NDSL 8,127 Link page¿¡¼­ [¿ø¹®º¸±â] ¹öÆ°À» Ŭ¸¯Çϼ¼¿ä.

[±¹³» ÇÐÀ§³í¹®]

±â¾÷ÀÇ °æ¿µÈ¯°æÀº ºü¸£°í ½¯»õ ¾øÀÌ º¯È­Çϸ鼭 Áö¼ÓÀûÀÌ°í ÆÄ°ÝÀûÀÎ Çõ½Å¸¸ÀÌ Á¶Á÷ÀÇ Àå±âÀû »ýÁ¸°ú ¼ºÀåÀ» °¡´ÉÇÏ°Ô ÇÏ°í ÀÖ´Ù. ÀÌ·¯ÇÑ È¯°æ¼Ó¿¡¼­ BSC´Â Áö±Ý±îÁö »ê¾÷À¯Çü ¹× Á¶Á÷±Ô¸ð¿¡ »ó°ü¾øÀÌ Àü ¼¼°è¿¡ °ÉÃÄ ¼ö õ°³ÀÇ Á¶Á÷µé¿¡ µµÀԵǾî Áö¼ÓÀûÀ¸·Î ¼ºÀåÇØ ¿À°í ÀÖ´Ù. BSC´Â Àü»çÀûÀÎ Àü·«°øÀ¯ ¹× ÀÇ»ç°áÁ¤, ¼º°ú°ü¸® µîÀÇ ´Ù¾çÇÑ ¸ñÀû¿¡ »ç¿ëµÇ¸ç, ±×µ¿¾È ¸¹Àº ±â¾÷Àº ÁÖ·Î KPI(Key Performance Indicator)¶ó´Â Çٽɼº°úÁöÇ¥¿¡ ÀÔ°¢ÇÏ¿© ¼º°ú¸¦ Æò°¡ÇÏ¿´´Ù. ÇÏÁö¸¸ ÀÌ·¯ÇÑ KPI¸¦ ´Þ¼ºÇϱâ À§ÇÑ È°µ¿µé¿¡ ´ëÇؼ­´Â ÃøÁ¤°ú Æò°¡°¡ ÀÌ·ç¾îÁöÁö ¾Ê°í ÀÖ´Â ½ÇÁ¤ÀÌ´Ù. ½ÇÁúÀûÀ¸·Î ¿ì¸®ÀÇ ¾÷¹«´Â ÃøÁ¤ÇÏÁö ¾Ê°í °¡½ÃÈ­ÇÏÁö ¾ÊÀ¸¸é ¹®Á¦¸¦ ¹ß°ßÇÏ°í °³¼±ÇÏ´Â °ÍÀÌ ±Ùº»ÀûÀ¸·Î ºÒ°¡´ÉÇÏ´Ù. ±×·¯¹Ç·Î ¾÷¹« È°µ¿µéÀº ÃøÁ¤°ú ÇÔ²² °¡½ÃÈ­ÇÏ¿© Æò°¡µÇ¾î¾ß ÇÑ´Ù. À̸¦ À§Çؼ­´Â °¢ È°µ¿À» Áöǥȭ ¹× Æò°¡ÇÒ ¼ö ÀÖ´Â »õ·Î¿î ÇÁ·Î¼¼½º°¡ ¿ä±¸µÈ´Ù. ÀÌ¿¡ º» ³í¹®¿¡¼­´Â KPIÀÇ °á°ú âÃâÀ» À§ÇÑ È°µ¿À» KAI(Key Activity Indicator)·Î Á¤ÀÇÇÏ°í, KAI¸¦ ÁöǥȭÇÏ°í ÃøÁ¤ÇÏ¿© °ü¸®Çϱâ À§ÇÑ KAI µµÃâ ¸ðµ¨À» Á¦½ÃÇÏ¿´´Ù. º» ³í¹®¿¡¼­ Á¦½ÃÇÑ KAI µµÃ⠸𵨿¡¼­´Â ¼±Ç࿬±¸ ¹× BSCÀÇ KPI Ç®(Pool)À» ÅëÇØ ´ëÇ¥¼ºÀÌ ³ôÀº KPI¸¦ ¼±Á¤ÇÏ°í, 3¶ó¿îµå µ¨ÆÄÀÌ Á¶»ç¸¦ ÅëÇØ ¾÷¹« ºÐ¼®ÀÌ °¡Àå ¿ä±¸µÇ´Â KPI¿Í KAI¸¦ µµÃâÇÏ¿´´Ù. µµÃâµÈ KAI¿¡ ´ëÇؼ­´Â Æò°¡ÁöÇ¥ÀÇ »ó´ëÀû Á߿伺À» µµÃâÇϱâ À§Çؼ­ °èÃþºÐ¼®¹ý(AHP)À» ÀÌ¿ëÇÏ¿´´Ù. °á°úÀûÀ¸·Î ¾÷¹« È°µ¿À» °¡½ÃÈ­ÇÏ°í °³¼±À» ÅëÇØ ½ÇÁ¦ÀûÀÎ ¼º°ú âÃâÀ» À̲ø¾î ³»±â À§ÇÑ ¾÷¹« È°µ¿À» KAI·Î ÁöǥȭÇÏ°í Áß¿äµµ¿¡ µû¸¥ °¡ÁßÄ¡¸¦ µµÃâÇÏ¿´´Ù.

[±¹³»³í¹®]

º» ¿¬±¸ÀÇ ¸ñÀûÀº ±¹³» À§Å¹±Þ½Ä»ç¾÷ÀÇ °æ¿µ¼º°ú Æò°¡¸¦À§ÇÑÇٽɼº°úÆò°¡ÁöÇ¥(Key Performance Indicator; ÀÌÇÏ¿¡¼­´Â KPI·Î Ç¥±â)¸¦ °³¹ßÇÔÀ¸·Î½á ½ÇÁúÀûÀÎ À§Å¹±Þ½Ä»ç¾÷¿¡ µµ¿òÀ» ÁÖ°íÀÚ ÇÏ¿´´Ù. ÀÌ·¯ÇÑ ¸ñÀûÀ» ´Þ¼ºÇϱâ À§ÇØ, ±¹³» À§Å¹±Þ½Ä ȸ»ç¿¡¼­ 8³â ÀÌ»ó ±Ù¹«ÇÑ Àü¹®°¡¸¦ ´ë»óÀ¸·Î µ¨ÆÄÀÌ 3¶ó¿îµå Á¶»ç¸¦ ÅëÇÏ¿© °üÁ¡º° KPI¸¦ °³¹ßÇÏ¿´´Ù. °³¹ßµÈ KPI´Â ÇöÀç À§Å¹±Þ½Ä»ç¾÷ÀÌ Àß ÇØ¾ß ÇÒ ¹æÇâÀ» ¼³Á¤ÇÏ°í ¹Ì·¡¸¦ À§ÇØ ¹«¾ùÀ» ÁغñÇØ¾ß ÇÒ °ÍÀΰ¡¿¡ ´ëÇÑ ¹æÇâÀ» ¼³Á¤ÇÒ ¼ö ÀÖ°í, ÀÚº»À» ÁýÁßÇؾßÇÒ Ç׸ñÀ» ±¸Ã¼ÀûÀ¸·Î Á¦½ÃÇÏ´Â °Í¿¡ È°¿ëÇÒ ¼ö ÀÖ´Ù. ¶ÇÇÑ, À§Å¹±Þ½Ä»ç¾÷ÀÇ ÇöÀç °¡Ä¡¿Í ¹Ì·¡ °¡Ä¡¸¦ ¿Ã¹Ù¸£°Ô ÆÇ´ÜÇÒ ¼ö ÀÖµµ·ÏÇÏ¿©, À§Å¹±Þ½Äȸ»ç¸¦ ÀμöÇϰųª ÇÕº´ÇÒ ¶§ Á¤È®ÇÑ °¡Ä¡ ±âÁØÀ¸·Î »ç¿ëµÉ ¼ö ÀÖÀ» °ÍÀÌ´Ù. ÇÏÁö¸¸, º» ¿¬±¸´Â º» ¿¬±¸¿¡¼­´Â ±¹³» À§Å¹±Þ½Ä»ç¾÷ÀÇ Àü·«°ú BSCÀÇ °üÁ¡º° ¿µÇâ°ü°è¿¡ ´ëÇÑ ½ÇÁõ ºÐ¼®ÀÌ ¾ø¾ú±â ¶§¹®¿¡ °¢°¢ÀÇ KPI´Â Àǹ̰¡ ÀÖÁö¸¸, KPI°¡ ÀǹÌÇÏ´Â ¹æÇ⼺¿¡ ´ëÇؼ­´Â ÇÑ°è°¡ ÀÖ´Ù°í ÇÒ ¼ö ÀÖ´Ù.

[ÇØ¿Ü³í¹®]

Distribution is essential for the operation of a company, since it directly impacts supplies between SMEs and the consumer, placing itself at a point of evaluation with respect to the objectives set and achieved, especially in logistics. This research was carried out with the aim of deciphering the importance and impact that logistics KPI have on those of SMEs giving us in a general way how important the issue of logistics is through KPI for SMEs, it seeks to emphasize the impact of the implementation of these KPI to have a better functioning of the company but above all to offer a better customer service.

[ÇØ¿Ü³í¹®]

Accurately detecting anomalies and timely interventions are critical for cloud application maintenance. Traditional methods for performance anomaly detection based on thresholds and rules work well for simple key performance indicator (KPI) monitoring. Unfortunately, it is difficult to find the appropriate threshold levels when there are significant differences between KPI values at different times during the day or when there are significant fluctuations stemming from different usage patterns. Therefore, anomaly detection presents a challenge for all types of temporal data, particularly when non-stationary time series have special adaptability requirements or when the nature of potential anomalies is vaguely defined or unknown. To address this limitation, we propose a novel anomaly detector (called KPI-TSAD) for time-series KPIs based on supervised deep-learning models with convolution and long short-term memory (LSTM) neural networks, and a variational auto-encoder (VAE) oversampling model was used to address the imbalanced classification problem. Compared with other related research on Yahoo’s anomaly detection benchmark datasets, KPI-TSAD exhibited better performance, with both its accuracy and F-score exceeding 0.90 on the A1benchmark and A2Benchmark datasets. Finally, KPI-TSAD continued to perform well on several KPI monitoring datasets from real production environments, with the average F-score exceeding 0.72.

[ÇØ¿Ü³í¹®]

AbstractA family of nonsingular rational solutions of the Kadomtsev-Petviashvili (KP) I equation are investigated. These solutions have multiple peaks whose heights are time-dependent and the peak trajectories in the xy-plane are altered after collision. Thus they differ from the standard multi-peaked KPI simple n-lump solutions whose peak heights as well as peak trajectories remain unchanged after interaction. The anomalous scattering occurs due to a non-trivial internal dynamics among the peaks in a slow time scale. This phenomena is explained by relating the peak locations to the roots of complex heat polynomials. It follows from the long time asymptotics of the solutions that the peak trajectories separate as [FORMULA OMISSION] as |t| ¡æ ∞, and all the peak heights approach the same constant value corresponding to that of the simple one-lump solution. Consequently, a multi-peaked n-lump solution evolves to a superposition of n one-lump solutions asymptotically as |t| ¡æ ∞.

[±¹³»³í¹®]

Purpose: The purpose of this paper is to design an integrated informatization system that can manage quality & KPI by integrating management systems in the aerospace and defense industry, and study the effect on KPI when applied to related companies. Methods: The 7 management systems required for integration in the AS&D industry were studied, and an empirical analysis was conducted for H company in South Korea for the application of e-QMS integrated informatization & KPI system based on security environment and open quality. Results: The results of this study were analyzed to have an effect on the improvement of customer satisfaction and the positive improvement of quality failure cost in the aerospace and defense industry. And it was analyzed that it works to continuously comply with ethical management and environmental laws and prevent safety accidents. Conclusion: The greatest significance of this study is that it attempted to build an e-QMS integrated system in the aerospace and defense industry. Considering that the case of integrated management system and integrated operation of KPI in related industries has not been introduced in the existing literature, the results of this study will be shared as a meaningful preceding study in the era of digital quality information. In addition, the fact that the open-quality quality innovation methodology emphasizing measurement(M), tracking(T), and connection(C) was actually applied in an AS&D company and its effectiveness was objectively proven. It is expected that it will be a good paper for follow-up research.

[ÇØ¿Ü³í¹®]

[ÇØ¿Ü³í¹®]

A method to reinforce enterprise management and control is presented by aggregating the indexes of KPI, and the design and implement of KPI aggregator is described. The KPI aggregator implements dynamical generation of the data sources, aggregate methods and aggregate processes. Enterprise managers can master the enterprise condition in time through the KPI aggregator. and they can make decision and control the enterprise effectively.

[±¹³»³í¹®]

Purpose: There are several KPI(key performance indicators) models: BSC(balanced scorecard), IPOO(Input-process-output-outcomes) indicators, QCDP(quality-cost-delivery-productivity) indicators. This paper analyze these models and gives some suggestions to help the effective usage of KPI. Methods: This paper reviews and summarize the criteria to evaluate the PI(performance indicators) through literature review. Evaluation and analysis on the PI factors of the KPI developing models is performed by the criteria. Results: Criteria to evaluate the PI, which can be used to evaluate the goodness of PI is suggested. This paper also proposes some suggestions for the KPI models and their factors for the effective development of PI in the organization. Conclusion: This research will help the managers to develop and select useful PI and KPI for their business and processes.

[±¹³»³í¹®]

º» ¿¬±¸´Â ¼±Ç࿬±¸µé¿¡¼­ ÁÖ·Î ¼³¹®Á¶»ç¸¦ ÅëÇØ ¼±Á¤µÈ °Ç¼³±â¾÷ÀÇ KPIµéÀÌ ½ÇÁ¦·Îµµ ±× ½ÇÈ¿¼ºÀÌ ÀÖ´Â °ÍÀÎÁö¸¦ È®ÀÎÇÏ°í, ÀÌ °úÁ¤¿¡¼­ Á߼ҰǼ³±â¾÷ÀÇ °æÀï·ÂÀ» ³ôÀ̱â À§ÇØ ÇØ°áÇØ¾ß ÇÒ ¹®Á¦Á¡µéÀÌ ¹«¾ùÀÎÁö ÆľÇÇϱâ À§ÇØ ½ÇÁõÀڷḦ ÀÌ¿ëÇÏ¿© ºÐ¼®ÇÏ¿´´Ù. ±× °á°ú, Á߼ҰǼ³±â¾÷Àº ¹Ì·¡¼ºÀåÀ» À§ÇÑ ÅõÀÚ°¡ »ó´ëÀûÀ¸·Î ºÎÁ·ÇÏ¸ç °æÀï·ÂÀ» ³ôÀ̱â À§Çؼ­´Â À̸¦ º¸¿ÏÇØ¾ß ÇÏ´Â °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ¶ÇÇÑ, ¼±Ç࿬±¸µé¿¡¼­ ¼³¹®Á¶»ç¿¡ ÀÇÇÑ ¹®ÇåÀûÀÎ ¹æ¹ýÀ» ÅëÇØ ¼±Á¤ÇÑ ÁÖ¿ä KPIÀÇ ´ëºÎºÐÀÌ ½ÇÁõÀû ÀڷḦ ÀÌ¿ëÇÑ ºÐ¼®À» ÅëÇؼ­µµ ½ÇÈ¿¼ºÀÌ ÀÖ´Â ¼º°úÆò°¡ÁöÇ¥¶ó´Â Á¡ÀÌ È®ÀεǾú´Ù. º» ¿¬±¸´Â Á߼ҰǼ³±â¾÷ÀÇ °æÀï·Â °­È­ ¹æ¾È°ú ±âÁ¸ ¼±Ç࿬±¸µé¿¡¼­ ¼³¹®Á¶»ç¸¦ ÅëÇØ ¹®ÇåÀûÀ¸·Î µµÃâµÈ °Ç¼³±â¾÷ °æ¿µ¼º°úÁöÇ¥ÀÇ ½ÇÈ¿¼º¿¡ ´ëÇÏ¿© ½ÇÁõºÐ¼®À» ÅëÇØ ¿¬±¸¸¦ ¼öÇà Çß´Ù´Â Á¡¿¡¼­ ±× ÀÇÀÇ°¡ ÀÖ´Ù.

[ÇØ¿Ü³í¹®]

A key performance indicator (KPI) is a metric used to evaluate factors that are crucial to the success of an organization. Usually these factors are represented by normalized numbers (e.g. 0-100%) and maximizing or minimizing them is equivalent to making progress toward operational or strategic goals of the organization. Different KPIs of variable levels of complexity exist, rating factors such as customer and employee satisfaction, compliance, security or economic success. This article focuses on KPIs closely related to process operations like production performance, energy consumption, availability and safety. These KPIs are mainly based on measurable process data.

[ÇØ¿Ü³í¹®]

Islamic Communication and Broadcasting or commonly known as KPI, as one of the majors in Islamic colleges, must have an identity. Basically, the KPI’s scientific design can not be separated from two things, first, at the scientific level, the device is able to make science communication and science propaganda as the basis of activity design and the movement of Islamic broadcasting through various paradigmatic, theoretical, and methodological approaches. This is what is referred to as the ability of theoretical understanding (knowledge-based capability). Second, at a practical level, facilitating the growth of capabilities that could be the foundation undergraduate professional competence of KPI. Komunikasi dan penyiaran Islam atau yang biasa dikenal dengan KPI, sebagai salah satu jurusan di perguruan tinggi agama Islam, harus mempunyai identitas. Pada dasarnya desain keilmuan KPI tidak terlepas dari dua hal, Pertama, di level keilmuan, mampu menjadikan perangkat ilmu komunikasi dan ilmu dakwah sebagai basis dari desain aktivitas dan gerakan penyiaran Islam melalui berbagai pendekatan paradigmatik, teoritik, dan metodologis. Inilah yang disebut sebagai kemampuan pemahaman teoretik (knowladgebased capability). Kedua, di level praktis, memfasilitasi tumbuh kembangnya kemampuan yang dapat menjadi pijakan kompetensi profesi sarjana KPI.

[ÇØ¿Ü³í¹®]

The article deals with issues related to the study of improving the efficiency and effectiveness of physical education teachers. The authors used methods of literature analysis, questionnaires and SWOT analysis to justify the use of the KPI business technology in teachers’ professional activities. The presence in modern universities of functions similar to activities of commercial organizations and business structures, in particular the functions of attracting and managing finances, justifies the need to use technologies that have already proven their effectiveness in the economic environment. The basis for applying the KPI technology is data that reveal the potential of this technology. The article also presents the results of the analysis of professional functions performed by physical education teachers. The functions are divided into traditional, specific for physical education teachers, and functions that have appeared relatively recently, under the influence of mass digitalization and introduction of new technologies. Using formulas, an example of calculating key performance indicators, as well as teachers’ overall performance, is given. Based on the results of the analysis of the relationship between the KPI technology and the quality indicators of physical education teachers’ professional activity, the authors developed the Performance Management as a Result of Using the KPI Technology training program. The training is aimed at creating a new approach to professional activity, as well as at improving personal and corporate effectiveness using the KPI technology. The participants of the training took part in a survey after a certain period of time. The analysis of the survey results showed teachers’ interest in the KPI technology and readiness to use it in their activities. The respondents noted that the technology is transparent; it allows them to have a clear idea of the results they will receive a fair remuneration for, to predict the results of their professional activities. The advantages of the KPI technology are obvious, since performance evaluation has a transparent effect, which makes it clear to employees and builds trust in the organization’s management. The technology also contributes to the formation of employees’ responsibility for the results of their activities. The authors attributed the complexity and duration of the implementation process to the disadvantages of the KPI technology. The authors also concluded that preliminary work with teachers on the type of training can contribute to the most effective result for all participants in this process.

[ÇØ¿Ü³í¹®]

AbstractA large family of nonsingular rational solutions of the Kadomtsev-Petviashvili (KP) I equation are investigated. These solutions are constructed via the Gramian method and are identified as points in a complex Grassmannian. Each solution is a traveling wave moving with a uniform background velocity but have multiple peaks which evolve at a slower time scale in the co-moving frame. For large times, these peaks separate and form well-defined wave patterns in the xy-plane. The pattern formation are described by the roots of well-known polynomials arising in the study of rational solutions of Painlevé II and IV equations. This family of solutions are shown to be described by the classical Schur functions associated with partitions of integers and irreducible representations of the symmetric group of N objects. It is then shown that there exists a one-to-one correspondence between the KPI rational solutions considered in this article and partitions of a positive integer N.

[±¹³»³í¹®]

º» ¿¬±¸´Â BSCÀÇ ¼º°øÀû ±¸Ãà°ú È°¿ë¿¡ ÀÖ¾î ÃÖ±Ù º¯È­ÇÏ´Â °æ¿µÈ¯°æ¿¡ ÀûÀýÇÏ°Ô ´ëÀÀÇÏ°í, ±â¾÷ÀÇ °æ¿µÈ°µ¿¿¡¼­ ºñÀ繫Àû ¿ä¼Ò°¡ Â÷ÁöÇÏ´Â Á߿伺À» °¨¾ÈÇÏ¿© ¹«ÇüÀû ÀÚ¿øÀÇ ´ëÇ¥Àû ¿ä¼ÒÀÎ R&D ÁöÃâ°ú °ü·ÃÇÏ¿© BSCÀÇ KPI¸¦ °³¹ßÇÏ°í, °³¹ßµÈ ÁöÇ¥ÀÇ È¿¿ë¼ºÀ» ½ÇÁõºÐ¼®À» ÅëÇØ °ËÁ¤ÇÏ°íÀÚ ÇÏ¿´´Ù. º» ¿¬±¸¸¦ ÅëÇØ BSCÀÇ KPI·Î½á °³¹ßµÈ PEI(Patent Efficiency Index)´Â R&D ÁöÃâ°ú R&DÀÇ output °³³äÀΠƯÇã¿ÍÀÇ »ó°ü¼ºÀ» °í·ÁÇÏ¿© ƯÇãÀÇ È¿À²¼º Ãø¸é¿¡¼­ ¸¸µé¾î Á³À¸¸ç, ±âÁ¸ÀÇ R&D°ü·Ã KPI°¡ °¡Áø ¹®Á¦Á¡À» ÇØ°áÇÏ°í, R&D ¼º°úÃøÁ¤¿¡ °üÇÑ »õ·Î¿î KPI°³¹ßÀ» ½ÃµµÇÏ¿´´Ù´Â Á¡¿¡¼­ ¿¬±¸Àû ÀÇÀÇ°¡ ÀÖ´Ù°í ÇÏ°Ú´Ù. ¶ÇÇÑ ÁöÇ¥ÀÇ È¿¿ë¼º¿¡ ´ëÇÑ ½ÇÁõºÐ¼® °á°ú, ³í¹®ÀÇ °ü½Éº¯¼öÀÎ PEI´Â Á¾¼Óº¯¼öÀÎ ±â¾÷°æ¿µ¼º°úÀÇ ´ë¿ëÄ¡·Î ³ªÅ¸³»¾îÁø ROA(ÃÑÀÚ»êÀÌÀÍ·ü)°ú ÅäºóQ¿¡ °¢°¢ À¯ÀÇÇÑ ¾çÀÇ ¿µÇâÀ» ¹ÌÄ¡´Â °ÍÀ¸·Î ³ªÅ¸³µÀ¸¸ç ±×µ¿¾È ±âÁ¸ ¿¬±¸µé¿¡¼­ ¸¹Àº °ü½ÉÀ» °¡Á®¿Ô´ø R&D ÁöÃ⺸´Ù R&DÀÇ ¼º°úÃøÁ¤ÁöÇ¥·Î¼­ÀÇ ¼³¸í·ÂÀÌ ´õ ³ôÀº °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ÀÌ»ó °á°ú¸¦ ÅëÇØ °³¹ßµÈ PEI´Â ±âÁ¸ÀÇ R&D ÁöÃâÀÌ ±â¾÷¼º°ú¿¡ ¹ÌÄ¡´Â ¿µÇâÀ» ¼³¸íÇϴµ¥ ÀÖ¾î ¼³¸íÇÏÁö ¸øÇÏ´Â Ãß°¡ÀûÀÎ ¼³¸í·ÂÀ» °¡Áø´Ù°í ÇÒ ¼ö ÀÖ´Ù. ³ª¾Æ°¡ ÀÌ ÁöÇ¥¸¦ ÅëÇØ ±â¾÷ÀÌ ¾ó¸¶³ª È¿À²ÀûÀÎ R&D È°µ¿À» ÇÏ°í ÀÖ´ÂÁö ¾Ë ¼ö ÀÖÀ¸¸ç, ÀÌ´Â ±â¾÷ÀÇ R&D È°µ¿ÀÇ È¿À²¼ºÀÌ ³ôÀ» ¶§ ±â¾÷ÀÇ °¡Ä¡³ª ¼º°ú°¡ ³ô¾ÆÁø´Ù´Â °ÍÀ» ½Ã»çÇÑ´Ù. º» ¿¬±¸´Â ±â¾÷ÀÇ R&D ÁöÃâ°ú ±â¾÷°æ¿µ¼º°ú °£ÀÇ °ü·Ã¼ºÀ» ƯÇã¿Í R&D ÁöÃâÀÇ È¿À²ÀûÀÎ Ãø¸éÀ» ÃøÁ¤ÇÑ PEI¸¦ ÅëÇÏ¿© Á÷Á¢ÀûÀ¸·Î ÀÔÁõÇÔÀ¸·Î½á ±âÁ¸ÀÇ R&D ºñ¿ë ¿Ü¿¡ ±â¾÷ÀÇ ±â¾÷°æ¿µ¼º°ú¸¦ °¡´ÆÇÏ°í ÆÇ´ÜÇÒ ¼ö ÀÖ´Â Áß¿äÇÑ ÁöÇ¥·Î ¾²ÀÏ ¼ö ÀÖ´Ù´Â °ÍÀ» ±Ô¸íÇÒ ¼ö ÀÖÀ» °ÍÀ¸·Î ±â´ëµÈ´Ù.

[±¹³»³í¹®]

ÀÌ ¿¬±¸¿¡¼­´Â ±¹³» ÁÖ¿ä µµ½ÃµéÀÌ ½º¸¶Æ®½ÃƼ °ü·Ã ±â¼úÀ» È°¿ëÇÏ´Â ¹æ½ÄÀ» Á¶»çÇÏ¿© µµ½ÃÀÇ ½º¸¶Æ®¼º°ú È¿À²¼ºÀ» ÃøÁ¤Çϱâ À§ÇÑ Çٽɼº°úÁöÇ¥(KPI)¸¦ °³¹ßÇÏ°í, DEA ºÐ¼®À» ÅëÇØ µµ½ÃÀÇ ¿î¿µ È¿À²¼ºÀ» ÆľÇÇÑ ³»¿ëÀ» ±â¹ÝÀ¸·Î ½º¸¶Æ®½ÃƼ Á¤Ã¥ ¹æÇâÀ» Á¦¾ÈÇÏ´Â ¹æ¹ý·ÐÀ» Á¦½ÃÇÏ°íÀÚ ÇÑ´Ù. CITYkeysÀÇ ½º¸¶Æ®½ÃƼ ¼º°úÃøÁ¤ ÇÁ·¹ÀÓ¿öÅ©¸¦ Âü°íÇÏ¿© 10°³ÀÇ Çٽɼº°úÁöÇ¥(KPI)¸¦ µµÃâÇÏ¿´À¸¸ç, °¢ KPI¸¶´Ù µµ½Ã Åë°èµ¥ÀÌÅ͸¦ ÅõÀÔº¯¼ö¿Í »êÃ⺯¼ö¿¡ ÇÒ´çÇÏ°í, 15°³ µµ½ÃµéÀ» DMU¿¡ ÇÒ´çÇÏ¿´´Ù. DEA ¹æ¹ý·ÐÀ» È°¿ëÇÏ¿© µµ½ÃÀÇ È¿À²¼º°ú ±Ô¸ð¼öÀͼºÀ» Æò°¡ÇÏ¿´´Ù. À̸¦ ÅëÇÏ¿© µµ½ÃÀÇ ¿î¿µÈ¿À²¼ºÀ» ÆľÇÇÏ¿´´Ù. ÃÖÁ¾ÀûÀ¸·Î °¢ DMU °£ÀÇ ¿î¿µÈ¿À²¼ºÀ» ¼øÀ§È­ÇÏ¿© µµ½Ãº° ½º¸¶Æ®½ÃƼ Á¤Ã¥ ¹æÇâÀ» Á¦¾ÈÇÏ¿´´Ù.

[±¹³»³í¹®]

º» ¿¬±¸´Â ºÎ¸ðÆòÁ¤¿ëÀ¸·Î °³¹ßµÈ Çѱ¹¾Æµ¿Àμº°Ë»ç °³Á¤ÆÇ(KPI-C-R)ÀÇ ¹®Ç×À» ¾Æµ¿º¸°íÇüÀ¸·Î ¼öÁ¤ÇÏ¿© ±× ½Å·Úµµ¿Í Ÿ´çµµ¸¦ ¾Ë¾Æº¸¾Ò´Ù. ÃʵîÇб³ 4¢¦6Çгâ 1,575¸íÀ» ´ë»óÀ¸·Î ¿¬±¸ÇÑ °á°ú ICNôµµ¸¦ Á¦¿ÜÇÑ 13°³ ôµµÀÇ ¹ÝºÐ½Å·Úµµ´Â .62¢¦.85, ³»Àû ÇÕÄ¡µµ´Â .65¢¦.85À̾ú°í, 129¸íÀ¸·Î ´ë»óÀ¸·ÎÇÑ °Ë»ç-Àç°Ë»ç ½Å·Úµµ´Â .75¢¦.86À¸·Î ¾çÈ£ÇÏ¿´´Ù. ±×¸®°í ¿¬±¸´ë»óÀ» 10°³ Ç¥º»À¸·Î ±¸ºÐÇÏ¿© 9°³ Ÿ´çµµÁöÇ¥¿Í ºÎ¸ðÆòÁ¤¿ëÀ» ½Ç½ÃÇÑ °á°ú ôµµÀÇ ¼ö·Å ¹× º¯º° Ÿ´çµµ°¡ ¸Å¿ì ³ô¾Ò´Ù. ¸¶Áö¸·À¸·Î ¿¬±¸°á°ú¸¦ ±âÁ¸ÀÇ ¿¬±¸°á°ú¿Í ºñ±³ÇÏ°í ¿¬±¸ÀÇ ÀÇ¹Ì¿Í Á¦ÇÑÁ¡À» ³íÀÇÇÏ¿´´Ù.

[±¹³»³í¹®]

±â¾÷°£ B2B ÀüÀÚ»ó°Å·¡¸¦ ÇÔ¿¡ ÀÖ¾î, ÆǸűâ¾÷Àº ÆǸŴë±Ýȸ¼öÀÇ ¾ÈÁ¤¼ºÀ» ³ôÀÌ°í ±¸¸Å±â¾÷Àº ±¸¸ÅÀÚ±Ý È®º¸¸¦ À§ÇÑ B2B ÀüÀÚ»ó°Å·¡ º¸Áõ¼­ºñ½º°¡ »ç¿ëµÇ°í ÀÖ´Ù. º» ¿¬±¸´Â B2B ÀüÀÚ»ó°Å·¡ º¸Áõ¼­ºñ½ºÀÇ Áö¼ÓÀûÀÎ ¼­ºñ½º °³¼±°ú ¼º°ú°ü¸®¸¦ À§ÇÑ KPI(Key Performance Index) °³¹ßÀ» ¸ñÇ¥·Î ÇÏ°í ÀÖ´Ù. ±×¿¡ ´ëÇÑ »ç·Ê·Î 'RFID±â¹Ý ÀüÀÚ»ó°Å·¡ º¸Áõ Áß°è ¼­ºñ½º ¸ðµ¨'¿¡ ´ëÇÑ KPI¸¦ µµÃâÇÏ¿´´Ù. KPI °³¹ßÀ» À§ÇØ º» ¿¬±¸¿¡¼­´Â BSC(Balanced Score Card)¸¦ ÀÀ¿ëÇÑ IT BSC ¸ðµ¨À» Àû¿ëÇÏ¿© RFID ±â¹Ý ÀüÀÚ»ó°Å·¡ º¸Áõ Áß°è ¼­ºñ½º ¸ðµ¨ÀÇ KPI¸¦ Á¦½ÃÇÏ¿´´Ù. KPI ÁöÇ¥ µµÃâÀº Å©°Ô ¼­ºñ½º ¸ñÇ¥¿Í ÁöÇ¥ ¿¬°è, KPI Pool ±¸¼º´Ü°è, ÁöÇ¥ Æò°¡ ¹× ÁöÇ¥¼±Á¤ ±âÁØ ¸¶·Ã, ÃÖÁ¾ È®Á¤ ¹× Àû¿ëÀÇ 4´Ü°è·Î ÀÌ·ç¾î Á³´Ù. º» ¿¬±¸¸¦ ÅëÇØ µµÃâµÈ RFID±â¹Ý ÀüÀÚ»ó°Å·¡ º¸Áõ Áß°è ¼­ºñ½º ¸ðµ¨ÀÇ KPI´Â 1Â÷ÀûÀ¸·Î ¼­ºñ½ºÀÇ Áö¼ÓÀûÀÎ À¯Áö°ü¸® ÇÒ ¼ö ÀÖ´Â ±âÁØÀ» Á¦½ÃÇÏ°í, À̸¦ ¹ÙÅÁÀ¸·Î ÃßÈÄ ¼­ºñ½º¸¦ Á¦°øÇϴµ¥ ÀÖ¾î ¼­ºñ½ºÀÇ ÀÚüÀÇ È°¼ºÈ­ ¹× Ÿ »ê¾÷À¸·Î ¼­ºñ½º È®´ë¸¦ À§ÇÑ ÁöħÀ» Á¦°øÇÏ°íÀÚ ÇÏ¿´´Ù.

[ÇØ¿Ü³í¹®]

To develop a KPI reporting program for your revenue cycle, strategies for success include: carefully forming a small team to develop and report KPIs; targeting a maximum of two new, significant financial KPIs and two process KPIs per segment of the revenue cycle every six to 12 months; ensuring that the KPIs reported answer critical questions about revenue cycle performance; regularly sharing KPI results with staff.

[ÇØ¿Ü³í¹®]

The principle and method of establishing UTRAN performance KPI system are presented in the paper based on the UTRAN's technologic character. And a set of UTRAN performance KPI is also presented based on the principle, method and GSM/GPRS wireless network performance KPI. The status of UTRAN can be reflected by those KPI well.

[±¹³»³í¹®]

In B2B e-Commerce market, many companies used in B2B e-Commerce Guarantee Service. Guarantee service raised the stability of collect debts for seller, and made purchase fund for buyer. In 2001, The first year of implementation, B2B e-Commerce Guarantee Cost was just a 19 billion, but in 2008 was significantly increased a 3 trillion 982 billion. In previous studies, however, there was no research on performance management. This study focus on design of KPI weighting for measuring performance of B2B e-Commerce Guarantee Intermediary Service. Through analysis for 'B2B e-Commerce Guarantee Intermediary Service', the study selected KPI and made the KPI weighing. the process of designing a KPI weighting is 5 phase. This study suggests the standard of measuring performance and guidelines on the focus management of KPI in B2B e-Commerce Guarantee Service.

[ÇØ¿Ü³í¹®]

V článku uvedená architektúra je založená na výpočtovom modeli „data flow¡°, v ktorom riadenie výpočtu je založené na spracovaní toku dát. Základným prvkom DF architektúry je koordinačný procesor (CP), ktorý je zodpovedný za riadenie a organizáciu vykonávania inštrukcií. Štruktúrna organizácia CP je navrhnutá ako dynamický multifunkčný systém. Pri vykonávaní operácií môže CP prechádzať rôznymi stavmi, v dôsledku čoho táto jednotka predstavuje dynamický prúdový systém. Prechod a poradie prechodu medzi jednotlivými stavmi CP je podmienený typom spracovaného operátora pri interpretovaní prúdu operandov. Z možných typov operátorov, článok uvádza mikroprogramové riadenie pre jednovstupové operátory.

[±¹³» ÇÐÀ§³í¹®]

¿ì¸®³ª¶ó °æÁ¦´Â ¼±Áø±¹µé°úÀÇ °ÝÂ÷ È®´ë¿Í ÈĹ߱¹ÀÇ Ãß°ÝÀ¸·Î ÀÎÇÑ ±âÁ¸ ÁÖ·Â »ê¾÷ÀÇ ¼ºÀå µÐÈ­, ½Å±Ô »ê¾÷°ú ½ºÅ¸Æ®¾÷À» ¹èÃâÇÒ ¼ö ÀÖ´Â »ê¾÷ÀÇ È°·Â ÀúÇÏ°¡ ½É°¢ÇÑ »óȲÀ̸ç, ÀÚµ¿Â÷ »ê¾÷ÀÇ °æÀï·Âµµ °¥¼ö·Ï Ç϶ôÇÏ°í ÀÖ´Ù.
 °æÀï·Â ȸº¹À» À§Çؼ­´Â »ý»ê¼º Çâ»óÀÌ ÇʼöÀûÀ̳ª ´ëºÎºÐÀÇ Áß¼Ò±â¾÷Àº »ý»ê¼º ÀúÇÏÀÇ ¿øÀÎÀÌ ¹«¾ù ¶§¹®ÀÎÁöµµ Á¤È®ÇÏ°Ô ¾ËÁö ¸øÇÒ »Ó¸¸ ¾Æ´Ï¶ó, °³¼± ¹æ¹ý¿¡ ´ëÇؼ­µµ Á¤È®ÇÏ°Ô ¸ð¸£´Â °æ¿ì°¡ ´ëºÎºÐÀÌ´Ù. 
 Áß¼Ò±â¾÷ÀÇ »ý»ê¼º ÀúÇÏ ¿øÀÎÀ» Á¤È®ÇÏ°Ô ÆľÇÇÏ´Â °ÍÀº »ý»ê¼º Çâ»óÀ» À§Çؼ­ ÇʼöÀûÀÎ °ÍÀ̶ó ÇÒ ¼ö ÀÖ´Ù. ÀÌ·¯ÇÑ ÀÌÀ¯·Î »ý»ê¼º Çâ»ó¿¡ ¹®Á¦°¡ µÇ´Â ¿øÀεéÀ» KPI·Î ¼±Á¤ÇÏ°í °ü¸® ÇÏ´Â °ÍÀÌ ¸Å¿ì Áß¿äÇÏ´Ù.
 ÀÌ¿¡ º» ¿¬±¸¿¡¼­´Â »ç·Ê¸¦ ÅëÇÏ¿© ¿ì¸®³ª¶ó Áß¼Ò ÀÚµ¿Â÷ ºÎÇ° Á¦Á¶ ±â¾÷ÀÇ °æ¿µ ȯ°æ¿¡ ´ëÇÏ¿© »ìÆ캸°í, KPI ¸ð´ÏÅ͸µ ½Ã½ºÅÛÀ» ±¸Ãà »ç·Ê¸¦ ÅëÇÏ¿© »ý»ê¼º Çâ»ó¿¡ ³¢Ä¡´Â ¿µÇâÀ» »ìÆ캸¾Ò´Ù.

[ÇØ¿Ü³í¹®]

The purpose of this paper is to specify the recommended KPI hierarchy for marketing in CRMs in case small business. There are proven KPIs (hard) based on financial resources such as total revenues, summary expenses, revenues by customers, expenses by campaign, or revenue generated by campaign. These KPIs have a clear impact on business development. It is not such important for small business because their owners know the true status of the business account. They have to grow. From this point of view, other soft KPIs help better. They are not focused on finance, but rely on measuring active work with customers and the usefulness of marketing campaigns. The recommended KPI hierarchy helps to select the optimal soft KPIs for CRM marketing through multiple levels.

[±¹³»³í¹®]

Because many golf courses are constructed nationwide, there will be a point where supply exceeds demand, and in accordance with this, it is inevitable situation to compete infinitively for survival among golf courses. In order to survival in such competitions, the executive officer must establish the clear criteria and manage based on such, can expect higher profitability than competing golf courses. However, even with such a need, it is true that such is of least interest to create systematic management indicators in current situation of good profitability and many demands for golf. Thus, the vast majority of golf courses are managing based on general management performance indicators such as total sales, per customer transaction, net profit during the term, etc. Accordingly, this study tries to be a help to executives who manage the golf course or working staff by providing with the process of reestablishing KPI, managed by national professional golf company appropriate enough to current business environment in a form of example.

/ 271

Filters

º¸±âÇü½Ä

Á¤·Ä¼ø¼­

Æ÷¸Ë

¸®½ºÆ® ¼ö