1、EIASTANDARDModel for Integrating Metrics intothe Procurement ProcessEIA-830FEBRUARY 2000ELECTRONIC INDUSTRIES ALLIANCEEIA-830Copyright Government Electronics for what purpose; during which phase of theproducts life cycle, for which areas of operational improvement; are fundamentaldecisions to be mad
2、e by each supplier as appropriate to their own management styleand business strategy.This document is designed to serve as a model for all customers and suppliers. Itoffers a list of metric categories that are in use in the industry today. It relates theirstrategic, tactical, and local utility to va
3、rious functions. Metrics listed are neither allinclusive, nor reflective of a minimum set. The point to keep in mind is that metricsare value-added information, which in itself has an acquisition cost and someassociated value. Metrics may be simple observations or complex calculations,repetitive in
4、nature or single events, manually generated or automatically produced bythe process. The business process, however, must provide for them in an economicalmanner in proportion to their worth. Costly modifications to supplement establishedprocesses solely for the generation of arbitrary management ind
5、icators will likely notbe cost effective.B. Documentation of Selected MetricsAlthough not the desired state, specific metrics may be contractually required. Othersmay be the result of customer influence to aid them in their oversight responsibility.Experience indicates that most will result from the
6、 suppliers documented processes fordesign, development, production, installation, and servicing (as applicable to thebusiness). All will likely be dynamic, changing with the various acquisition phases, withimprovements in the quality management system, and with the overall maturity of thecompany.Acc
7、ordingly, suppliers are advised to document a metrics management process, in lieu ofspecific metrics, to support both the acquisition process and the changing needs of thecompany. Contractually required metrics should be the exception rather than the rule,and when required, should be readily negotia
8、ble as change is indicated during the productlife cycle.Copyright Government Electronics yield; performance;and completeness. These categories are combined and weighted according to wherethe product falls on the simple to complex axis (emphasis on the yield andCopyright Government Electronics and th
9、e manner that these data are captured in and the subsequentstorage/analysis/communication of related information.b. Past Performance (NOTE: This area is still under review within the USGsponsored Past Performance Coordinating Council)D. Model Updates and CommentsThis section will be completed by the
10、 standards writing body that releases this model asan industry standard.Copyright Government Electronics value added (also called“effectiveness“).Outcome The result of using metrics to achieve decisions and/or their application or implementationto achieve a desired goal or objective.Output Specific
11、products and/or services delivered to your customer(s).Performance BasedContracting (PBC)Structuring all aspects of an acquisition around the purpose of the work to be performed asopposed to either the manner by which the work is to be performed or broad and imprecisestatements of work.Requirement W
12、hat the customer wants; something specifically requested and needed.Stakeholder A person or entity that has an interest in but is not a direct recipient of your work.Strategic Metric A high level of measurement exemplified by metrics provided to senior management (e.g.,Center Director, Enterprise AA
13、 CEO, etc.).Tactical Metric Measurement(s) provided to “hands on“, mid-level management , customer managers andsupervisors.Testing The means to assure that a given metric or set of metrics will meet customer requirements(answer the question of “is there value-added, how does this help me manage“?).
14、Useful The metric(s) must be clearly understood and allow for practical application (a part of “testing“).Value-added Applying the metric(s) will enhance cost ,schedule, performance (a part of “testing“).Copyright Government Electronics & Information Technology Association Reproduced by IHS under li
15、cense with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-EIA-830Page 20FIGURE 1Metrics PyramidfloorfloorStrategic MetricsTacticalMetricsPERFORMANCECOSTSCHEDULEGeneral ManagerCustomer ManagementProgram OfficerLocal Metrics Middle ManagementCustomer - Program
16、ManagementProgram OfficeProcess OwnerLocal (site) Customer Rep.“Hands on “ PersonnelCopyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-EIA-830Page 21FIGURE
17、2Cost Metric Pyramidaward fee earnedreturn on sales (ros) return on investment (roi)cost performance indicator (cpi)composite overhead ratecomposite overtime % labor by monthFactory overhead ratefactory overtime % overtime analysisfactory labor by month absentismFactory overhead raterework ratesappl
18、ied hours / total hoursabsentism touch labor quality labor supplier delivery to costStrategic MetricsGeneral ManagerCustomer ManagementProgram OfficeTactical MetricsMiddle ManagementCustomer - Program ManagementProgram OfficeLocal Process OwnersManager/CustomerProcess TreamLOCAL METRICSProcess Owner
19、Local (site) Customer Rep. “Hands on” PersonnelCopyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-EIA-830Page 22FIGURE 3Performance Metric Pyramidmajor sub
20、contractor program & plant status past contract performancepurchase order backlog small business procurementsmall disadvantage bus procurementplant rework rate eng. change ratescustomer complaintspersonnel injury/illness personnel turnover rateplant defect/yield - hardware and software trendsmateria
21、l review board trendsinspection escapes audit resultssupplier shop defect rate supplier receiving defect rateworkmenship defect rates shop defect ratesmachine down times rework retest scrap process defect rates pareto analysis vendor yieldsLOCAL METRICSProcess OwnerLocal (site) Customer Rep. “Hands
22、on” PersonnelTACTICAL METRICSMiddle ManagementCustomer - Program ManagementProgram OfficeSTRATEGIC METRICS General ManagerCustomer ManagementProgram OfficeCopyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or
23、networking permitted without license from IHS-,-,-EIA-830Page 23FIGURE 4Schedule Metric Pyramidcscis released by monthcscis released by monthdelivery performance cum by mo.schedule performance indicators -milestones met/plannedspecs/dwg released vs planned by monthsoftware documents released vs plan
24、ned per month start completion dates shortagesschedule requirements manpowerstart and complete dates schedule requirements manpowerdwg released/change availability material/parts shortagessupplier on time delivery schedule procurement cycle time receiving cycle time time to replace p.o.sTactical Met
25、ricsMiddle ManagementCustomer - Program ManagementProgram OfficeStrategic MetricsGeneral ManagementCustomer ManagementProgram OfficeLOCAL METRICSProcess OwnerLocal (site) Customer Rep. “Hands on” PersonnelCopyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-Copyright Government Electronics & Information Technology Association Reproduced by IHS under license with GEIA Not for ResaleNo reproduction or networking permitted without license from IHS-,-,-
