺍﻟﺼﻐﺎﺭ ﻓﺤﺴﺐ ﺑﻞ ﺑﻴﻦ ﺍﻟﻜﺒﺎﺭ ﺍﻳﻀﺎ‬
‫‪Page 143 of 180‬‬

‫ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺍﻟﺗﺎﺭﻳﺧﻳﺔ‬
‫ﻧﺴﺒﺔ ﻣﺸﺎﺭﻛﺔ ﺍﻟﺴﻮﻕ ‪ %‬ﺧﻼﻝ ﺍﻟﺨﻤﺲ ﺳﻨﻮﺍﺕ ﺍﻟﺴﺎﺑﻘﺔ‬
‫‪2019‬‬ ‫‪2018‬‬ ‫‪2017‬‬ ‫‪2016‬‬ ‫‪2015‬‬

‫‪%6‬‬ ‫‪%6‬‬ ‫‪%7.3‬‬ ‫‪%7‬‬ ‫‪%5.5‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻻﻭﻝ‬
‫‪%6.5‬‬ ‫‪%6.1‬‬ ‫‪%7.2‬‬ ‫‪%7‬‬ ‫‪%5.6‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻧﻲ‬
‫‪%6.8‬‬ ‫‪%5.7‬‬ ‫‪%7‬‬ ‫‪%6‬‬ ‫‪%5‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻟﺚ‬
‫‪%5.5‬‬ ‫‪%5.7‬‬ ‫‪%7‬‬ ‫‪%4.5‬‬ ‫‪%5‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻟﺮﺍﺑﻊ‬
‫‪%6.2‬‬ ‫‪%5.9‬‬ ‫‪%7.1‬‬ ‫‪%6.1‬‬ ‫‪%5.3‬‬ ‫ﺍﻟﻤﺘﻮﺳﻂ‬
‫ﺍﻟﻤﺘﻮﺳﻂ ﺍﻟﻌﺎﻡ = ‪%6.1‬‬
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‫ﻣﻌﻳﺎﺭ ﺩﺍﺧﻠﻲ‬
‫ﻗﺴﻢ ﺗﺴﻮﻳﻖ ﺍﺧﺮ ﻳﻌﻤﻞ ﻓﻲ ﺳﻮﻕ ﻣﺸﺎﺑﻪ‬

‫‪2019‬‬
‫‪%7.5‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻻﻭﻝ‬
‫‪%8‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻧﻲ‬
‫‪%9‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻟﺚ‬
‫‪%9‬‬ ‫ﺍﻟﺮﺑﻊ ﺍﻟﺮﺍﺑﻊ‬
‫‪%8.4‬‬ ‫ﺍﻟﻤﺘﻮﺳﻂ‬
‫‪Page 145 of 180‬‬

‫ﻣﻌﻳﺎﺭ ﺧﺎﺭﺟﻲ‬
‫ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ‬ ‫ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻤﺤﻠﻲ‬
‫‪2019‬‬ ‫‪2019‬‬
‫‪%30‬‬ ‫ﺍﻟﻤﺮﻛﺰ ﺍﻻﻭﻝ‬ ‫‪%20‬‬ ‫ﺍﻟﻤﺮﻛﺰ ﺍﻻﻭﻝ‬
‫‪%25‬‬ ‫ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻧﻲ‬ ‫‪%18‬‬ ‫ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻧﻲ‬
‫‪% 24‬‬ ‫ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻟﺚ‬ ‫‪% 17‬‬ ‫ﺍﻟﻤﺮﻛﺰ ﺍﻟﺜﺎﻟﺚ‬
‫‪%10‬‬ ‫ﺍﻟﻤﺘﻮﺳﻂ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻤﺘﻨﺎﻓﺴﺔ‬ ‫‪%8‬‬ ‫ﺍﻟﻤﺘﻮﺳﻂ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻤﺘﻨﺎﻓﺴﺔ‬
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‫ﻁﺭﻕ ﺗﺣﺩﻳﺩ ﺍﻟﻣﺳﺗﻬﺩﻑ‬
Page 147 of 180

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‫ﻁﺭﻕ ﺗﺣﺩﻳﺩ ﺍﻟﻣﺳﺗﻬﺩﻑ‬
Page 148 of 180

‫ﻋﺗﺑﺎﺕ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫ﺍﻟﻄﺮﻳﻘﺔ ﺍﻻﻭﻟﻰ ﻋﺘﺒﺘﻴﻦ‬

‫‪ -1‬ﻣﺴﺘﻬﺪﻑ ﺍﻭ ﻓﻮﻕ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫‪ -2‬ﺍﻗﻞ ﻣﻦ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺜﺎﻧﻴﺔ ‪ 3‬ﻋﺘﺒﺎﺕ‬

‫‪ -1‬ﻣﺴﺘﻬﺪﻑ ﺍﻭ ﻓﻮﻕ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫‪ -2‬ﻣﻘﺒﻮﻝ ‪ -3‬ﺍﻗﻞ ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺜﺎﻟﺜﺔ ‪ 4‬ﻋﺘﺒﺎﺕ‬

‫‪ -1‬ﻓﻮﻕ ﺍﻟﻤﺴﺘﻬﺪﻑ ‪ -2‬ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫‪ -3‬ﻣﻘﺒﻮﻝ ‪ -4‬ﺍﻗﻞ ﻛﺜﻴﺮ ﻣﻦ ﺍﻟﻤﺴﺘﻬﺪﻑ‬
‫‪Page 149 of 180‬‬

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Page 150 of 180

#AhmedEltayef
Thank You
Page 151 of 180

#AhmedEltayef
SESSION 8
Page 152 of 180

‫‪Data‬‬
‫‪Visualization‬‬ ‫‪KPI Cascading‬‬
‫ﻛﻴﻔﻴﺔ ﺍﻟﺘﻤﺜﻴﻞ ﺍﻟﻤﺮﺋﻲ‬ ‫ﻛﻴﻔﻴﺔ ﺍﻻﻧﺘﻘﺎﻝ ﻟﻼﻫﺪﺍﻑ‬
‫ﻟﻠﺒﻴﺎﻧﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﻤﺆﺷﺮﺍﺕ‬ ‫ﻭﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء‬
‫ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﺔﺑﻴﻦ ﺍﻟﻤﺴﺘﻮﻳﺎﺕ‬
‫ﺍﻟﻤﺨﺘﻠﻔﺔ ﻣﻦ‬
‫ﺍﻟﻤﻨﻈﻤﺔ ﻟﻠﻘﺴﻢ ﻟﻼﻓﺮﺍﺩ‬
‫‪Page 153 of 180‬‬

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Cascading
Page 154 of 180

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‫ﻣﻥ ﺃﺳﻔﻝ ﺍﻟﻰ ﺍﻋﻠﻰ‬
‫ﺍﻟﺸﺮﻛﺔ‬
‫ﺍﻟﻘﺎﺑﻀﺔ‬
‫ﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﺍﻟﺘﻮﺭﻳﺪﺍﺕ‬ ‫ﺍﻻﻧﺸﺎءﺍﺕ‬
Page 155 of 180

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‫ﻣﻥ ﺃﻋﻠﻰ ﺍﻟﻰ ﺍﺳﻔﻝ‬
‫ﺷﺮﻛﺔ‬
‫ﺗﻮﺭﻳﺪﺍﺕ‬
‫ﺍﻟﺘﻌﺎﻗﺪﺍﺕ‬ ‫ﺍﻟﻤﺒﻴﻌﺎﺕ‬ ‫ﺍﻟﺘﺴﻮﻳﻖ‬
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‫ﺗﺟﻧﺏ ﺗﺿﺎﺩ ﺍﻻﻫﺩﺍﻑ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻤﻨﻈﻤﺔ‬
‫ﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﻠﻔﺔ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻌﺎﻗﺪﺍﺕ‬
‫ﺟﺬﺏ ﺍﻟﻤﻮﺭﺩﻳﻦ‬
‫ﺍﻟﻤﻤﻴﺰﻳﻦ‬
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‫ﺗﺟﻧﺏ ﺗﺿﺎﺩ ﺍﻻﻫﺩﺍﻑ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﻤﻨﻈﻤﺔ‬
‫ﺗﻘﻠﻴﻞ ﺍﻟﺘﻜﻠﻔﺔ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻌﺎﻗﺪﺍﺕ‬
‫ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﻓﻌﺎﻟﻴﺔ‬
‫ﺍﻟﺘﻜﻠﻔﺔ ﻟﻠﻌﻘﺪ‬
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‫ﺑﻁﺎﻗﺔ ﺍﻻﺩﺍء ﺍﻟﻣﺗﻭﺍﺯﻥ – ﺷﺭﻛﺔ ﻣﺷﺭﻭﺑﺎﺕ‬
‫ﺍﻟﻤﺎﻟﻲ‬ ‫ﺍﻟﻌﻤﻼء‬
‫ﺯﻳﺎﺩﺓ ﺍﻟﺮﺑﺢ‬ ‫ﺿﻤﺎﻥ ﻭﻻء ﺍﻟﻌﻤﻼء‬
‫ﺻﺎﻓﻲ ﺍﻟﺮﺑﺢ ‪$‬‬ ‫ﺻﺎﻓﻲ ﺩﺭﺟﺔ ﺍﻟﺘﺮﻭﻳﺞ ‪%‬‬
‫ﻫﺎﻣﺶ ﺍﻟﺮﺑﺢ ‪%‬‬ ‫ﺍﻟﻌﻤﻼء ﺍﻟﺤﺎﻟﻴﻴﻦ ﺍﻟﻌﺎﺋﺪﻳﻦ ‪%‬‬
‫ﺿﻤﺎﻥ ﺍﻟﺜﺒﺎﺕ ﺍﻟﻤﺎﻟﻲ‬ ‫ﺯﻳﺎﺩﺓ ﺍﻟﺴﻮﻕ‬
‫ﺍﻻﺧﺘﻼﻑ ﻋﻦ ﺍﻟﻤﻮﺍﺯﻧﺔ‪%‬‬ ‫ﻧﺴﺒﺔ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺍﻟﺴﻮﻕ‪%‬‬
‫ﻣﺼﺎﺭﻳﻒ ﺍﻟﺘﺸﻐﻴﻞ ‪$‬‬ ‫ﻋﺪﺩ ﺍﻟﻌﻤﻼء ﻓﻲ ﺍﻟﺸﻬﺮ‪#‬‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‬ ‫ﺍﻻﻓﺮﺍﺩ ﻭﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﻨﻤﻮ‬
‫ﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺍﻻﻧﺘﺎﺝ‬ ‫ﺍﻟﺤﻔﺎﻅ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻋﺎﻟﻲ ﻣﻦ ﺭﺿﺎ ﺍﻟﻤﻮﻅﻔﻴﻦ‬
‫ﻋﺪﺩ ﺍﻟﻤﻨﺘﺠﺎﺕ ‪#‬‬ ‫ﻧﺴﺒﺔ ﺭﺿﺎ ﺍﻟﻤﻮﻅﻔﻴﻦ ‪%‬‬
‫ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﻤﻨﺘﺠﺔ ﻟﻜﻞ ﺳﺎﻋﺔ ﻋﻤﻞ ‪#‬‬ ‫ﻣﻌﺪﻝ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﺎﻟﺔ ‪%‬‬
‫ﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺤﺪ ﺍﻻﺩﻧﻰ ﻣﻦ ﺍﻟﻤﺨﺰﻭﻥ‬ ‫ﺿﻤﺎﻥ ﺍﺗﺎﺣﻴﺔ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ‬
‫ﻋﺪﺩ ﺍﻟﺸﻬﻮﺭ ﺍﻟﺘﻲ ﻳﻐﻄﻴﻬﺎ ﺍﻟﻤﺨﺰﻭﻥ‪#‬‬ ‫ﺍﻟﺨﻄﻂ ﺍﻟﻨﺎﺟﺤﺔ ﻻﺻﺤﺎﺏ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﻬﺎﻣﺔ‪%‬‬
‫ﻗﻴﻤﺔ ﺍﻟﻤﺨﺰﻭﻥ ﺍﻵﻣﻦ ‪$‬‬ ‫ﻋﺪﺩ ﺍﻟﻤﺘﻘﺪﻳﻦ ﻟﻜﻞ ﻭﻅﻴﻔﺔ ‪#‬‬
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‫‪Cascading KPIs‬‬
‫ﺍﻧﺗﻘﺎﻝ ﺍﻟﻣﺅﺷﺭﺍﺕ ﻋﺑﺭ ﺍﻟﻣﺳﺗﻭﻳﺎﺕ ﺍﻟﻣﺧﺗﻠﻔﺔ‬
‫ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﻣﺆﺷﺮﺍﺕ ﺍﻟﻤﻨﻈﻤﺔ ﺍﻟﻰ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍﺭﺓ ﻟﻪ ﺛﻼﺙ ﺣﺎﻻﺕ ‪-:‬‬
‫‪ -1‬ﻧﻔﺲ ﺍﻻﻫﺪﺍﻑ ﻭﻧﻔﺲ ﺍﻟﻤﺆﺷﺮﺍﺕ‬
‫‪ -2‬ﻧﻔﺲ ﺍﻻﻫﺪﺍﻑ ﻣﻊ ﺍﺧﺘﻼﻑ ﺍﻟﻤﺆﺷﺮﺍﺕ‬
‫‪ -3‬ﺍﺧﺘﻼﻑ ﻓﻲ ﺍﻻﻫﺪﺍﻑ ﻭﺍﻟﻤﺆﺷﺮﺍﺕ‬
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‫ﺑﻁﺎﻗﺔ ﺍﻻﺩﺍء ﺍﻟﻣﺗﻭﺍﺯﻥ – ﺍﺩﺍﺭﺓ ﺍﻟﺗﺳﻭﻳﻖ‬
‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﻗﺴﻢ ﺍﻟﺘﺴﻮﻳﻖ‬
‫ﺿﻤﺎﻥ ﻭﻻء ﺍﻟﻌﻤﻼء‬
‫ﺻﺎﻓﻲ ﺩﺭﺟﺔ ﺍﻟﺘﺮﻭﻳﺞ ‪%‬‬
‫ﺍﻟﻌﻤﻼء ﺍﻟﺤﺎﻟﻴﻴﻦ ﺍﻟﻌﺎﺋﺪﻳﻦ ‪%‬‬
‫ﺯﻳﺎﺩﺓ ﺍﻟﺴﻮﻕ‬
‫ﻧﺴﺒﺔ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺍﻟﺴﻮﻕ‪%‬‬
‫ﻋﺪﺩ ﺍﻟﻌﻤﻼء ﻓﻲ ﺍﻟﺸﻬﺮ‪#‬‬
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‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‬ ‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‬

‫ﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺍﻻﻧﺘﺎﺝ‬
‫ﺿﻤﺎﻥ ﺣﻤﻼﺕ ﺗﺴﻮﻳﻘﻴﺔ ﻓﻌﺎﻟﺔ‬
‫ﻋﺪﺩ ﺍﻟﻤﻨﺘﺠﺎﺕ ‪#‬‬ ‫ﻧﺴﺒﺔ ﺍﻟﻤﻌﺮﻓﺔ ﺑﺎﻟﻤﺎﺭﻛﺔ ‪%‬‬
‫ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﻤﻨﺘﺠﺔ ﻟﻜﻞ ﺳﺎﻋﺔ ﻋﻤﻞ ‪#‬‬ ‫ﻋﺪﺩ ﺍﻟﻌﻤﻼء ﺍﻟﺠﺪﺩ ﺑﻌﺪ ﺣﻤﻼﺕ ﺍﻟﺘﺮﻭﻳﺞ ‪#‬‬
‫ﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺤﺪ ﺍﻻﺩﻧﻰ ﻣﻦ ﺍﻟﻤﺨﺰﻭﻥ‬ ‫ﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺘﻔﺎﻋﻞ ﺑﻤﻮﺍﻗﻊ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ‬
‫ﻋﺪﺩ ﺍﻟﺸﻬﻮﺭ ﺍﻟﺘﻲ ﻳﻐﻄﻴﻬﺎ ﺍﻟﻤﺨﺰﻭﻥ‪#‬‬ ‫ﻋﺪﺩ ﺍﻟﺒﻮﺳﺘﺎﺕ ﻓﻲ ﺍﻟﻤﻮﺍﻗﻊ ﺍﺳﺒﻮﻋﻴﺎ‪#‬‬
‫ﻗﻴﻤﺔ ﺍﻟﻤﺨﺰﻭﻥ ﺍﻵﻣﻦ ‪$‬‬ ‫ﻋﺪﺩ ﺍﻟﻤﺸﺎﺭﻛﺎﺕ ﻟﻜﻞ ﻓﻴﺪﻳﻮ‪#‬‬
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‫ﺍﻻﻓﺮﺍﺩ ﻭﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﻨﻤﻮ‬ ‫ﺍﻻﻓﺮﺍﺩ ﻭﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﻨﻤﻮ‬

‫ﺍﻟﺤﻔﺎﻅ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﻋﺎﻟﻲ ﻣﻦ ﺭﺿﺎ ﺍﻟﻤﻮﻅﻔﻴﻦ‬
‫ﺗﻨﺸﺌﺔ ﺛﻘﺎﻓﺔ ﺍﻟﺘﻌﻠﻢ‬
‫ﻧﺴﺒﺔ ﺭﺿﺎ ﺍﻟﻤﻮﻅﻔﻴﻦ ‪%‬‬ ‫ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﺍﻟﺘﺪﺭﻳﺐ ﻟﻜﻞ ﻣﻮﻅﻒ ﻓﻲ ﺍﻟﺘﺴﻮﻳﻖ ‪#‬‬
‫ﻣﻌﺪﻝ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﺎﻟﺔ ‪%‬‬ ‫ﻧﺴﺒﺔ ﻣﻮﻅﻔﻲ ﺍﻟﺘﺴﻮﻳﻖ ﺍﺻﺤﺎﺏ ﺍﻟﻜﻔﺎءﺓ ﺍﻟﻤﻄﻠﻮﺑﺔ ‪%‬‬
‫ﺿﻤﺎﻥ ﺍﺗﺎﺣﻴﺔ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ‬ ‫ﺿﻤﺎﻥ ﺍﺗﺎﺣﻴﺔ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ‬

‫ﺍﻟﺨﻄﻂ ﺍﻟﻨﺎﺟﺤﺔ ﻻﺻﺤﺎﺏ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﻬﺎﻣﺔ‪%‬‬ ‫ﺍﻟﺨﻄﻂ ﺍﻟﻨﺎﺟﺤﺔ ﻻﺻﺤﺎﺏ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﻬﺎﻣﺔ ‪%‬‬
‫ﻋﺪﺩ ﺍﻟﻤﺘﻘﺪﻳﻦ ﻟﻜﻞ ﻭﻅﻴﻔﺔ ‪#‬‬ ‫ﻋﺪﺩ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﺨﺎﻟﻴﺔ ﻟﻠﻘﺴﻢ ‪#‬‬
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‫ﺍﻟﻤﺎﻟﻲ‬ ‫ﺍﻟﻤﺎﻟﻲ‬
‫ﺯﻳﺎﺩﺓ ﺍﻟﺮﺑﺢ‬
‫ﺿﻤﺎﻥ ﺍﻟﺜﺒﺎﺕ ﺍﻟﻤﺎﻟﻲ‬
‫ﺻﺎﻓﻲ ﺍﻟﺮﺑﺢ ‪$‬‬
‫ﺍﻻﺧﺘﻼﻑ ﻋﻦ ﻣﻮﺍﺯﻧﺔ ﺍﻟﺤﻤﻼﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ‪%‬‬
‫ﻫﺎﻣﺶ ﺍﻟﺮﺑﺢ ‪%‬‬ ‫ﻣﺼﺎﺭﻳﻒ ﺍﻟﺘﺸﻐﻴﻞ ﻟﻘﺴﻢ ﺍﻟﺘﺴﻮﻳﻖ‪$‬‬
‫ﺿﻤﺎﻥ ﺍﻟﺜﺒﺎﺕ ﺍﻟﻤﺎﻟﻲ‬ ‫ﻗﻴﻤﺔ ﺍﻟﺘﻮﻓﻴﺮ ﺍﻟﻤﺤﻘﻘﺔ ﻋﻦ ﺍﻟﻨﻔﻘﺎﺕ‪$‬‬
‫ﺍﻻﺧﺘﻼﻑ ﻋﻦ ﺍﻟﻤﻮﺍﺯﻧﺔ‪%‬‬
‫ﻣﺼﺎﺭﻳﻒ ﺍﻟﺘﺸﻐﻴﻞ ‪$‬‬
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‫‪Cascading KPIs‬‬
‫ﺍﻧﺗﻘﺎﻝ ﺍﻟﻣﺅﺷﺭﺍﺕ ﻋﺑﺭ ﺍﻟﻣﺳﺗﻭﻳﺎﺕ ﺍﻟﻣﺧﺗﻠﻔﺔ‬
‫ﺍﺭﺷﺎﺩﺍﺕ ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍﺭﺓ ﺍﻟﻰ ﻣﺆﺷﺮﺍﺕ ﺍﻻﻓﺮﺍﺩ‬
‫‪ -1‬ﻳﺘﻢ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﻤﺘﺄﺛﺮﺓ ﻣﺒﺎﺷﺮﺓ ﺑﺄﺩﺍء ﺍﻟﻤﻮﻅﻒ ﺍﻟﻔﺮﺩﻱ‬
‫‪ -2‬ﻻ ﻳﺘﻮﺟﺐ ﺍﺳﺘﺨﺮﺍﺝ ﻣﺆﺷﺮﺍﺕ ﺍﺩﺍء ﻟﻜﻞ ﻣﻨﻈﻮﺭ‬
‫‪ -3‬ﺗﺤﺪﻳﺪ ﻋﺪﺩ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﻗﻴﺎﺳﻬﺎ ﺑﻄﺮﻳﻘﺔ ﺫﺍﺕ ﻛﻔﺎءﺓ‬
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‫ﺑﻁﺎﻗﺔ ﺍﻟﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ ﻟﻣﺳﻭﻕ‬

‫‪Job Description‬‬
‫ﺟﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻜﻤﻴﺔ ﻭﺍﻟﻨﻮﻋﻴﺔ ﻣﻦ ﺍﻟﺤﻤﻼﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‬

‫ﺇﺟﺮﺍء ﺗﺤﻠﻴﻞ ﺍﻷﺳﻮﺍﻕ ﻭﺇﺟﺮﺍء ﺍﻷﺑﺤﺎﺙ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻋﻦ ﺍﻟﻤﻨﺎﻓﺴﻴﻦ‪.‬‬
‫ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﺮﻭﻳﺠﻴﺔ ﻭﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻭﺍﻹﻋﻼﻣﻴﺔ ﻣﺜﻞ ﻭﺳﺎﺋﻞ ﺍﻟﺘﻮﺍﺻﻞ‬
‫ﺍﻻﺟﺘﻤﺎﻋﻲ ﻭﺗﺴﻮﻳﻖ ﺍﻟﺒﺮﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ‪.‬‬
‫ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺇﻋﺪﺍﺩ ﺍﻟﻌﺮﻭﺽ ﺍﻟﺘﺮﻭﻳﺠﻴﺔ ﻭﺍﻟﺤﻤﻼﺕ ﺍﻻﻋﻼﻧﻴﺔ‪.‬‬
‫ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺗﻮﺯﻳﻊ ﺍﻟﻤﻮﺍﺩ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻋﻠﻰ ﺍﻟﻘﻨﻮﺍﺕ ﺍﻟﻤﺨﺘﻠﻔﺔ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﻭﺗﺤﺪﻳﺚ ﻗﻮﺍﻋﺪ ﺑﻴﺎﻧﺎﺕ ﺍﻟﺸﺮﻛﺔ ﻭﺃﻧﻈﻤﺔ ﺇﺩﺍﺭﺓ ﻋﻼﻗﺎﺕ ﺍﻟﻌﻤﻼء ‪CRM.‬‬
‫ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺗﻨﻈﻴﻢ ﺍﻷﺣﺪﺍﺙ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ ﻭﺍﻟﻤﻨﺎﺳﺒﺔ ﺍﻟﻤﺨﺘﻠﻔﺔ‪.‬‬
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‫ﻗﺴﻢ ﺍﻟﺘﺴﻮﻳﻖ‬ ‫ﺍﻟﻤﺴﻮﻕ‬
‫ﺭﺿﺎ ﺍﻟﻌﻤﻼء‬
‫ﻧﺴﺒﺔ ﺭﺿﺎ ﺍﻟﻌﻤﻴﻞ ﻋﻦ ﺍﻟﻤﺴﻮﻕ ‪%‬‬
‫ﻋﺪﺩ ﺍﻟﺸﻜﺎﻭﻯ‪#‬‬
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‫ﻗﺴﻢ ﺍﻟﺘﺴﻮﻳﻖ‬ ‫ﺍﻟﻤﺴﻮﻕ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‬ ‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ‬

‫ﺿﻤﺎﻥ ﺣﻤﻼﺕ ﺗﺴﻮﻳﻘﻴﺔ ﻓﻌﺎﻟﺔ‬
‫ﺍﻻﻟﻤﺎﻡ ﺑﻘﺪﺭ ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‬
‫ﻧﺴﺒﺔ ﺍﻟﻤﻌﺮﻓﺔ ﺑﺎﻟﻤﺎﺭﻛﺔ ‪%‬‬ ‫ﻋﺪﺩ ﺍﻻﺑﺤﺎﺙ ﺍﻟﺘﻲ ﺗﻢ ﺗﻘﺪﻳﻤﻬﺎ ﻋﻦ ﺍﻟﻤﻨﺘﺠﺎﺕ‬
‫ﻋﺪﺩ ﺍﻟﻌﻤﻼء ﺍﻟﺠﺪﺩ ﺑﻌﺪ ﺣﻤﻼﺕ ﺍﻟﺘﺮﻭﻳﺞ ‪#‬‬
‫ﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺘﻔﺎﻋﻞ ﺑﻤﻮﺍﻗﻊ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫ﺍﻟﻤﺤﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﺘﻔﺎﻋﻞ ﺑﻤﻮﺍﻗﻊ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻻﺟﺘﻤﺎﻋﻲ‬
‫ﻋﺪﺩ ﺍﻟﺒﻮﺳﺘﺎﺕ ﻓﻲ ﺍﻟﻤﻮﺍﻗﻊ ﺍﺳﺒﻮﻋﻴﺎ‪#‬‬ ‫ﻋﺪﺩ ﺍﻟﺒﻮﺳﺘﺎﺕ ﻓﻲ ﺍﻟﻤﻮﺍﻗﻊ ﺍﺳﺒﻮﻋﻴﺎ‪#‬‬
‫ﻋﺪﺩ ﺍﻟﻤﺸﺎﺭﻛﺎﺕ ﻟﻜﻞ ﻓﻴﺪﻳﻮ‪#‬‬ ‫ﻋﺪﺩ ﺍﻟﻤﺸﺎﺭﻛﺎﺕ ﻟﻜﻞ ﻓﻴﺪﻳﻮ‪#‬‬
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‫ﺍﻻﻓﺮﺍﺩ ﻭﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﻨﻤﻮ‬ ‫ﺍﻻﻓﺮﺍﺩ ﻭﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﻨﻤﻮ‬

‫ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﺍﻟﺘﺪﺭﻳﺐ ﻟﻜﻞ ﻣﻮﻅﻒ ﻓﻲ ﺍﻟﺘﺴﻮﻳﻖ ‪#‬‬ ‫ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﺍﻟﺘﺪﺭﻳﺐ ‪#‬‬
‫ﻧﺴﺒﺔ ﻣﻮﻅﻔﻲ ﺍﻟﺘﺴﻮﻳﻖ ﺍﺻﺤﺎﺏ ﺍﻟﻜﻔﺎءﺓ ﺍﻟﻤﻄﻠﻮﺑﺔ ‪%‬‬ ‫ﻧﺴﺒﺔ ﻛﻔﺎءﺓ ﺍﻟﻤﻮﻅﻒ ﻟﻠﻜﻔﺎءﺓ ﺍﻟﻤﻄﻠﻮﺑﺔ ‪%‬‬
‫ﺿﻤﺎﻥ ﺍﺗﺎﺣﻴﺔ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ‬

‫ﺍﻟﺨﻄﻂ ﺍﻟﻨﺎﺟﺤﺔ ﻻﺻﺤﺎﺏ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﻬﺎﻣﺔ‪%‬‬
‫ﻋﺪﺩ ﺍﻟﻮﻅﺎﺋﻒ ﺍﻟﺨﺎﻟﻴﺔ ﻟﻠﻘﺴﻢ ‪#‬‬
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‫ﺍﻟﻌﺭﺽ ﺍﻟﻣﺭﺋﻲ ﻟﻠﻣﻌﻠﻭﻣﺎﺕ‬
‫ﻟﻮﺣﺔ ﺍﻟﺘﺤﻜﻢ ‪Dashboard‬‬

‫ﺍﺑﺴﻂ ﻣﺜﺎﻝ ﺍﻟﻌﺪﺍﺩﺍﺕ ﻓﻲ ﺍﻟﺴﻴﺎﺭﺓ ﺗﻤﺜﻞ ﺣﺎﻟﺔ ﺍﻟﻤﻮﺗﻮﺭ ﻭﺍﻟﺴﺮﻋﺔ ﻭﺩﺭﺟﺔ‬
‫ﺍﻟﺤﺮﺍﺭﺓ ﻭﺍﻟﻮﻗﻮﺩ‬
‫ﺗﺒﺴﻴﻂ ﺍﻟﻨﺘﺎﺋﺞ ﻓﻲ ﺭﺳﻮﻣﺎﺕ ﺑﻴﺎﻧﻴﺔ ﻭﺗﺠﻤﻴﻌﻬﺎ ﻓﻲ ﻋﺪﺩ ﻣﺤﺪﻭﺩ ﻣﻦ ﺍﻟﺼﻔﺤﺎﺕ‬
‫ﻳﺘﻴﺢ ﻟﻼﺩﺍﺭﺓ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﺩﺭﺍﻙ ﺍﺳﺒﺎﺏ ﺍﻟﻤﺸﻜﻼﺕ ﻭﻛﻴﻔﻴﺔ ﺍﻟﻌﻼﺝ‬
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#AhmedEltayef
‫ﺍﻟﺑﺭﺍﻣﺞ ﺍﻟﻣﺳﺗﺧﺩﻣﺔ‬
‫ ﻣﺎﻳﻜﺮﻭﺳﻮﻓﺖ ﺍﻛﺴﻴﻞ‬-1
‫ﻳﺘﻤﻴﺰ ﺑﺎﻟﺴﻬﻮﻟﺔ ﻓﻲ ﺍﻻﺳﺘﺨﺪﺍﻡ‬
Inter active dashboard ‫ﻳﻤﻜﻦ ﻋﻤﻞ ﻟﻮﺣﺔ ﺍﻟﺘﺤﻜﻢ ﺍﻟﻔﻌﺎﻟﺔ‬
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#AhmedEltayef
Page 173 of 180

‫ﺍﻟﺭﺳﻭﻡ ﺍﻟﺑﻳﺎﻧﻳﺔ ﻭﺍﺳﺗﺧﺩﺍﻣﺎﺗﻬﺎ‬
‫‪ -1‬ﺷﺮﻳﻂ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻲ ‪Bar chart‬‬

‫ﺗﺴﺘﺨﺪﻡ ﻓﻲ ﺍﻟﻤﻘﺎﺭﻧﺔ ﺑﻴﻦ ﻗﻴﻢ )ﺍﻟﻤﺒﻴﻌﺎﺕ‪ -‬ﻋﺪﺩ ﺍﻟﻤﻨﺘﺠﺎﺕ ‪-‬‬
‫ﺍﻟﻤﺪﻳﻨﺔ ﺍﻟﻤﻨﻮﺭﺓ‬ ‫‪35000‬‬

‫‪40000‬‬
‫ﺍﻟﺪﻣﺎﻡ‬ ‫‪60000‬‬
‫‪60000‬‬
‫ﺟﺪﻩ‬ ‫‪70000‬‬ ‫ﻋﺪﺩ ﺍﻟﻘﻄﻊ ﺍﻟﻤﺒﺎﻋﺔ‬
‫‪65000‬‬
‫ﺍﻟﺮﻳﺎﺽ‬ ‫‪80000‬‬
‫‪100000‬‬
‫‪0‬‬ ‫‪50000‬‬ ‫‪100000‬‬ ‫‪150000‬‬

‫‪Page 174 of 180‬‬

‫‪ -1‬ﺷﺮﻳﻂ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻲ ﺍﻟﻤﺪﻣﺞ ‪Bar chart- Stacked‬‬

‫‪18‬‬
‫‪16‬‬
‫‪14‬‬
‫‪12‬‬
‫‪10‬‬
‫ﺍﻟﻨﺴﺎء‬
‫‪8‬‬
‫ﺍﻟﺮﺟﺎﻝ‬
‫‪6‬‬
‫‪4‬‬
‫‪2‬‬
‫‪0‬‬
‫ﻗﺴﻢ ﺍﻟﺘﺴﻮﻳﻖ‬ ‫ﺍﻟﺸﺌﻮﻥ ﺍﻟﻤﺎﻟﻴﺔ ﺍﻟﺸﺌﻮﻥ ﺍﻻﺩﺍﺭﻳﺔ ﺍﻟﻤﻜﺘﺐ ﺍﻟﻔﻨﻲ‬
‫‪Page 175 of 180‬‬

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Bullet Graphs ‫ ﺷﺮﻳﻂ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻲ ﺍﻟﻨﻘﻄﻲ‬-1
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Dial Charts ‫ ﺍﻟﻤﺨﻄﻂ ﺍﻟﻨﺼﻒ ﺩﺍﺋﺮﻱ‬-1

‫ﻳﻮﺿﺢ ﻣﻨﺎﻁﻖ ﺍﻟﻘﺒﻮﻝ ﻭﻋﺪﻡ ﺍﻟﻘﺒﻮﻝ ﻟﻠﻌﺘﺒﺎﺕ‬
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‫‪ -1‬ﺍﻟﻤﺨﻄﻂ ﺍﻟﺨﻄﻲ ‪Line Charts/‬‬

‫ﻣﻔﻴﺪ ﻓﻲ ﺍﻟﺘﺘﺒﻊ ﻭﺗﺤﻠﻴﻞ ﺍﻻﺗﺠﺎﻩ‬
‫ﻋﺪﺩ ﺍﻟﻘﻄﻊ ﺍﻟﻤﻌﻴﺒﺔ‬
‫‪45‬‬
‫‪40‬‬
‫‪35‬‬
‫‪30‬‬
‫‪25‬‬
‫‪20‬‬
‫‪15‬‬ ‫ﻋﺪﺩ ﺍﻟﻘﻄﻊ ﺍﻟﻤﻌﻴﺒﺔ‬
‫‪10‬‬
‫‪5‬‬
‫‪0‬‬
‫ﻳﻮﻧﻴﻪ‬ ‫ﻳﻮﻟﻴﻪ‬ ‫ﺍﻏﺴﻄﺲ‬ ‫ﺳﺒﺘﻤﺒﺮ‬ ‫ﺃﻛﺘﻮﺑﺮ‬ ‫ﻧﻮﻓﻤﺒﺮ‬
‫‪2020‬‬ ‫‪2020‬‬ ‫‪2020‬‬ ‫‪2020‬‬ ‫‪2020‬‬ ‫‪2020‬‬
‫‪Page 178 of 180‬‬

‫ﺍﺭﺷﺎﺩﺍﺕ‬
‫‪ -1‬ﺗﺄﻛﺪ ﻣﻦ ﻣﻨﺎﺳﺒﺔ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻲ ﻟﻠﺒﻴﺎﻧﺎﺕ‬

‫‪ -2‬ﻻﺑﺪ ﻣﻦ ﻭﺟﻮﺩ ﻋﻨﺎﻭﻳﻦ‬
‫‪-3‬ﺑﺪء ﺍﻟﻤﺤﻮﺭ ﺍﻟﺬﻱ ﺑﻪ ﺍﻋﺪﺍﺩ ﻣﻦ ﺍﻟﺼﻔﺮ‬
‫‪ -4‬ﻋﺪﻡ ﺍﻟﻤﺒﺎﻟﻐﺔ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻻﻟﻮﺍﻥ ﺍﻟﻜﺜﻴﺮﺓ‬
‫‪ -5‬ﺍﻟﺒﻌﺪ ﻋﻦ ﺍﻟﺨﻠﻔﻴﺎﺕ ﺍﻟﺪﺍﻛﻨﺔ‬
‫‪ -6‬ﻋﺪﻡ ﺍﺳﺘﺨﺪﺍﻡ ﺧﺮﻳﻄﺔ ﺍﻟﻔﻄﻴﺮﺓ ﻣﻊ ﺍﻟﻤﺆﺷﺮﺍﺕ‬
‫‪ -7‬ﻋﺪﻡ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻻﺑﻌﺎﺩ ﺍﻟﺜﻼﺛﻴﺔ‬
‫‪ -8‬ﻋﺪﻡ ﺍﺯﺩﺣﺎﻡ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫‪Page 179 of 180‬‬

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Thank You
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Key Performance Indicators

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

‫ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﺑﻄﺎﻗﺎﺕ‬ ‫ﺍﻫﻤﻴﺔ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬

‫ﺍﻟﺘﻤﺜﻴﻞ ﺍﻟﺒﻴﺎﻧﻲ‬ ‫ﺃﻫﺪﺍﻑ‬ ‫‪02‬‬ ‫ﺍﻟﻘﺎء ﺍﻟﻀﻮء ﻋﻠﻰ‬

‫‪Ahmed Mustafa Eltayef‬‬

‫‪ -1‬ﺍﺳﺘﺨﺪﺍﻣﺎﺕ ‪ KPI‬ﻓﻲ ﻛﻞ ﻣﻨﺎﺣﻲ ﺍﻟﺤﻴﺎﻩ ﻭﻣﻨﻪ ﻳﺘﻀﺢ ﺍﻟﻔﺌﺔ ﺍﻟﻤﺴﺘﻬﺪﻓﺔ‬

‫‪ -2‬ﺍﻫﻤﻴﺔ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬

‫‪ -3‬ﻣﻌﻮﻗﺎﺕ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬

‫‪ -4‬ﺷﺠﺮﺓ ﺍﻟﻌﺎﺋﻠﺔ ﻟﻤﺆﺷﺮﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬

‫‪Metrics Vs KPI‬‬ ‫‪-5‬ﺍﻟﻔﺮﻕ ﺑﻴﻦ ﺍﻟﻤﻘﻴﺎﺱ ﻭﻣﺆﺷﺮ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻲ‬

‫‪Performance measurements Challenges‬‬ ‫‪ -6‬ﺃﻫﻢ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻓﻲ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬

‫‪KPI template form‬‬ ‫‪ -7‬ﺑﻄﺎﻗﺔ ‪KPI‬ﻭﻣﻜﻮﻧﺎﺗﻬﺎ‬

‫‪Ahmed Mustafa Eltayef‬‬

‫‪KPI types‬‬ ‫‪ -8‬ﺍﻧﻮﺍﻉ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺍﻟﻔﺎﺋﺪﺓ ﻣﻨﻬﺎ‬

‫‪Ahmed Mustafa Eltayef‬‬

‫ﺍﻟﺪﻭﺭﺓ ﺍﺩﺍﺭﻳﺔ ﻭﻟﻴﺴﺖ ﻫﻨﺪﺳﻴﺔ‬

‫ﺍﺳﺘﻌﻤﺎﻝ ﺍﻟﻠﻐﺘﻴﻦ ﺍﻟﻌﺮﺑﻴﺔ ﻭﺍﻻﻧﺠﻠﻴﺰﻳﺔ‬

‫ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺳﺘﻜﻮﻥ ﻓﻲ ﻣﺠﺎﻻﺕ ﻣﺘﻌﺪﺩﺓ‬

‫ﻧﺠﺎﺡ ﺍﻟﺪﻭﺭﺓ ﻣﺮﺗﺒﻂ ﺑﺘﻔﺎﻋﻞ ﺍﻟﻤﺘﺪﺭﺑﻴﻦ‬

‫‪Ahmed Mustafa Eltayef‬‬

‫‪ -1 ‬ﻣﺠﺎﻻﺕ ﺍﺳﺘﺨﺪﺍﻡ ‪KPI‬‬

‫‪ -2 ‬ﺗﻌﺮﻳﻒ ﻣﺆﺷﺮ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻲ‬

‫‪ -3 ‬ﺍﻫﻤﻴﺔ ﻣﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ‬

‫‪ -4 ‬ﻣﺸﺎﻛﻞ ﻗﻴﺎﺱ ﺍﻻﺩﺍء‬

‫‪Ahmed Mustafa Eltayef‬‬

KPI ‫ﻣﺟﺎﻻﺕ ﺍﺳﺗﺧﺩﺍﻣﺎﺕ‬

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

Ahmed Mustafa Eltayef

‫ﺗﻌﺭﻳﻑ ﻣﺅﺷﺭ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻲ‬

‫ﺗﻌﺒﻴﺮ ﻗﻴﺎﺳﻲ )ﻣﺅﺷﺭ(‬

‫ﻟﺘﺤﻘﻴﻖ ﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ )ﺃﺩﺍء(‬

‫ﻓﻲ ﻣﺴﺎﺣﺔ ﻣﺘﻌﻠﻘﺔ ﺑﻨﺸﺎﻁ ﺍﻟﻜﻴﺎﻥ ) ﺭﺋﻴﺴﻲ(‬

‫‪.‬ﺑﺘﻌﺒﻴﺮ ﺍﺧﺮ ﻗﻴﺎﺱ ﻣﺪﻯ ﺗﺤﻘﻴﻖ ﺍﻻﻫﺪﺍﻑ‬

‫‪Ahmed Mustafa Eltayef‬‬

‫ﺻﻭﺭ ﻣﺅﺷﺭﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬

Ahmed Mustafa Eltayef

Specific Achievable Time based

Ahmed Mustafa Eltayef

‫ﺃﻱ ﻣﻦ ﺍﻻﻫﺪﺍﻑ ﺍﻻﺗﻴﺔ ﻫﺪﻑ ﺯﻛﻲ ‪SMART‬‬

‫‪ -2 ‬ﺗﻘﻠﻴﻞ ﻣﺘﻮﺳﻂ ﺗﻜﻠﻔﺔ ﺍﻟﻌﺎﻣﻞ ﺑﻘﺴﻢ ﺍﻟﺘﺼﻤﻴﻢ ﺑﻨﺴﺒﺔ ‪% 25‬‬

‫‪ -3 ‬ﺯﻳﺎﺩﺓ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺑﻔﺮﻉ ﺍﻟﻘﺎﻫﺮﺓ ﺏ‪ 100‬ﺍﻟﻒ ﺟﻨﻴﻪ ﺧﻼﻝ ﺍﻟﺸﻬﺮ‬

‫‪-5 ‬ﺍﻧﺨﻔﺎﺽ ﺍﻟﺤﻮﺍﺩﺙ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ ﺧﻼﻝ ﻋﺎﻡ‬

‫‪ – 6 ‬ﺗﻘﻠﻴﻞ ﻣﻌﺪﻻﺕ ﺩﻭﺭﺍﻥ ﺍﻟﻌﻤﺎﻟﺔ ﺑﻨﺴﺒﺔ ‪ % 20‬ﺧﻼﻝ ‪ 6‬ﺷﻬﻮﺭ‬

‫‪Ahmed Mustafa Eltayef‬‬

Values added by KPI

Ahmed Mustafa Eltayef

‫‪Ahmed Mustafa Eltayef‬‬

‫‪Ahmed Mustafa Eltayef‬‬

‫‪700‬‬ ‫‪660‬‬ ‫ﺍﻻﻳﺮﺍﺩﺍﺕ‬

‫‪Ahmed Mustafa Eltayef‬‬

‫ﻗﻴﺎﺱ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻻﺩﺍء ﺍﻟﺮﺋﻴﺴﻴﺔ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﺍﻛﺘﺸﺎﻑ ﻣﻮﺍﻁﻦ ﺍﻟﺨﻠﻞ‬

‫‪ % Inventory Accuracy 70‬ﻧﺴﺒﺔ ﻛﻔﺎﻳﺔ ﺍﻟﻤﺨﺰﻭﻥ‬