Incorporating Performance Metrics

Week 8 – Incorporating Performance Metrics

Jamel H. Dallas

MBA-527-81: Process Integration & Performance Management

Instructor: Darren Mayo

Champlain College

December 23, 2017

There are numerous types of performance measurement methods, some that observer comprehensive markers of a manufacturing process or delivery of operational services within specific agency, to performance measurement that observe a small number of global processes for a whole state or nations (Stanleigh).  Some performance measurement methods are meant to focus mainly on productivity and efficiency within specific units, while others are intended to observer the outcomes generated by vital national programs (Stanleigh).  However, others help to monitor the quality of customer services delivered and the degree to which customers are pleased with the services.

Typically, the most significant operational measures are developed from the mission, ambitions, objectives, and often, established service norms (Fast, 2016).  Because service standards, vision, objectives, and goals specify the preferred outcomes to be generated by an organization or program. Therefore, there is typically an obvious link connecting goals and outcomes or efficiency measures (Fast, 2016).

Assessing performance is a critical part of examining progress.  It encompasses evaluating the real performance results or end result of an organization versus its envisioned goals; which calls for a top-down attempt at establishing performance standards instead of a bottom-up style (Stanleigh).  Recordable incident rate; days away/restricted, job transfer rate, cost per recordable incident, on time delivery and delivered quality, first pass yield (FPY) and rolled throughput yield (RTY) are used to measure performance by organizations in various industries (Fast, 2016).  

The Homeland Security Act of 2002 demands that the DHS Office of Inspector General (OIG) perform yearly reviews of the U.S. Coast Guard’s operational performance (USCGC).  The U.S. Coast Guard is assigned with substantial responsibilities in the marine environment.  Worries about the large amount of old assets that have reached the end of their service life is forcing the Coast Guard to begin replacing and upgrading its fleet of ships and air assets (USCG).  This huge endeavor must not stop the Coast Guard from maintaining its normal operational performance.      

To measure the success of the organization, the Coast Guard uses the FEAF (Federal Enterprise Architecture Framework), a PRM (performance reference model) which is intended to show connections amongst strategic concept/goals through asset/activities (USCG).  Inputs and outputs must be accurately examined to determine the success of the organization.  Coast Guard inputs are asset like; ships and helicopters, technology, human capital, other agencies, and organizations, to perform a mission.  

Coast Guard outputs can be measured quantitatively from the outcomes of performing a mission, like the number of people saved, or law enforcement boarding’s performed (USCG).  Metrics to be used that are of the maximum level, or rather most significant, are outcomes which are the consequence of outputs should clearly link strategic goals exhibiting impact.  The percentage of lives saved from looming danger is an example of Coast Guard performance outcomes (USCG).  

If the Coast Guard can correctly show in what way inputs (resource distribution), outputs (metrics), and outcomes (clearly link strategic goals) assist the strategic objective of the DHS and the government, they could be more successful in exhibiting good asset management, leading to achievements in the Coast Guard’s financial processes (USCG).  Some recommendations for Coast Guard performance measurement/metrics improvements are:  inputs, like asset hours, ought to be clearly recognized so cost efficiency & advantage assessments can be performed; performance measurement/metrics ought to be assessed regularly to verify that they fit, are dependable, and data collection is cost advantageous; Coast Guard performance metrics could be changed or modified to measures only inside the Coast Guards’ orbit of influence. 

Also, the Coast Guard ought to illustration how certain Coast Guard activities influence a measure in relationship to other factors; every metrics ought to be noticeably displayed and frequently renewed for participants to see regularly.    

References:

Benjamin, T. (2010) Ways Management Can Improve Confidence of the Workers. Retrieved December 22, 2017, from: http://smallbusiness.chron.com/ways-management-can-improve-confidence-workers-32835.html

Blumenthal D, McGinnis J. (2015). Measuring vital signs: an IOM report on core metrics for health and health care progress. Retrieved December 22, 2017, from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4803674/ JAMA. 2015;313(19):1901–2. doi: 10.1001/jama.2015.4862.