Cc bc trin khai BSC

Step 1 : Assessment

Mc ch : a ra c mission, vision, core values, goals cho ton doanh nghip.

Cch thc hin : S dng cc phng php nh gi (SWOT, Porter's Five Forces, Competitive Analysis) kt hp phng vn, tham kho kin ca Executive Team (executive interview).

Lu : Nu doanh nghip c mission, vision, core values, goals r rng t trc th bc ny c th b qua. Tuy nhin, nu

cc yu t trn d c nhng cha r rng d hiu th vn phi thc hin phng vn Executive Team lm r ni dung ca n. V d khi Google a ra 10 Core Values th c lun mt on gii thch r rng cho tng Core Value

Tm tt : Sau Step 1, doanh nghip s xc nh c mission, vision, core values v goal ca mnh. Ton b Step 1 c th thc hin trong thi gian 1 tun.

Step 2 : Strategy

Sau khi doanh nghip xc nh c mission, vision, core values, goals ca mnh; bc tip theo, doanh nghip s thc hin vic xc nh cc chin lc c th thc hin c mission, vision .

Thng thng, mt doanh nghip s c t 3 n 5 chin lc trung hn (2-4 nm) c th thc hin c nhng iu nu

trong tm nhn v s mnh ca mnh.

Ngoi ra, chin lc ca doanh nghip nn c im khc bit so vi cc i th cnh tranh.

V d cc chin lc ca mt n v o to :

Cht lng o to hiu qu.

Dch v khch hng thn thin, chuyn nghip da trn mi quan h cht ch, gn kt v lu di vi khch hng.

Duy tr v pht trin mi quan h gn kt v tin cy vi cc Supplier (i vi n v o to ny, Supplier l cc tp on ln nh Microsoft, Cisco, IBM, SunMicrosystem _

nhng tp on s cung cp ni dung o to cho n v ny)

Hot ng hiu qu (effective productivity)

Thi gian Executive Team a ra chin lc l 1 tun.

Step 3 : Objectives

t c cc chin lc trn, doanh nghip cn phi t c nhng Objectives g ? (xin php c khng dch t "Objective" thnh mc tiu hay mc ch v n s trng vi cc khi nim khc trong BSC nh Goal, Target).

V d c th thc hin c chin lc "Cht lng o to hiu qu", n v o to trn a ra nhng Objectives :

Tnh tin nghi trong qu trnh s dng sn phm. m bo s gi thc hnh trn thit b thc. Chun ha ti liu. Xy dng phng php hc tp mang li hiu qu cao nht. ......

Lu : Trong qu trnh a ra Objectives, cn phi xem xt cc Objectives ny di 4 gc : Financial Perspective, Customer Perspective, Internal Process Perspective, Learning & Growth Perspective ( Kaplan & Norton gi s dng 4 Perspectives ny, tuy nhin nu doanh nghip c th t a ra cc Perspective ph

hp vi doanh nghip --> so great !!! )

V d, di gc Financial Perspective chng ta c cc Objectives : Tng trng doanh s, Qun l tt Cashflow, Gim chi ph hot ng ... Di gc Customer Perspective chng ta c cc Objectives : S tha mn ca khch hng (Customer Satisfaction), s trung thnh ca khch hng (Customer Loyalty) ... ...

Thng thng, khi BSC hp a ra Objective (c th gi cuc hp l Objectives Generation Meeting) trong vng 1h cc thnh vin c th brainstorm v a ra khong trn di 100 Objectives. Sau , da vo mt s tiu ch : C gn kt vi

Strategy khng, c u tin cao khng... rt gn li cn khong t 10 - 15 Objectives.

Con s 10 - 15 Objectives ny khng phi con s p buc, ty tng doanh nghip s c s lng Objectives chnh xc hn, tuy nhin y l con s c recommended.

Step 4 : Strategy Map

Sau khi xc nh c cc Objectives, bc tip theo cn thc hin l xy dng Strategy Map.

Cc Objectives s c xem xt tm mi lin h gia chng (mi lin h nhn qu _ cause and effect link).

V d : Objective L1 Learning & Growth Perspectives c th h tr hon thnh Objective I1 Internal Process Perspective, tip Objective I1 c th h tr thc hin c Objective C1 Customer Perspective v cui cng Objective C1 s h tr hon thnh Objective F1 Financial Perspective. Nh vy chng ta c mt lin kt t L1 - I1 - C1 - F1

Tng t nh vy, chng ta c th tm c cc mi lin h gia cc Objectives khc vi nhau. Vi nhng lin kt chng ta s c c mt Strategy Map cho doanh nghip.

Lu : C th I1 h tr ngang I2 hoc C3 h tr ngc I2 ... khi chng ta cng to lin kt gia cc Objectives ch khng

nht thit ch c lin kt gia cc Objectives Perpective mc di vi Objectives Perspective mc trn (cc Perspective c sp xp theo th t t di ln cao : Learning & Growth, Internal Process, Customer, Financial _ recommend not must have)

Step 5 : Performance Measures.

Sau khi c Objectives, chng ta cn c mt cng c c th nh gi c qu trnh thc hin nhng Objectives .

V d nu bn c Objective "Tnh tin nghi trong qu trnh s dng sn phm" m khng c cc tiu ch so snh v nh gi th Objective coi nh v ngha.

Mt s thc o (Measures) i vi Objective "Tnh tin nghi trong qu trnh s dng sn phm" :

T l phng hc t tiu chun quc t. S lng phn nn ca hc vin sau khi s dng sn phm (i vi n v o to n th sn phm chnh l cc kha hc) S phng hc chun b sn sng trc mi lp hc ...

y c th ni l mt trong nhng Step quan trng v kh khn nht trong qu trnh thc hin BSC.

Measures chnh l cy cu ni gia chin lc ca doanh nghip

(yu t rt tng quan tru tng) vi nhng hot ng hng ngy ca doanh nghip _ day-to-day operation (yu t c th r rng).

lm c iu , cc Measures phi tun th cht ch yu cu SMART :

S _ Specific M _ Measurable A _ Achievable R _ Relevant T _ Time bound

Xin c khng ni li ngha ca SMART v n qu ni ting ri.

Measures l cu ni gia nhng yu t tru tng vi nhng yu t c th do bn thn Measures phi ht sc c th. Nu cc Measures cn tng quan chung chung th rt kh nhn vin c th hiu v tm c s lin kt gia cc hot ng thng ngy ca mnh vi chin lc chung ca doanh nghip.

Bn thn Measures c chia thnh 2 loi : Leading Indicator v Lagging Indicator.

n gin, cc bn c th hiu Lagging Indicator l kt qu cui cng _ outcome _ cn phi t c ca Objectives cn Leading Indicator th hin phung thc _ driver _ t c outcome .

V d Objectives "S tha mn ca khch hng" c hai Measures

Measure 1 : S li phn nn ca khch hng. y l Lagging Measure. Measure 2 : S gi nhn vin t vn lm vic vi khch hng. y l Leading Measure.

Lu : Cc Objectives trong Financial a s thuc loi Lagging Indicator. Cc Objectives trong Learning & Growth a s thuc loi Leading Indicator. Customer Perspective l ni cn c s kt hp ca c Leading v Lagging Indicator nht !!!

Khi a ra Measures cho cc Objectives, bn cn phi "Balance" gia 2 loi Indicator trn

i bn cnh Measures l Target. Target l tiu ch c th cho cc Measures.

V d Measure "T l phng hc t tiu chun quc t" s c Target nh sau : 2009 _ 90% 2010 _ 95 % 2011 _ 100%...

Step 6 : Initiatives

i vi mi Objectives v Measures trong cc Perspective, chng

ta cn cc Initiatives (chung trnh hnh ng) c th hon thnh chng.

V d vi Objective "Xy dng mi trng sng to v hc tp" trong Learning & Growth Perspective chng ta c th thc hin mt s Initiatives sau :

1. Xy dng th vin sch chia s trong doanh nghip.

1. Xy dng v trin khai chung trnh "Mi tun mt hiu bit" : Mi tun mt thnh vin trong doanh nghip phi trnh by v mt ch bt k trc ton th nhn vin. Chung trnh ny s gip nng cao tinh thn hc tp, chia s v sng to trong ton th nhn vin.

...

Cc Initiatives ny thng c vai tr nh mt d n v ung nhin cng c mc ch, timeline v budget c th dnh cho n.

Trong qu trnh brainstorm a ra cc Initiatives , doanh nghip c th c hng chc Initiatives cn thc hin, tuy nhin cn phi balance gia mc ch, timline, budget ca cc Initiatives la chn nhng Initiatives ph hp nht i vi doanh nghip.

Step 7 : Automation

Bn c mun mnh phi theo di v kim sot tin

performance ca ton doanh nghip bng tay ???

Bn c mun phi xem mi bn bo co trn excel ???

Bn c mun mi ln n k review li phi i thc gic nhn vin np cho mnh c ng d liu ???

Tt nhin, cu tr li l khng. Mi th (hoc nhiu th nht c th) nn c thc hin mt cch t ng ha da trn cc phn mm chuyn bit dnh cho BSC : t thu thp d liu, bo co n kim tra, biu nh gi...

Step 8 : Cascade

Sau 6 step u, bn hon thnh BSC mc doanh nghip (corporate level). Bn c th s dng Template sau tng hp ni dung ca BSC :

Perspective Objective Measure Target Initiative ------------- ---------- --------- -------- ---------------------- ---------- --------- -------- ---------------------- ---------- --------- -------- ----------

Bc tip theo cn thc hin _ mt trong nhng bc quan trng nht quyt nh n thnh cng ca vic trin khai BSC _ gm 2 phn :

1. Truyn ti ni dung trong BSC Corporate Level xung n mi nhn vin trong doanh nghip

1. Xy dng BSC Department Level --> BSC Business Unit Level --> BSC Personal Level

Nu bn khng truyn ti c ni dung BSC Corporate Level mt cch r rng v d hiu xung n mi nhn vin th coi nh mc ch "Communication Tool" ca BSC tht bi. Mt s phung php c th s dng t c mc ch ny :

Offline training : Cc bui hp ton cng ty vi mc ch truyn ti ngha v ni dung BSC Corporate Level.

Email.

Intranet.

Elearning.

Poster.

...

Song song vi phn 1, doanh nghip cn bt u xy dng BSC cho b phn v BSC cho c nhn cc nhn vin.

Da trn cc Objectives mc Corporate Level, cc b phn s a ra c cc Objectives, Measures, Targets v Initiatives cho ring b phn mnh. V d vi Corporate Level Financial Perspective Objective "Tng trng doanh s" v Measures 30% trong nm 2009 th b phn Sales Unit 1 (gi d l b phn Sales t c doanh s ln nht trong cc nm trc) c th t Objective "Tng trng doanh s" vi Measures 50%...

Sau khi hon thnh BSC mc b phn, tng c nhn trong b phn s t xy dng BSC ring cho cc nhn mnh. bc ny, vic a ra Objectives, Measures, Targets s c hng theo Objectives ca b phn v c s nht tr gia trng b phn v tng c nhn. (nu c nhn a ra Target tng trng 1% th r rng l khng n, cn nu a ra Target tng trng 50 ln th qu phi thc t do cn nhng bui meeting gia trng b phn | trng nhm vi tng c nhn thng nht Objective, Measure v Target cho tng c nhn).

Step 9 : Evaluation

BSC khng phi l "one - time" project _ nhng project c vng i gii hn. BSC s tn ti song song vi s tn ti ca doanh nghip. S khng bao gi c thi im m bn c th ht ln sung sng "Vy l d n BSC hon thnh ri !!!". Ti sao li nh vy ???

Tht qu ho huyn khi c mt doanh nghip no t nhn nh mnh xy dng c mt b BSC hon ho cho doanh nghip. l iu th nht.

Khi mi trng kinh doanh thay i, chin lc ca doanh nghip cng phi thay i theo, khi BSC s h tr vic thay i c din ra mt cch smoothly v bn thn nhng yu t cu thnh nn BSC nh Objectives, Measures, Targets, Initiatives cng s

thay i theo tung ng. l iu th hai.

Do , bc cui cng trong mt "cycle time" BSC l evaluation _ nh gi xem bn BSC mi xy dng cn nhng thiu st no cn chnh sa b sung hoc thm ch phi loi b... t dn dn xy dng c mt sn phm BSC ph hp nht cho doanh nghip (ph hp nht # hon ho nht)

Kh khn gp phi

Ly li v d ca doanh nghip cung cp dch v o to trn. Ti Step 5, vi 20 Objectives cn li sau khi loi b nhng Objectives khng gn lin vi Strategy cng nh khng c kh nng trin khai trong thc t, BSC Team bt u a ra Measure

cho cc Objectives .

Trn l thuyt m ni, nghe chng vic a ra Measures l n gin v Measures ch l cch o v nh gi cc Objectives trn !!! Nhng thc t khng nh vy.

Mi ti liu hng dn u recommend s lng Measures cho BSC Corporate nn dao ng trong khong 20 - 25 Measures do vi s lng 20 Objectives trn th doanh nghip nn hn ch s lng Measures cho mi Objective t 1 - 2 (nu trung bnh mi Objective c 2 Measure th s lng Measure l 40 !!!).

Do n v o to trn quyt nh ch gi li mt s Measures thc s quan trng mc Corporate, cn cc Measures khc s

c y xung trong BSC ca tng phng ban cng nh ca cc c nhn. Nhng cu hi t ra l : Gi li Measures no v cho i Measures no.

Sau khi brainstorm, BSC Team a ra c khong 150 Measures cho 20 Objectives v nhim v by gi l phi gt b khong 70% s Measures . Cc tiu ch c s dng so snh Measures nh sau :

Quote: Tiu ch 1 : Linkage to Strategy

ngha :

This one gets the vote for most obvious, but its importance cannot be overstated. The Scorecard is a tool for translating strategy into action through the performance measures that tell the story of your strategy. Choosing performance measures that do not have an impact on your strategy can lead to confusion and lack of clarity as employees devote precious resources to the pursuit of measures that do not influence the firms overall goals. Having said that, you might have difficulty finding a direct link from every measure to your strategy. Most businesses will have a number of what we may term diagnostic performance measures that are important to the day-to-day efficient functioning of the business but do not seem to correspond directly to a strategy. These

factors need to be monitored to ensure that the organization remains in control and is able to respond quickly to items that require immediate attention. Although these indicators are important, they are not necessarily strategic. Recall the discussion of value propositions inChapter Five. An organization pursuing a customer intimacy strategy will devote the majority of its efforts to providing total solutions to customer needs through deep knowledge. This is their focus, but they cannot ignore logistics issues (operational excellence), or product functionality (product leadership). Maintaining threshold standards of performancein these areas may require the inclusion of performance measures on the Scorecard.

Tm dch :

Vi nhng hot ng thng ngy. La chn cc performance measures khng c nh hng hoc lin quan g n chin lc s dn n tnh trng nhn vin hot ng rt chm ch hon thnh mt cng vic no nhng cng vic li khng gip ch nhiu cho chin lc ca doanh nghip.

Phi ni rng chng ta s rt kh c th tm c lin kt trc tip t cc measures n chin lc ca doanh nghip.

Hu ht doanh nghip s c cc measures quan trng cho cc hot ng hng ngy nhng li thiu s kt ni n chin lc

ca doanh nghip. V d vi mt strategy hng ti khch hng, mt trong nhng measures lin kt trc tip c th l "tng s gii php t vn cho khch hng thng qua s hiu bit su sc v khch hng". Measures ny rt focus l lin kt n stratgy, tuy nhin khng th b qua cc vn lin quan n logistics hoc product functionality. Duy tr mt baseline hoc mt tiu chun ti thiu cho cc measures ny l iu cn thit.

Tiu ch 2 : Ability to Quantify

ngha

There is often a temptation among Scorecard practitioners to

include measures that rely on subjective evaluations of performance, for example, rating suppliers performances as good, fair, or average. Of course, the principal issue with this approach is that 10 people rating the same supplier may come up with completely different approaches and responses. However, if the same suppliers are evaluated on a percentage of on-time deliveries, the results are objective and convey the same meaning to all involved. Everyone knows what 10 percent connotes, but your definition of average and mine could vary significantly. If you are creative, virtually all performance measures can be calculated mathematically. For a medical services unit I worked with at a government agency, a key performance metric was the distribution of their trauma reports in a timely fashion. Their

original measure was Reports issued. In other words, a simple yes or no would suffice as the indication of performance. With a little tweaking, we improved the measureby restating it as The percentage of trauma report recipients receiving the document on time.

Tm dch :

Cc measure phi c nh lng c th nht, trnh dng cc cch nh gi mang tnh c lng cm tnh, m nn thng qua con s c th.

V d : Mt tiu ch c nh gi "tt", "va", "khng tt" th c

kh nng nh lng km.

Mt tiu ch c nh gi c th nh "50%", "30 ln" l mt tiu ch c kh nng nh lng tt

Tiu ch 3 : Accessibility

ngha

Kaplan and Norton often discuss the merits of missing measures. Those are the performance measures you did not capture in the past, which came to light only as a result of the Balanced Scorecard development process. Undoubtedly, new

and innovative measures are a wonderful benefit of the Scorecard; in fact, missing measures may signal that entire valuecreating processes are not currently being managed. However, you should avoid selecting wish list performance measures, the type that require significant investments in information technology infrastructure to collect. You will learn fairly quickly that you must be pragmatic when selecting performance measures. I worked with one group recently who developed a Scorecard for their business unit that was considered by the group executive as the pride of the entire organization. When it came time to actually report the information, however, it turned out the data was completely uncollectable without significant investments in technology. This is not to suggest that you avoid new and

innovative measuresjust be sure to calculate the costs and benefits of their collection. Data requirements are discussed further in a following section covering measure dictionaries.

Tm dch :

Nhiu measure c ngha nhng phi tn chi ph cao v u t v cng ngh c th thu thp c s liu. V vy khi nh gi measure th kh nng thu thp d liu rt quan trng, kh nng thu thp y phi tnh ti c ngun lc v chi ph (ti chnh), trnh tnh trng chng ta a ra mt "wish list" v chi ph thc hin l rt cao thm ch khng th thc hin c.

Tiu ch 4 : Ease of Understanding

ngha

Your ultimate goal should be to create a Scorecard that motivates action. It is difficult to do so when your audience does not grasp the significance of the measures you have selected. At a glance, Scorecard readers should be able to explain both the operational and strategic significance of every measure. The desired direction of movement of the measure should also be obvious. If your employees do not know whether a high value for the measure is good or bad, then you probably need to rethink it.

Tm dch :

Mt measure a ra phi rt d hiu i vi ngi c. Ngi c phi d dng hiu c measure ny c tc ng nh th no ti chin lc, gi tr cao hay thp ca measure l tt, vic ny gip truyn ti xung nhng ngi thc hin pha di mt cch hiu qu.

Tiu ch 5 : Counter - Balanced

ngha

Lets say you owned a fast food restaurant and were interested in

improving your customer satisfaction scores. As we all know, these restaurants can become pretty crowded during peak hours, so you decide to increase staff and lower prices. The increased staff should be able to handle current and future demand created by your lower prices and will drive increased satisfaction. However, what effect will lowering prices and increasing staff have on your profitability? Chances are it will plummet in a hurry since you have increased your cost base and lowered your revenue. Some call this effect sub-optimization (i.e., the improvement of one or more measures at the expense of others). While your Scorecard will require that you make trade-offs and decisions regarding where to allocate resources, you do not want to create a situation in which focusing on certain measures

actually hinders your ability to compete. In the case of our fast food establishment we would want to counterbalance our satisfaction rating with a measure of revenue per employee. We need to ensure that despite our lower price structure, the resultingvolume and efficiencies from increased staff are allowing us to maintain revenue targets.

Tm dch

Mt s measure khi c kt qu tt li nh hng xu ti kt qu ca mt s measure khc - v d "gi r" v "doanh s" - nu khng c thm nhng yu t khc (trng hp ny l "s lng bn ra"). V vy khi a ra cc measure hn ch vic a cc

measures mang tnh xung t nh trn.

Tiu ch 6 : Relevance

ngha

The measures appearing on your Scorecard should accurately depict the process or objective you are attempting to evaluate. A good test is whether or not measure results are actionable. If some aspect of performance failed, you should be able to recognize the significance of the problem and fix it. This issue is demonstrated through the use of performance indices, which many organizations will use on their Scorecards. An index is a

combination of several individual measures combined in some way to result in a single overall indicator of performance. Employee satisfaction may appear on your Scorecard as an index of the weightedaverage performance of turnover, absenteeism, complaints, and survey results. Indices are a great way to quickly depict a number of performance variables in a single indicator, but they have some inherent weaknesses. First of all, they may obscure results and limit action. If turnover at your organization was at an all-time high but was given a low weight in your employee satisfaction index, you may never know there are issues since the overall index could appear to be on target. If key staff members are among those leaving the firm and you have not mounted a response, you may soon pay a heavy price in other

areas of performance as reflected on the Scorecard. Indices also frequently fail to pass the easily understood criterion we discussed above. A logistics index appearing in the Internal Process perspective may contain valuable information but be baffling to those outside of the supply-chain side of the organization. Again, indices can provide very useful information, especially when you have a number of measures you would like to include but wish to keep your total Scorecard count limited. Based onthe arguments above, however, their use should be limited to only a handful of your total at most.

Tm dch

Khi a ra cng thc xc nh gi tr ca 1 measure th mt trong nhng yu cu cn thit l c nhng thay i no quan trng nh hng ti measure ny th chng ta c th nhanh chng nhn ra c th gii quyt chng. Nhng c nhng measure c xc nh da trn rt nhiu yu t khc nhau v d "mc hi lng ca nhn vin" c th phi xc nh bng nhiu yu t nh " s lan than phin", "t l turnover'.. iu ny dn ti tnh trng khi 1 yu t thay i ln nhng s thay i ca measure l t, kh nhn ra. Vic ny nhiu khi rt nghim trng v chng ta khng xc nh nhanh c nhng tc ng tiu cc gii quyt.

Tiu ch 7 : Common Definition

ngha

Your Scorecard will likely contain a number of esoteric performance measures, and that is perfectly appropriate since it is your strategic story you are telling. However, problems occur when you place measures on the Scorecard that are loosely defined or not defined at all. On-time delivery may be a crucial metric, but what does on-time mean? You must specify the precise meaning of your performance measures and ensure that you have agreement from your entire team. Customer satisfaction could have a very different meaning for a team member from marketing than it does for someone from finance. The process of

agreeing on measure definitions is yet another example of how the Scorecard building process brings seemingly disparate functions together as they work to ensure that the measures capture a meaning that allows all to contribute meaningfully to success.

Tm dch

V d measures ""On-time delivery" c ch s "Common definition" thp v mi ngi c th hiu khi nim "On-time" theo nhng cch khc nhau.

Bn cn phi ch r khi nim n gin, xc tch v d hiu nht

ca measures v m bo cc thnh vin khc ng vi bn.

"S tha mn ca khch hng" c th c rt nhiu ngha khc nhau i vi cc nhn vin t b phn "marketing" n b phn "sales"

Nhng tiu ch la chn trn dng nh qu d hiu v khng cn g phi bn ng khng ? Cu tr li l khng.

Xin a ra 2 Measures cc bn so snh :

Measure 1 : S hi lng ca khch hng (cho Objective "Nng cao s hi lng ca khch hng" thuc Customer Perspective)

Measure 2 : T l khc phc ng thi gian quy nh khi phng hc c s c (cho Objective "C s h tng tt" thuc Internal Process Perspective)

Theo bn trong 2 Measure trn Measure no c kh nng o lng hn (ability to quantify), c kh nng thu thp d liu hn (acessibilty), d hiu hn (ease to understanding). Chc chn phi n 80% cu tr li s dnh cho Measure 2 u i nht nh.

Nhng chng ta hy cng xem xt mt s yu t sau : Mi phng hc cn phi c mt quy chun thi gian khc nhau. V cht lng cc phng hc vn khng ng u, c phng trang thit b rt hin i, c phng trang thit b rt ti tn...

Mi kha hc li cn quy chun thi gian khc nhau. C kha hc yu cu trong 2 pht phi khc phc xong s c, c kha hc li khng cn yu cu kht khe nh vy, thm ch 30 pht cng l mt quy chun tt. Vy, vic nh ngha "thi gian quy nh" l mt bc kh khn u tin.

Vn th hai l cng thc tnh cho Measures . Nu s dng cng thc "S lng s c c x l ng thi gian quy inh / tng s s c xy ra" xem chng rt OK. Nhng gi s trong qu c 20 s c : 18 s c c x l rt tt, cn 2 s c x l chm mt 10 ngy !!! dn n tnh trng lp hc b hy b, hp ng b ct v mt i mt khch hng trung thnh. Hu qu rt to ln nhng trn bng tng kt th t l hon thnh vn rt cao : 90%

(18/20) (iu ny ng ngha vi vic ch s Relevant ca Measures ny rt thp) .Vy ch s dng cng thc tnh nh trn xem ra khng n. Vy ta cho thm 1 cng thc mi "T l s c vt qu thi gian quy nh nhng c tng thi gian ly tin nh hn thi gian ly tin quy nh". (trnh trng hp c 1 s c chm x l tn 1 thng !!!)

Trc ht chng ta li gp phi vn xc nh tng thi gian ly tin quy nh cho tng loi s c (c th ln n hng trm !!!). Sau , gi s chng ta xc nh c thi gian ly tin v c th tnh c t l , nhng hy quay li v nhn xem : Measure ban u by gi c 2 cch tnh (v nu khng may bn sng to qu li a ra thm 5 cch tnh hp l na) :

T l s c c x l ng thi gian quy inh / tng s s c xy ra. T l s c vt qu thi gian quy nh nhng c tng thi gian ly tin nh hn thi gian ly tin quy nh.

Vy khi mun xc nh xem chng ta t c Measures hay cha th bn phi lm nh th no ? Nu cch tnh 1 bn c im rt cao 95% cn cch tnh 2 bn c im rt thp 50% vy tng th bn hon thnh Measure mc no. Lc ny bn li phi t weight cho tng cch tnh, v d cch tnh mt c weight 60% v cch tnh hai c weight 40%.

Xem chng mi th c v n.

Vy nhn tng th th Measure ny c d hiu vi ton th nhn vin ca doanh nghip khng ( c nhng ngi tnh ton khng gii cho lm !!! ), lc ny chc bn cn phi xem xt li quyt nh ban u ca mnh ri ! __________________