A governed KPI and threshold library organized around People, Safety, Quality, Delivery, Cost, and Innovation — plus the digital architecture required to connect from local spreadsheets to integrated enterprise systems.
No Tier assignment is shown in the public library at this stage. The focus is the governed measure itself: definition, source area, threshold bands, and performance direction.
| Domain | KPI / Metric | Module / Performance Area | UOM | Exceeds | Meets | Partial | Dir |
|---|---|---|---|---|---|---|---|
| P | Training Compliance % PEOPLE — % personnel rows Compliant in FACT_Personnel_Room_Status for suite/day |
MFG T1 Suite ScorecardMFG T1 PSQDC | % | ≥98% | ≥95% | ≥90% | ▲ |
| P | Resources Req / Avail % PEOPLE — DIVIDE(Available_Hours, Required_Hours) from FACT_Suite_Hourly_Schedule |
MFG T1 Suite ScorecardMFG T1 PSQDC | % | ≥100% | ≥95% | ≥90% | ▲ |
| P | Overtime % PEOPLE — Overtime_Hours / Required_Hours. Lower is better. Display with 1 decimal. |
MFG T1 Suite ScorecardMFG T1 PSQDC | % | ≤0% | ≤0% | ≤1% | ▼ |
| P | People Pillar weight = sum of T1_Training_Compliance + T1_Resources_Ratio + T1_Overtime_Pct weights |
MFG T1 Suite ScorecardMFG T1 PSQDC Map | Pillar | — | — | — | ▼ |
| P | Cost Per Hire Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Internal Hire Rate Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Interview to Offer Rate Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Offer Acceptance Rate Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Referral Hire Rate Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Resume to Interview Rate Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Staffing Rate Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Time to Hire Referenced by Power BI measures through TA_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TA_Targets.xlsx / source file. |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Staffing_Rate Parameter display alias for TA_KPI_Parameter → TA_Staffing_Rate; maps to targ... |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Time_To_Hire Parameter display alias for TA_KPI_Parameter → TA_Time_To_Hire; maps to targe... |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Internal_Hire_Rate Parameter display alias for TA_KPI_Parameter → TA_Internal_Hire_Rate; maps to... |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Referral_Hire_Rate Parameter display alias for TA_KPI_Parameter → TA_Referral_Hire_Rate; maps to... |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | Cost_Per_Hire Parameter display alias for TA_KPI_Parameter → TA_Cost_Per_Hire; maps to targ... |
PeopleTalent Acquisition | — | — | — | — | ▼ |
| P | 1:1 Completion Rate Referenced by Power BI measures through TD_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TD_Targets.xlsx / source file. |
PeopleTalent Development | — | — | — | — | ▼ |
| P | Bench Strength Index Referenced by Power BI measures through TD_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TD_Targets.xlsx / source file. |
PeopleTalent Development | — | — | — | — | ▼ |
| P | INDEX Referenced by Power BI measures through TD_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TD_Targets.xlsx / source file. |
PeopleTalent Development | — | — | — | — | ▼ |
| P | L&D Completion Rate Referenced by Power BI measures through TD_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from TD_Targets.xlsx / source file. |
PeopleTalent Development | — | — | — | — | ▼ |
| P | Perf Review Completion Referenced by Power BI measures through TD_Targets[KPI]. Target values are so... |
PeopleTalent Development | — | — | — | — | ▼ |
| P | Skill Progression Rate Referenced by Power BI measures through TD_Targets[KPI]. Target values are so... |
PeopleTalent Development | — | — | — | — | ▼ |
| P | Training Hrs/Employee Referenced by Power BI measures through TD_Targets[KPI]. Target values are so... |
PeopleTalent Development | — | — | — | — | ▼ |
| P | Training On-Time % Referenced by Power BI measures through TD_Targets[KPI]. Target values are so... |
PeopleTalent Development | — | — | — | — | ▼ |
| P | TD Weighted Score Parameter display alias for Talent Development composite index. |
PeopleTalent Development | — | — | — | — | ▼ |
| P | % Overtime Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Absenteeism Rate Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Average Tenure Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Engagement Rate Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Manager Effectiveness Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | PTO Utilization Rate Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Promotion Rate Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Recognition Rate Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Retention Rate Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Survey Response Rate Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Work Life Harmony Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | eNPS Score Referenced by Power BI measures through TH_Targets[KPI]. Target values are so... |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Engagement Rate Trend Parameter display alias for Talent Health trend measure. |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Work Life Harmony Trend Parameter display alias for Talent Health trend measure. |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Recognition Rate Trend Parameter display alias for Talent Health trend measure. |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Average Tenure Trend Parameter display alias for Talent Health trend measure. |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Retention Rate Trend Parameter display alias for Talent Health trend measure. |
PeopleTalent Health | — | — | — | — | ▼ |
| P | Promotion Rate Trend Parameter display alias for Talent Health trend measure. |
PeopleTalent Health | — | — | — | — | ▼ |
| P | On Time % Training_Targets DATATABLE. On-time training completion rate. |
PeopleTraining Dashboard | % | ≥98% | ≥95% | ≥85% | ▲ |
| P | Completion Rate % Training_Targets DATATABLE. Training completion rate. |
PeopleTraining Dashboard | % | ≥98% | ≥95% | ≥85% | ▲ |
| P | Training Pace % Training_Targets DATATABLE. Training pace vs expected. |
PeopleTraining Dashboard | % | ≥110% | ≥90% | ≥75% | ▲ |
| P | % Emps No Due <7D Training_Targets DATATABLE. % employees with no due/overdue items inside 7 days. |
PeopleTraining Dashboard | % | ≥97% | ≥93% | ≥85% | ▲ |
| P | % Emps No Due <30D Training_Targets DATATABLE. % employees with no due/overdue items inside 30 days. |
PeopleTraining Dashboard | % | ≥90% | ≥80% | ≥70% | ▲ |
| P | Hrs Per Employee Training_Targets DATATABLE. Training hours per employee. |
PeopleTraining Dashboard | Hours | ≥4.5 | ≥3.5 | ≥2.5 | ▲ |
| P | Hrs Completed % Parameter display alias from Training KPI Parameter; likely maps to Training ... |
PeopleTraining Dashboard | — | — | — | — | ▼ |
| P | Due In 7 Days Parameter display alias from Training KPI Parameter; maps to % Emps No Due <7... |
PeopleTraining Dashboard | — | — | — | — | ▼ |
| P | Due In 30 Days Parameter display alias from Training KPI Parameter; maps to % Emps No Due <3... |
PeopleTraining Dashboard | — | — | — | — | ▼ |
| S | Safety Concerns Reported More reporting = more proactive culture. Target is high volume. |
EHSEHS Behavioral Safety | # | ≥20 | ≥10 | ≥5 | ▲ |
| S | Positive Behaviors Observed Positive safety observations per period. |
EHSEHS Behavioral Safety | # | ≥40 | ≥25 | ≥15 | ▲ |
| S | Observation Ratio (Positive:Concern) Positive behaviors / safety concerns. >=2.0 = healthy culture. |
EHSEHS Behavioral Safety | ratio | ≥2.5 | ≥2 | ≥1.5 | ▲ |
| S | Open Safety CAPAs Total open safety CAPAs. Informational. |
EHSEHS CAPA Status | # | ≤10 | ≤25 | ≤40 | ▼ |
| S | Overdue Safety CAPAs CAPAs past due date. >10 = escalation required. |
EHSEHS CAPA Status | # | ≤2 | ≤5 | ≤10 | ▼ |
| S | SDS Currency % % Safety Data Sheets current within required review period |
EHSEHS Chemical Safety | % | ≥99% | ≥97% | ≥90% | ▲ |
| S | Chemical Storage Compliance % % chemical storage locations meeting all requirements |
EHSEHS Chemical Safety | % | ≥99% | ≥97% | ≥90% | ▲ |
| S | Chemical Quantity Compliance % % chemicals within approved quantity limits |
EHSEHS Chemical Safety | % | ≥99% | ≥97% | ≥90% | ▲ |
| S | Lost Time Injury Rate (LTIR) LTI incidents x 200,000 / hrs worked. Lower is better. |
EHSEHS Incident Metrics | rate | ≤0.1 | ≤0.3 | ≤0.6 | ▼ |
| S | Total Recordable Incident Count Total OSHA recordable incidents per period. Lower is better. |
EHSEHS Incident Metrics | # | ≤5 | ≤10 | ≤15 | ▼ |
| S | Near Miss / Observation Count Higher = stronger preventive reporting culture. |
EHSEHS Incident Metrics | # | ≥200 | ≥100 | ≥50 | ▲ |
| S | Open Regulatory Findings Open findings from regulatory inspections/audits |
EHSEHS Regulatory Findings | # | ≤1 | ≤3 | ≤5 | ▼ |
| S | Avg Days to Close Findings Average days from finding date to verified closure |
EHSEHS Regulatory Findings | days | ≤60 | ≤90 | ≤120 | ▼ |
| S | TRIR (Total Recordable Incident Rate) Recordable incidents x 200,000 / hrs worked. Lower is better. Pharma best-in-class <0.5 |
EHSEHS Safety Index | rate | ≤0.5 | ≤1 | ≤1.5 | ▼ |
| S | Days Without Recordable Incident Days since last OSHA recordable. Exceeds>=365d Meets>=180d Partial>=120d |
EHSEHS Safety Index | days | ≥365 | ≥180 | ≥120 | ▲ |
| S | EHS Compliance Risk Score Composite: reg compliance 40% + audit closure 35% + open findings risk 25% |
EHSEHS Safety Index | score | ≥0.95 | ≥0.85 | ≥0.75 | ▲ |
| S | Safety CAPA On-Time Closure % % safety CAPAs closed on or before due date within the month |
EHSEHS Safety Index | % | ≥95% | ≥85% | ≥75% | ▲ |
| S | Chemical Compliance Rate % chemical inventory items Overall_Compliant_Flag=Y at latest snapshot |
EHSEHS Safety Index | % | ≥98% | ≥95% | ≥85% | ▲ |
| S | Workplace Safety Score Composite: 6S Audit 40% + JHA completion 35% + EHS training OT 25% |
EHSEHS Safety Index | score | ≥0.95 | ≥0.85 | ≥0.75 | ▲ |
| S | 6S Compliance Rate % % 6S audit areas passing threshold |
EHSEHS Workplace Safety | % | ≥95% | ≥90% | ≥80% | ▲ |
| S | JHA Completion Rate % % required JHAs completed for the period |
EHSEHS Workplace Safety | % | ≥95% | ≥90% | ≥80% | ▲ |
| S | EHS Training On-Time % % EHS-required training completed on time |
EHSEHS Workplace Safety | % | ≥97% | ≥93% | ≥85% | ▲ |
| S | Chemical Compliance Rate Referenced by Power BI measures through Safety_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Safety_Targets.xlsx / source file. |
EHSSafety Scorecard | — | — | — | — | ▼ |
| S | Safety CAPA On-Time % Referenced by Power BI measures through Safety_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Safety_Targets.xlsx / source file. |
EHSSafety Scorecard | — | — | — | — | ▼ |
| S | TRIR Referenced by Power BI measures through Safety_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Safety_Targets.xlsx / source file. |
EHSSafety Scorecard | — | — | — | — | ▼ |
| S | Workplace Safety Score Referenced by Power BI measures through Safety_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Safety_Targets.xlsx / source file. |
EHSSafety Scorecard | — | — | — | — | ▼ |
| S | Safety Issues SAFETY — Count open actions where Owner='EHS' in FACT_Suite_Action_Log as-of day. Lower is better. |
MFG T1 Suite ScorecardMFG T1 PSQDC | Count | ≤0 | ≤0 | ≤1 | ▼ |
| S | Safety Pillar weight = T1_Safety_Issues weight |
MFG T1 Suite ScorecardMFG T1 PSQDC Map | Pillar | — | — | — | ▼ |
| Q | Days Without DV QUALITY — DATEDIFF(last DV Created_Date, selected day). Higher = fewer deviations = better. |
MFG T1 Suite ScorecardMFG T1 PSQDC | Days | ≥30 | ≥10 | ≥5 | ▲ |
| Q | MPR Review OT+RFT % QUALITY — % MPRs both on-time AND right-first-time. Aligned with MFG T3 RFT (0.97/0.93/0.87). Source: FACT_MPR_Review. |
MFG T1 Suite ScorecardMFG T1 PSQDC | % | ≥97% | ≥93% | ≥87% | ▲ |
| Q | MPR RTR Complete % QUALITY — % MPRs with real-time review steps completed. Source: FACT_MPR_Review[RTR_Complete_Flag]. |
MFG T1 Suite ScorecardMFG T1 PSQDC | % | ≥100% | ≥95% | ≥90% | ▲ |
| Q | Quality Pillar weight = sum of T1_Days_Without_DV + T1_MPR_Review_OT_RFT + T1_MPR_RTR_Complete weights |
MFG T1 Suite ScorecardMFG T1 PSQDC Map | Pillar | — | — | — | ▼ |
| Q | % Audit No Critical_Major Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | % Recurrence Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | CAPA Linkage Rate % Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | Critical % of Obs Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | Finding Closure Rate % Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | Major % of Obs Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | On Time Closure % Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | Response On Time % Referenced by Power BI measures through Audit_Targets[KPI]. Target values are... |
QualityAudit Management | — | — | — | — | ▼ |
| Q | % On Time CAPA_Thresholds DATATABLE. % CAPA on time. |
QualityCAPA | % | ≥98% | ≥90% | ≥85% | ▲ |
| Q | Effectiveness CAPA_Thresholds DATATABLE. CAPA effectiveness. |
QualityCAPA | % | ≥98% | ≥90% | ≥85% | ▲ |
| Q | Overdue CAPA_Thresholds/DimGoal DATATABLE. Open overdue count; lower is better. |
QualityCAPA | Count | ≤0 | ≤2 | ≤5 | ▼ |
| Q | Open Aging CAPA_Thresholds/DimGoal DATATABLE. Lower is better. |
QualityCAPA | Days | ≤180 | ≤240 | ≤300 | ▼ |
| Q | Avg Time To Close CAPA_Thresholds DATATABLE. Lower is better. |
QualityCAPA | Days | ≤180 | ≤240 | ≤300 | ▼ |
| Q | Extensions In Period CAPA_Thresholds DATATABLE. Lower is better. |
QualityCAPA | Count | ≤5 | ≤15 | ≤25 | ▼ |
| Q | Extensions Per CAPA CAPA_Thresholds DATATABLE. Lower is better. |
QualityCAPA | #/CAPA | ≤0.5 | ≤1 | ≤1.5 | ▼ |
| Q | Actions % On Time Power BI CC_KPI selector row. Threshold values not embedded in provided database.zip. |
QualityChange Control | % | — | — | — | ▲ |
| Q | % Open < 9 Months Power BI CC_KPI selector row. Threshold values not embedded in provided database.zip. |
QualityChange Control | % | — | — | — | ▲ |
| Q | % Initiation < 30 Days Power BI CC_KPI selector row. Threshold values not embedded in provided database.zip. |
QualityChange Control | % | — | — | — | ▲ |
| Q | Initiate → Approval Avg Days Power BI CC_KPI selector row. Lower is better; thresholds not embedded in provided database.zip. |
QualityChange Control | Days | — | — | — | ▼ |
| Q | % Urgent Power BI CC_KPI selector row. Lower is generally better; thresholds not embedded in provided database.zip. |
QualityChange Control | % | — | — | — | ▼ |
| Q | CC Index Power BI CC_KPI selector row. Threshold values not embedded in provided database.zip. |
QualityChange Control | Score | — | — | — | ▲ |
| Q | DV % CLOSED ON TIME DEVIATION_Thresholds DATATABLE; prefixed to keep Lookup_Key unique. |
QualityDeviations | % | ≥98% | ≥95% | ≥85% | ▲ |
| Q | DV % OPEN OVERDUE DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | % | ≤0% | ≤5% | ≤10% | ▼ |
| Q | DV RECURRENCE % DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | % | ≤5% | ≤10% | ≤20% | ▼ |
| Q | DV OPEN AGING DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | Days | ≤15 | ≤30 | ≤60 | ▼ |
| Q | DV AVG TIME TO CLOSE DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | Days | ≤28 | ≤30 | ≤35 | ▼ |
| Q | DV > 30 DAY AGING DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | Count | ≤5 | ≤10 | ≤30 | ▼ |
| Q | DV OCCUR TO DETECT AVG DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | Days | ≤4 | ≤7 | ≤14 | ▼ |
| Q | DV % MAJOR + CRITICAL DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | % | ≤5% | ≤10% | ≤20% | ▼ |
| Q | DV EXTENSIONS IN PERIOD DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | Count | ≤0 | ≤0 | ≤1 | ▼ |
| Q | DV EXTENSIONS PER DV DEVIATION_Thresholds DATATABLE; lower is better. |
QualityDeviations | #/DV | ≤0.02 | ≤0.05 | ≤0.1 | ▼ |
| Q | Avg Review Cycle Days Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | Avg Revision Cycle Days Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | CAPA Driven Rev % Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | First Pass Approval % Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | PR Due Next 30D Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | PR On Time Completion % Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | PR Revision Required % Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | Rev On Time Closure % Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | Rev Recurrence % Referenced by Power BI measures through Doc_Control_Targets[KPI]. Target valu... |
QualityDocument Control | — | — | — | — | ▼ |
| Q | ASL Expiry 90D Referenced by Power BI measures through Supplier_Targets[KPI]. Target values ... |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | D&B SER % Above Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | Lot Acceptance Rate Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | On Time Delivery Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | Past Due ASL Audit % Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | S-CAR Avg Age Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | S-CAR On Time Closure Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | Single Sourced % Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| Q | Sole Sourced % Referenced by Power BI measures through Supplier_Targets[KPI]. Target values are sourced from external workbook in Power Query and are not embedded in database.zip; fill/validate thresholds from Supplier_Targets.xlsx / source file. |
QualitySupplier Quality | — | — | — | — | ▼ |
| D | Weighted Performance Index Required by CMMS_CM_Info_Panel. WPI score threshold row. |
CMMSCorrective Maintenance | 1-4 | ≥3 | ≥2.5 | ≥1.5 | ▲ |
| D | On Time Complete % Higher is better. Actual CM completed on or before due date / Scheduled CM. |
CMMSCorrective Maintenance | % | ≥99% | ≥98% | ≥95% | ▲ |
| D | Overdue CM % Lower is better. Overdue CM WOs as % of total scheduled CM. |
CMMSCorrective Maintenance | % | ≤0% | ≤1% | ≤3% | ▼ |
| D | Assigned % Higher is better. Assigned CM WOs / total open CM WOs. |
CMMSCorrective Maintenance | % | ≥100% | ≥98% | ≥95% | ▲ |
| D | On Hold <30D % Corrected from legacy >30D wording. Percent of on-hold CM WOs less than 30 days old; higher is better. |
CMMSCorrective Maintenance | % | ≥99% | ≥98% | ≥95% | ▲ |
| D | Pending Review <30D % Required by CMMS corrective maintenance scoring. Percent of pending-review CM WOs less than 30 days old; higher is better. |
CMMSCorrective Maintenance | % | ≥99% | ≥98% | ≥95% | ▲ |
| D | WR to WO Cycle Time (Days) Lower is better. Average days from Work Request creation to Work Order assignment. |
CMMSCorrective Maintenance | Days | ≤1 | ≤2 | ≤3 | ▼ |
| D | PM Compliance % Higher is better. Complete+VendorCAL/Total scheduled. |
CMMSPM Compliance | % | ≥98% | ≥95% | ≥88% | ▲ |
| D | Schedule Adherence Higher is better. OnTime/Completed WOs. |
CMMSPM Compliance | % | ≥98% | ≥95% | ≥88% | ▲ |
| D | Overdue Rate Lower is better. Point-in-time Interval_Status=Overdue. |
CMMSPM Compliance | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | Resource Utilization Higher is better. Required hrs/Available hrs. Target 80-90%. |
CMMSPM Compliance | % | ≥90% | ≥85% | ≥80% | ▲ |
| D | MTTR (hrs) Lower is better. Avg actual hrs for unplanned completed WOs. |
CMMSPM Compliance | hrs | ≤2 | ≤3 | ≤5 | ▼ |
| D | On Hold WO Count Lower is better. Non-weighted informational. |
CMMSPM Compliance | Count | ≤0 | ≤2 | ≤5 | ▼ |
| D | Unassigned WO Count Lower is better. Non-weighted informational. |
CMMSPM Compliance | Count | ≤0 | ≤2 | ≤5 | ▼ |
| D | Revenue PTP % Actuals / budget target |
Demand PlanningDP T3 Scorecard | % | ≥105% | ≥98% | ≥90% | ▲ |
| D | Secured Revenue vs Plan Secured backlog / quarterly plan |
Demand PlanningDP T3 Scorecard | % | ≥105% | ≥95% | ≥85% | ▲ |
| D | Forecast Accuracy % 1 - MAPE; higher = more accurate |
Demand PlanningDP T3 Scorecard | % | ≥95% | ≥90% | ≥85% | ▲ |
| D | Book to Bill Ratio Orders booked / billed; >1.0 = pipeline growing |
Demand PlanningDP T3 Scorecard | x | ≥1.1 | ≥1 | ≥0.9 | ▲ |
| D | Capacity Utilization % Secured+P75 demand / max capacity |
Demand PlanningDP T3 Scorecard | % | ≥85% | ≥70% | ≥50% | ▲ |
| D | Total Interval Actions Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▲ |
| D | Total On Demand WO Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▼ |
| D | Unassigned Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▼ |
| D | On Hold Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▼ |
| D | Planned Complete Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▲ |
| D | Actual Complete Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▲ |
| D | Acceptable In Process Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▲ |
| D | Overdue Power BI CMMS_KPI_List selector row. |
ENGCMMS | Count | — | — | — | ▼ |
| D | Schedule Adherence MTD Power BI CMMS_KPI_List selector row. |
ENGCMMS | % | — | — | — | ▲ |
| D | Resources Required (Hrs) Power BI CMMS_KPI_List selector row; supporting capacity measure. |
ENGCMMS | Hours | — | — | — | ▼ |
| D | Resources Available (Hrs) Power BI CMMS_KPI_List selector row; supporting capacity measure. |
ENGCMMS | Hours | — | — | — | ▼ |
| D | % Utilization Power BI CMMS_KPI_List selector row. |
ENGCMMS | % | — | — | — | ▲ |
| D | Unassigned % Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | % | — | — | — | ▼ |
| D | Scheduled CM Complete Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▲ |
| D | Actual CM Complete Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▲ |
| D | Overdue CM WO Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | Overdue CM >30D Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | Unassigned CM WO Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | Unassigned CM >15D Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | On Hold WO Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | Pending Review Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | Pending Review >30D Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | WR Processed Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▲ |
| D | WR Pending >2D Power BI DIM_CMMS_CM_KPI selector row. |
ENGCMMS Corrective Maintenance | Count | — | — | — | ▼ |
| D | Maintenance % vs Budget Actual maintenance spend / approved budget. Lower=better (at/under budget). Exceeds=<=98%, Meets=<=100%, Partial=<=103%. |
ENGCost Performance R&M | % | ≤98% | ≤100% | ≤103% | ▼ |
| D | Maintenance Cost / Asset Total PM cost / active assets. Lower=better. Exceeds<=$3,700, Meets<=$4,000, Partial<=$4,400. |
ENGCost Performance R&M | $ | ≤$4K | ≤$4K | ≤$4K | ▼ |
| D | Repair Cost per Asset Total repair cost / active assets. Lower=better. Exceeds<=$1,600, Meets<=$1,900, Partial<=$2,200. |
ENGCost Performance R&M | $ | ≤$2K | ≤$3K | ≤$3K | ▼ |
| D | Repairs % vs Budget Actual unplanned/repair spend / budget for unplanned work. Lower=better. Exceeds=<=98%, Meets=<=100%, Partial=<=103%. |
ENGCost Performance R&M | % | ≤98% | ≤100% | ≤103% | ▼ |
| D | Cost per Operating Hour Retired — replaced by Repair Cost per Asset. |
ENGCost Performance R&M | $/Hr | ≤700 | ≤750 | ≤800 | ▼ |
| D | Weighted Performance Index COST_WPI composite (1-4 scale). Exceeds>=3.80, Meets>=2.50, Partial>=2.00. Used for WPI card border and chart target. |
ENGCost Performance R&M | Index | ≥3 | ≥2 | ≥1 | ▲ |
| D | Financial Performance Actual portfolio cost / budget. Lower=better (at/under budget). Exceeds<=95%, Meets<=100%, Partial<=105%. |
ENGReal Estate | % | ≤95% | ≤104% | ≤109% | ▼ |
| D | Property Tax to Budget Actual property tax / budget. Lower=better. Exceeds<=90%, Meets<=100%, Partial<=110%. |
ENGReal Estate | % | ≤95% | ≤104% | ≤110% | ▼ |
| D | Space Utilization Actual occupied SqFt / total leasable SqFt. Higher=better. Exceeds>=85%, Meets>=75%, Partial>=60%. |
ENGReal Estate | % | ≥85% | ≥75% | ≥60% | ▲ |
| D | Compliance Risk Score Weighted compliance score (permits, inspections, certificates current). Higher=better. Exceeds>=90%, Meets>=75%, Partial>=60%. |
ENGReal Estate | Score | ≥0.9 | ≥0.75 | ≥0.6 | ▲ |
| D | Lease Expiry Management % of leases with >12 months remaining OR renewal initiated. Higher=better. Exceeds>=90%, Meets>=75%, Partial>=60%. |
ENGReal Estate | % | ≥90% | ≥75% | ≥60% | ▲ |
| D | Weighted Performance Index RE_WPI composite (1-4 scale). Exceeds>=3.80, Meets>=2.50, Partial>=2.00. |
ENGReal Estate | Index | ≥3 | ≥2 | ≥1 | ▲ |
| D | Reliability WPI Composite Reliability Engineering WPI score. Blue=Exceeds, Green=Meets, Yellow=Partial, Red=Does Not Meet. |
ENGReliability Engineering | Index | ≥3 | ≥2 | ≥1 | ▲ |
| D | Asset Availability % OEE Availability-aligned reliability KPI. Uses operating hours and downtime minutes/hours. |
ENGReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Asset Downtime % Downtime hours as % of operating hours. Lower is better. |
ENGReliability Engineering | % | ≤1% | ≤3% | ≤5% | ▼ |
| D | MTBF Mean time between failures. Higher is better. |
ENGReliability Engineering | Months | ≥6 | ≥3 | ≥1 | ▲ |
| D | Mean Time to Repair Average repair duration for failure/corrective work. Lower is better. |
ENGReliability Engineering | Hours | ≤4 | ≤8 | ≤16 | ▼ |
| D | Spares Availability % Requires parts/inventory availability data; currently placeholder until source exists. |
ENGReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Preventive vs Corrective % Preventive/planned work as percent of planned + corrective work. |
ENGReliability Engineering | % | ≥75% | ≥65% | ≥50% | ▲ |
| D | Failure Rate Failures per 1,000 operating hours. Lower is better. |
ENGReliability Engineering | Rate | ≤1 | ≤3 | ≤5 | ▼ |
| D | Repeat Failure Rate Percent of failed assets with more than one failure in selected period. Lower is better. |
ENGReliability Engineering | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | % Repair within SLA Percent of repairs completed within target. Higher is better. |
ENGReliability Engineering | % | ≥95% | ≥90% | ≥80% | ▲ |
| D | OEE Manufacturing OEE aligned: Availability x Performance x Quality. Legacy reliability alias renamed from duplicate 'OEE' to prevent LOOKUPVALUE ambiguity. Manufacturing keeps 'OEE'. |
ENGReliability Engineering | % | ≥85% | ≥75% | ≥65% | ▲ |
| D | OEE Availability % Availability component from equipment status/downtime impact. |
ENGReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | OEE Performance % Performance component from schedule adherence, resource availability, and material constraints. |
ENGReliability Engineering | % | ≥95% | ≥90% | ≥80% | ▲ |
| D | OEE Quality % Quality component from deviations and reject rate. |
ENGReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Schedule Adherence % PowerApp shift-report performance metric: On Track/Ahead vs total reported room activity. |
ENGReliability Engineering | % | ≥95% | ≥90% | ≥80% | ▲ |
| D | Resource Availability % Available resources / required resources from shift room status. |
ENGReliability Engineering | % | ≥100% | ≥95% | ≥90% | ▲ |
| D | Material Availability % Rooms/steps without material issues as percent of total room status rows. |
ENGReliability Engineering | % | ≥100% | ≥95% | ≥90% | ▲ |
| D | Reject Rate % DP quality loss metric. Lower is better. |
ENGReliability Engineering | % | ≤0% | ≤1% | ≤3% | ▼ |
| D | Equipment Availability % Asset availability filtered to equipment assets. |
ENGReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Utilities Availability % Asset availability filtered to utilities/facility systems. |
ENGReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | % Assets w/ Failures Percent of active assets with at least one failure in selected period. |
ENGReliability Engineering | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | Time to Respond Average time from WO created to repair start. Lower is better. |
ENGReliability Engineering | Hours | ≤4 | ≤8 | ≤16 | ▼ |
| D | Time to Repair Average active repair time. Lower is better. |
ENGReliability Engineering | Hours | ≤4 | ≤8 | ≤16 | ▼ |
| D | Mean Wait Time (Parts/Labor) Average parts/labor wait time. Requires shift report or CMMS wait reason data. |
ENGReliability Engineering | Hours | ≤2 | ≤4 | ≤8 | ▼ |
| D | Budget Variance % Budget variance percent. Requires maintenance/repair budget and EAC data. |
ENGReliability Engineering | % | ≥5% | ≥0% | ≥-5% | ▲ |
| D | Maintenance % vs Budget Maintenance spend vs budget. Requires cost source. |
ENGReliability Engineering | % | ≤90% | ≤100% | ≤110% | ▼ |
| D | Repairs % vs Budget Repair spend vs budget. Requires cost source. |
ENGReliability Engineering | % | ≤90% | ≤100% | ≤110% | ▼ |
| D | % Planned vs Unplanned Planned work as percent of planned + unplanned work. |
ENGReliability Engineering | % | ≥75% | ≥65% | ≥50% | ▲ |
| D | Red Flag Room Count Rooms with down/impacting issues. Lower is better. |
ENGReliability Engineering | Count | ≤0 | ≤1 | ≤3 | ▼ |
| D | Yellow Flag Room Count Rooms with issue/WO open but not necessarily impacting manufacturing. Lower is better. |
ENGReliability Engineering | Count | ≤0 | ≤3 | ≤5 | ▼ |
| D | Escalation Required Count Shift report escalation count. Lower is better. |
ENGReliability Engineering | Count | ≤0 | ≤1 | ≤3 | ▼ |
| D | Open Equipment Issues Open equipment issues reported through shift changeover. Lower is better. |
ENGReliability Engineering | Count | ≤0 | ≤5 | ≤10 | ▼ |
| D | Down Asset Count Down assets from equipment issue status/CMMS asset status. Lower is better. |
ENGReliability Engineering | Count | ≤0 | ≤1 | ≤3 | ▼ |
| D | Equipment Issue Count Total shift-reported equipment issues. Lower is better. |
ENGReliability Engineering | Count | ≤0 | ≤5 | ≤10 | ▼ |
| D | Average Downtime Minutes Per Issue Average downtime minutes per equipment issue. Lower is better. |
ENGReliability Engineering | Minutes | ≤15 | ≤30 | ≤60 | ▼ |
| D | Operating Hours Supporting measure. Sum of room operating hours from FACT_Room_Operating_Day. |
ENGReliability Engineering | Hours | — | — | — | ▲ |
| D | Installed Assets Supporting measure. Count of installed CMMS assets. |
ENGReliability Engineering | Count | — | — | — | ▲ |
| D | Assets In Service Supporting measure. Count of active/in-service CMMS assets. |
ENGReliability Engineering | Count | — | — | — | ▲ |
| D | Asset Utilization % Operating hours divided by available asset hours. |
ENGReliability Engineering | % | ≥90% | ≥80% | ≥70% | ▲ |
| D | Total Assets Supporting measure. Distinct asset count. |
ENGReliability Engineering | Count | — | — | — | ▲ |
| D | Active Assets Supporting measure. Active asset count. |
ENGReliability Engineering | Count | — | — | — | ▲ |
| D | Production Hours Alias/supporting measure for operating hours. |
ENGReliability Engineering | Hours | — | — | — | ▲ |
| D | Failure Count Supporting measure. Count of failure/unplanned work events. |
ENGReliability Engineering | Count | — | — | — | ▼ |
| D | Top Failure Mode Supporting measure. Most frequent action/failure category. |
ENGReliability Engineering | Text | — | — | — | ▼ |
| D | Last Failure Date Supporting measure. Most recent failure date. |
ENGReliability Engineering | Date | — | — | — | ▲ |
| D | Downtime - No Impact Hours Supporting measure by manufacturing impact. |
ENGReliability Engineering | Hours | — | — | — | ▼ |
| D | Downtime - Potential Impact Hours Supporting measure by manufacturing impact. |
ENGReliability Engineering | Hours | — | — | — | ▼ |
| D | Downtime - Schedule Delay Hours Supporting measure by manufacturing impact. |
ENGReliability Engineering | Hours | — | — | — | ▼ |
| D | Downtime - Batch Impact Hours Supporting measure by manufacturing impact. |
ENGReliability Engineering | Hours | — | — | — | ▼ |
| D | Downtime - Shutdown Hours Supporting measure by manufacturing impact. |
ENGReliability Engineering | Hours | — | — | — | ▼ |
| D | Shift Report Count Supporting measure. Count of shift reports. |
ENGReliability Engineering | Count | — | — | — | ▲ |
| D | Room Active Days Supporting measure. Count of active room-days. |
ENGReliability Engineering | Days | — | — | — | ▲ |
| D | Approved Budget Supporting measure. Requires budget source. |
ENGReliability Engineering | Currency | — | — | — | ▲ |
| D | Actual Spend to Date Supporting measure. Requires cost source. |
ENGReliability Engineering | Currency | — | — | — | ▼ |
| D | Remaining Forecast Supporting measure. Requires forecast source. |
ENGReliability Engineering | Currency | — | — | — | ▼ |
| D | Forecast at Complete (EAC) Supporting measure. Requires cost/forecast source. |
ENGReliability Engineering | Currency | — | — | — | ▼ |
| D | Budget Variance $ Supporting measure. Requires budget/forecast source. |
ENGReliability Engineering | Currency | — | — | — | ▲ |
| D | Maintenance Cost / Asset Requires cost source. |
ENGReliability Engineering | Currency | — | — | — | ▼ |
| D | Repair Cost / Asset Requires cost source. |
ENGReliability Engineering | Currency | — | — | — | ▼ |
| D | Cost per Operating Hour Requires cost source and operating hours. |
ENGReliability Engineering | Currency/Hour | — | — | — | ▼ |
| D | Critical Asset Reliability Availability % for GMP-critical assets (IsCritical=1); critical-scoped Asset Availability. |
ENGReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Inactive Assets % of assets not Active/In Service; lower is better |
ENGReliability Engineering | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | CAPEX Management Average of on-time and on-budget rates for IsCAPEX projects (sourced from Innovation). |
ENGSite Service | % | ≥95% | ≥85% | ≥70% | ▲ |
| D | Internal Service Satisfaction Average maintenance satisfaction survey score (1-5); one survey per completed WO. |
ENGSite Service | score | ≥4.5 | ≥4 | ≥3.5 | ▲ |
| D | Carbon Reduction vs Baseline YoY % reduction in CO2e vs prior-year baseline. Higher=better. Exceeds>=10%, Meets>=5%, Partial>=2%. |
ENGSustainability | % | ≥10% | ≥5% | ≥2% | ▲ |
| D | Energy Reduction vs Target Actual energy reduction % vs annual target. Higher=better. Exceeds>=10%, Meets>=5%, Partial>=2%. |
ENGSustainability | % | ≥10% | ≥5% | ≥2% | ▲ |
| D | Water Intensity (Usage/Unit) Water consumption per production unit vs prior year. Stored as ratio to PY (1.0=flat). Lower=better. Exceeds<=0.80, Meets<=0.90, Partial<=1.00. |
ENGSustainability | gal/unit | ≤0.8 | ≤0.9 | ≤1 | ▼ |
| D | Energy Intensity (kWh/Unit) Total kWh per production unit vs prior year. Stored as ratio to PY. Lower=better. Exceeds<=0.80, Meets<=0.90, Partial<=1.00. |
ENGSustainability | kWh/unit | ≤0.8 | ≤0.9 | ≤1 | ▼ |
| D | Waste Diversion Rate % of total waste diverted from landfill (recycled/composted/recovered). Higher=better. Exceeds>=80%, Meets>=70%, Partial>=60%. |
ENGSustainability | % | ≥80% | ≥70% | ≥60% | ▲ |
| D | Weighted Performance Index SUST_WPI composite (1-4 scale). Exceeds>=3.80, Meets>=2.50, Partial>=2.00. |
ENGSustainability | Index | ≥3.8 | ≥2.5 | ≥2 | ▲ |
| D | Weighted Performance Index Required by REL_HTML_Info_Panel where Module='Engineering'. Existing score measures also use Module='ENG'. |
EngineeringReliability Engineering | 1-4 | ≥3 | ≥2.5 | ≥1.5 | ▲ |
| D | Asset Availability % Alias required by REL_HTML_Info_Panel where Module='Engineering'; same thresholds as ENG Reliability Engineering row. |
EngineeringReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Asset Downtime % Alias required by REL_HTML_Info_Panel where Module='Engineering'; same thresholds as ENG Reliability Engineering row. |
EngineeringReliability Engineering | % | ≤1% | ≤3% | ≤5% | ▼ |
| D | Spares Availability % Alias required by REL_HTML_Info_Panel where Module='Engineering'; same thresholds as ENG Reliability Engineering row. |
EngineeringReliability Engineering | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Preventive vs Corrective % Alias required by REL_HTML_Info_Panel where Module='Engineering'; same thresholds as ENG Reliability Engineering row. |
EngineeringReliability Engineering | % | ≥75% | ≥65% | ≥50% | ▲ |
| D | MTBF Months Required by REL_HTML_Info_Panel and ENG_REL_KPI Parameter. Higher is better. |
EngineeringReliability Engineering | Months | ≥12 | ≥10 | ≥6 | ▲ |
| D | MTTR Hours Required by REL_HTML_Info_Panel and ENG_REL_KPI Parameter. Lower is better. |
EngineeringReliability Engineering | Hours | ≤2 | ≤4 | ≤8 | ▼ |
| D | Schedule Adherence % DELIVERY — Available_Hours / Required_Hours from FACT_Suite_Hourly_Schedule. Aligned with MFG T3 OTD thresholds. |
MFG T1 Suite ScorecardMFG T1 PSQDC | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Ready to Execute DELIVERY — Count open actions with Manufacturing_Impact=1. 0=Ready. Lower is better. |
MFG T1 Suite ScorecardMFG T1 PSQDC | Count | ≤0 | ≤0 | ≤1 | ▼ |
| D | Equipment Downtime % COST — Downtime_Minutes / (Required_Hours×60). Lower is better. |
MFG T1 Suite ScorecardMFG T1 PSQDC | % | ≤0% | ≤0% | ≤0% | ▼ |
| D | Overdue Issues COST — Count open actions past Due_Date in FACT_Suite_Action_Log. Lower is better. |
MFG T1 Suite ScorecardMFG T1 PSQDC | Count | ≤0 | ≤0 | ≤1 | ▼ |
| D | Overdue Alarms COST — Count alert/alarm events open >24hr in FACT_EMS_BMS_Events. Lower is better. |
MFG T1 Suite ScorecardMFG T1 PSQDC | Count | ≤0 | ≤0 | ≤1 | ▼ |
| D | Delivery Pillar weight = sum of T1_Schedule_Adherence + T1_Ready_to_Execute weights |
MFG T1 Suite ScorecardMFG T1 PSQDC Map | Pillar | — | — | — | ▼ |
| D | Right First Time % % batches released without deviation or rework |
ManufacturingMFG Performance | % | ≥97% | ≥93% | ≥87% | ▲ |
| D | On Time Delivery % % batches completed by planned end date |
ManufacturingMFG Performance | % | ≥97% | ≥92% | ≥85% | ▲ |
| D | OEE % Availability x Performance x Quality |
ManufacturingMFG Performance | % | ≥83% | ≥70% | ≥55% | ▲ |
| D | OEE Availability % % of scheduled time equipment available |
ManufacturingMFG Performance | % | ≥92% | ≥88% | ≥82% | ▲ |
| D | OEE Performance % % of available time running at target rate |
ManufacturingMFG Performance | % | ≥97% | ≥93% | ≥88% | ▲ |
| D | OEE Quality % % of output meeting quality spec |
ManufacturingMFG Performance | % | ≥97% | ≥95% | ≥90% | ▲ |
| D | Utilized Hours % Actual productive hours / available hours |
ManufacturingMFG Performance | % | ≥85% | ≥80% | ≥70% | ▲ |
| D | Batch Cycle Time (days) Actual cycle time vs target — lower is better |
ManufacturingMFG Performance | days | ≤120 | ≤145 | ≤160 | ▼ |
| D | Capacity Utilization % Planned batches vs available capacity |
ManufacturingMFG Performance | % | ≥88% | ≥80% | ≥65% | ▲ |
| D | Changeover % Manufacturing suite time-loss state: hours where Suite_State = Changeover divided by total available suite hours. Lower is better. |
ManufacturingManufacturing Downtime Analysis | % | ≤5% | ≤10% | ≤20% | ▼ |
| D | Idle % Manufacturing suite time-loss state: active suite with no activities OR inactive suite hours divided by total available suite hours. Lower is better. |
ManufacturingManufacturing Downtime Analysis | % | ≤5% | ≤10% | ≤20% | ▼ |
| D | Suite Availability % 1 - Total manufacturing suite time loss hours / total available suite hours. Higher is better. |
ManufacturingManufacturing Downtime Analysis | % | ≥98% | ≥95% | ≥90% | ▲ |
| D | Scheduled MFG Activity % Scheduled manufacturing activity hours / total available suite hours. Should use MPS/suite schedule, not asset downtime. |
ManufacturingManufacturing Downtime Analysis | % | ≥85% | ≥75% | ≥60% | ▲ |
| D | Planned MFG Downtime % Approved planned equipment/utility maintenance or shutdown window hours divided by total available suite hours. Lower is better. |
ManufacturingManufacturing Downtime Analysis | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | Unplanned MFG Downtime % Actual unexpected equipment/utility downtime impacting manufacturing divided by total available suite hours. Lower is better. |
ManufacturingManufacturing Downtime Analysis | % | ≤0% | ≤1% | ≤3% | ▼ |
| D | Assets with Failures Distinct active assets with one or more unplanned failure incidents during selected period. Count measure; evaluate with % Assets w/ Failures for thresholding. |
ManufacturingManufacturing Downtime Analysis | Count | — | — | — | ▼ |
| D | Active Assets Down Distinct active assets where current asset status is Down and an open unplanned non-cancelled/non-validation WO exists as of report date. Lower is better. |
ManufacturingManufacturing Downtime Analysis | Count | ≤0 | ≤1 | ≤5 | ▼ |
| D | Total MFG Downtime Hours Supporting measure: planned MFG downtime hours + unplanned MFG downtime hours. Do not include changeover or idle. |
ManufacturingManufacturing Downtime Analysis | Hours | — | — | — | ▼ |
| D | MRP Schedule Adherence % PR + PO actions on time vs need date |
ProcurementMRP Adherence | % | ≥99% | ≥98% | ≥95% | ▲ |
| D | PR Behind Need to Release % % PRs late to be released |
ProcurementMRP Adherence | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | PO Behind Need to Place % % POs late to be placed |
ProcurementMRP Adherence | % | ≥2% | ≥5% | ≥10% | ▲ |
| D | MRP Non-Support Prior % % past need dates with MRP support |
ProcurementMRP Adherence | % | ≤1% | ≤2% | ≤5% | ▼ |
| D | MRP Non-Support Future % % future needs that do not support MRP need date |
ProcurementMRP Adherence | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | On Time Receipt % Receipt on or before need date |
ProcurementPerfect Receipt | % | ≥97% | ≥93% | ≥85% | ▲ |
| D | In Full Receipt % % lots received in full quantity |
ProcurementPerfect Receipt | % | ≥98% | ≥95% | ≥88% | ▲ |
| D | Document Accuracy % % receipts with correct paperwork / COA |
ProcurementPerfect Receipt | % | ≥100% | ≥98% | ≥95% | ▲ |
| D | Damage Free Receipt % % receipts with no damage |
ProcurementPerfect Receipt | % | ≥99% | ≥98% | ≥95% | ▲ |
| D | Dock-to-Stock Hrs Total dock arrival to QA release — lower is better |
ProcurementPerfect Receipt | Hrs | ≤36 | ≤48 | ≤72 | ▼ |
| D | Procurement Efficiency % Composite: Throughput + CycleTime + Quality + Spend |
ProcurementProc Efficiency | % | ≥92% | ≥85% | ≥75% | ▲ |
| D | Procurement Throughput % POs processed per buyer vs target |
ProcurementProc Efficiency | % | ≥90% | ≥80% | ≥70% | ▲ |
| D | PR to PO Cycle Time % Efficiency vs target — higher = faster than target |
ProcurementProc Efficiency | % | ≤90% | ≤82% | ≤72% | ▼ |
| D | Process Quality % PO Right First Time % |
ProcurementProc Efficiency | % | ≥95% | ≥88% | ≥78% | ▲ |
| D | Spend on Contract % % total spend on contracted suppliers |
ProcurementProc Efficiency | % | ≥88% | ≥78% | ≥65% | ▲ |
| D | PRs per Buyer Industry benchmark 200-300 per buyer per year |
ProcurementProc Efficiency | # | ≥300 | ≥250 | ≥200 | ▲ |
| D | POs per Buyer Industry benchmark 400-600 per buyer per year |
ProcurementProc Efficiency | # | ≥600 | ≥500 | ≥350 | ▲ |
| D | Suppliers per Buyer Industry benchmark 25-35 distinct suppliers per buyer |
ProcurementProc Efficiency | # | ≥35 | ≥30 | ≥20 | ▲ |
| D | Buyer Productivity % Composite of PR/PO/Suppliers per buyer normalized vs target |
ProcurementProc Efficiency | % | ≥95% | ≥90% | ≥80% | ▲ |
| D | PO Right First Time % % POs with zero change orders |
ProcurementProc Efficiency | % | ≥98% | ≥95% | ≥85% | ▲ |
| D | PO Vendor Acknowledged % % POs with vendor acknowledgement received |
ProcurementProc Efficiency | % | ≥98% | ≥95% | ≥85% | ▲ |
| D | Receipt-Invoice Match % 3-way match (PO-Receipt-Invoice) success rate |
ProcurementProc Efficiency | % | ≥98% | ≥95% | ≥85% | ▲ |
| D | Line Items per PO Consolidation indicator - higher = fewer transactions per spend |
ProcurementProc Efficiency | # | ≥10 | ≥8 | ≥5 | ▲ |
| D | % Spend on Contract % total spend executed against contracted suppliers |
ProcurementProc Efficiency | % | ≥90% | ≥80% | ≥65% | ▲ |
| D | Spend per PO ($) Average $ value per PO |
ProcurementProc Efficiency | $ | ≥$40K | ≥$30K | ≥$20K | ▲ |
| D | POs Pending Approval Approval queue depth - lower is better |
ProcurementProc Efficiency | # | ≤25 | ≤50 | ≤100 | ▼ |
| D | PR Backlog Open PRs awaiting PO conversion - lower is better |
ProcurementProc Efficiency | # | ≤50 | ≤100 | ≤200 | ▼ |
| D | Savings as % of Sales Realized savings / net revenue |
ProcurementProc Savings | % | ≥5% | ≥4% | ≥2% | ▲ |
| D | Savings as % of Sales Alias required by current Power BI DAX (Proc_Savings_Info_Panel). Same thresholds as Savings Pct Sales. Recommended future DAX normalization: consolidate to one lookup key. |
ProcurementProc Savings | % | ≥5% | ≥4% | ≥2% | ▲ |
| D | Spend as % of Sales Total procurement spend / revenue |
ProcurementProc Savings | % | ≤35% | ≤40% | ≤50% | ▼ |
| D | Spend as % of Sales Alias required by current Power BI DAX (Proc_Savings_Info_Panel). Same thresholds as Spend Pct Sales. Recommended future DAX normalization: consolidate to one lookup key. |
ProcurementProc Savings | % | ≤35% | ≤40% | ≤50% | ▼ |
| D | Spend Under Contract % Alias key used by Power BI DAX LOOKUPVALUE. Existing workbook had 'Pct Spend On Contract'. |
ProcurementProc Spend | % | — | — | — | ▲ |
| D | Perfect Receipt % All 4 pillars: OT + InFull + CorrectPW + DamageFree |
ProcurementProc Summary | % | ≥97% | ≥93% | ≥85% | ▲ |
| D | Supplier Risk Score Weighted risk score across supply base |
ProcurementProc Summary | score | ≥0.9 | ≥0.8 | ≥0.65 | ▲ |
| D | Spend Performance % Budget / actual spend — higher means under budget |
ProcurementProc Summary | % | ≤105% | ≤95% | ≤85% | ▼ |
| D | Released Pending >15d |
ShipmentSHIPMENT — SHP Performance | % | ≤2% | ≤5% | ≤10% | ▼ |
| D | Perfect Shipment % OT + InFull + Accuracy + DamageFree all = 1 |
ShipmentSHP Performance | % | ≥97% | ≥93% | ≥85% | ▲ |
| D | On Time Shipment % % shipments delivered by commit date |
ShipmentSHP Performance | % | ≥98% | ≥95% | ≥88% | ▲ |
| D | In Full Shipment % % shipments complete — no short shipments |
ShipmentSHP Performance | % | ≥99% | ≥97% | ≥92% | ▲ |
| D | Shipment Accuracy % % shipments with correct documentation/contents |
ShipmentSHP Performance | % | ≥100% | ≥100% | ≥99% | ▲ |
| D | Damage Free Shipment % % shipments received damage-free by client |
ShipmentSHP Performance | % | ≥100% | ≥100% | ≥99% | ▲ |
| D | Order-to-Ship Cycle (Days) Legacy lookup key name retained because current WPI/scoring DAX uses Order to Ship Months. Underlying SHP measure is days. |
ShipmentSHP Performance | Days | ≤8 | ≤8 | ≤9 | ▼ |
| D | Order-to-Ship Cycle (Days) Alias required by SHP_Info_Panel. Existing WPI/scoring DAX still uses legacy key Order to Ship Months although the underlying measure is days. |
ShipmentSHP Performance | Days | ≤8 | ≤8 | ≤9 | ▼ |
| D | Expedite Rate % Lower is better — % shipments expedited |
ShipmentSHP Performance | % | ≤3% | ≤6% | ≤12% | ▼ |
| D | Cost Per Shipment ($) Freight cost per shipment — lower is better |
ShipmentSHP Performance | $ | ≤$600 | ≤$800 | ≤$1K | ▼ |
| D | Monthly Freight Spend ($) Monthly freight spend vs budget |
ShipmentSHP Performance | $ | ≤$25K | ≤$35K | ≤$50K | ▼ |
| D | Schedule Adherence % % WOs completed on or before planned end date |
Supply PlanningSP T3 Scorecard | % | ≥95% | ≥90% | ≥80% | ▲ |
| D | Labor Utilization % Actual labor hrs / planned labor hrs |
Supply PlanningSP T3 Scorecard | % | ≥95% | ≥90% | ≥85% | ▲ |
| D | MRP Adherence % % MRP actions (PO/WO/PR) executed on time |
Supply PlanningSP T3 Scorecard | % | ≥95% | ≥90% | ≥80% | ▲ |
| D | Min/Max Compliance % % materials with DOH between safety stock and max |
Supply PlanningSP T3 Scorecard | % | ≥95% | ≥90% | ≥80% | ▲ |
| D | RTE Index % Composite readiness — min of 7 Smartsheet milestones |
Supply PlanningSP T3 Scorecard | % | ≥95% | ≥85% | ≥70% | ▲ |
| D | Scrap as % of Sales Total scrap USD / net revenue — lower is better |
Supply PlanningSP T3 Scorecard | % | ≤0% | ≤1% | ≤3% | ▼ |
| D | Cost Per Transaction ($) Total WH cost / total transactions |
WarehousingWH Cost CI | $ | ≤$2.5 | ≤$3.5 | ≤$5 | ▼ |
| D | WH Labor Utilization % Productive hours / scheduled hours |
WarehousingWH Cost CI | % | ≥92% | ≥87% | ≥80% | ▲ |
| D | CI Savings ($) Annual CI project savings realized |
WarehousingWH Cost CI | $ | ≥$500K | ≥$350K | ≥$200K | ▲ |
| D | Process Waste % Lower is better — rework/waste/errors |
WarehousingWH Cost CI | % | ≤2% | ≤4% | ≤7% | ▼ |
| D | Cycle Count Accuracy % % items counted matching system quantity |
WarehousingWH Inventory | % | ≥100% | ≥99% | ≥97% | ▲ |
| D | Inventory Turns (x/yr) COGS / average inventory value |
WarehousingWH Inventory | x/yr | ≥3.5 | ≥2.5 | ≥1.8 | ▲ |
| D | Storage Utilization % Target 75-85% — too high = congestion risk |
WarehousingWH Inventory | % | ≤82% | ≤88% | ≤93% | ▼ |
| D | Stockout Rate % Lower is better — % locations at stockout |
WarehousingWH Inventory | % | ≤1% | ≤3% | ≤6% | ▼ |
| D | Dock-to-Stock Time (Hrs) Lower is better — total dock-to-QA-release hours |
WarehousingWH Operations | Hrs | ≤36 | ≤48 | ≤72 | ▼ |
| D | WO Fill Rate % % work orders filled on time and in full |
WarehousingWH Operations | % | ≥98% | ≥95% | ≥88% | ▲ |
| D | WO Pick Accuracy % % picks without error |
WarehousingWH Operations | % | ≥100% | ≥100% | ≥98% | ▲ |
| D | Units / Labor Hr Units picked per productive labor hour |
WarehousingWH Operations | units/hr | ≥12 | ≥10 | ≥8 | ▲ |
| C | Approved Capex Headline context: approved capital budget. |
FinancialCapital Allocation & Investment Discipline | $M | — | — | — | ▲ |
| C | Committed Capex Headline context: purchase commitments and obligated capital. |
FinancialCapital Allocation & Investment Discipline | $M | — | — | — | ▲ |
| C | Capex Actuals Headline context: capital actual spend. |
FinancialCapital Allocation & Investment Discipline | $M | — | — | — | ▲ |
| C | Capex Eac / Forecast Headline context: capital estimate at completion or latest forecast. |
FinancialCapital Allocation & Investment Discipline | $M | — | — | — | ▲ |
| C | CAPEX to Budget CAPEX actuals or EAC / approved CAPEX budget. |
FinancialCapital Allocation & Investment Discipline | % | ≤95% | ≤100% | ≤105% | ▼ |
| C | CAPEX Forecast Accuracy Accuracy of capital forecast versus actuals/EAC. |
FinancialCapital Allocation & Investment Discipline | % | ≥95% | ≥90% | ≥85% | ▲ |
| C | EAC Variance % Capital EAC variance versus approved budget. Positive/favorable variance is better. |
FinancialCapital Allocation & Investment Discipline | % | ≥0% | ≥-3% | ≥-7% | ▲ |
| C | Approved vs Committed Spend Committed CAPEX / approved CAPEX. |
FinancialCapital Allocation & Investment Discipline | % | ≤95% | ≤100% | ≤105% | ▼ |
| C | Benefit Realization % Realized financial benefit / planned benefit. |
FinancialCapital Allocation & Investment Discipline | % | ≥95% | ≥85% | ≥70% | ▲ |
| C | ROI / Payback ROI or payback performance versus business case target. |
FinancialCapital Allocation & Investment Discipline | Index | ≥1 | ≥0.85 | ≥0.7 | ▲ |
| C | Capital Project On-Time % Capital projects delivered on or before planned milestone/end date. |
FinancialCapital Allocation & Investment Discipline | % | ≥90% | ≥80% | ≥70% | ▲ |
| C | Capital Project On-Budget % Capital projects forecasted or completed on/below approved budget. |
FinancialCapital Allocation & Investment Discipline | % | ≥90% | ≥80% | ≥70% | ▲ |
| C | Spend at Risk Percent of capital spend at schedule, budget, approval, or benefit-realization risk. |
FinancialCapital Allocation & Investment Discipline | % | ≤5% | ≤10% | ≤20% | ▼ |
| C | Forecasted Benefit vs Plan Forecasted financial benefit / planned benefit. |
FinancialCapital Allocation & Investment Discipline | % | ≥95% | ≥85% | ≥70% | ▲ |
| C | Inventory Value Headline context: total inventory carrying value. |
FinancialCash & Working Capital Efficiency | $M | — | — | — | ▲ |
| C | AR Balance Headline context: accounts receivable balance. |
FinancialCash & Working Capital Efficiency | $M | — | — | — | ▲ |
| C | Past Due AR Headline context: past-due receivables exposure. |
FinancialCash & Working Capital Efficiency | $M | — | — | — | ▲ |
| C | Working Capital Exposure Headline context: inventory + receivables + WIP/unbilled exposure. |
FinancialCash & Working Capital Efficiency | $M | — | — | — | ▲ |
| C | Inventory Value vs Target Actual inventory value / target inventory value. |
FinancialCash & Working Capital Efficiency | % | ≤100% | ≤105% | ≤110% | ▼ |
| C | Inventory Turns COGS / average inventory value. |
FinancialCash & Working Capital Efficiency | Turns | ≥4 | ≥3 | ≥2 | ▲ |
| C | DSO Days sales outstanding. |
FinancialCash & Working Capital Efficiency | Days | ≤45 | ≤55 | ≤65 | ▼ |
| C | AR >60 Days % AR balance greater than 60 days past due / total AR. |
FinancialCash & Working Capital Efficiency | % | ≤5% | ≤10% | ≤15% | ▼ |
| C | Cash Conversion Cycle DIO + DSO - DPO. Validate source units before executive use. |
FinancialCash & Working Capital Efficiency | Days | ≤45 | ≤60 | ≤75 | ▼ |
| C | Past Due AR % Past-due AR / total AR balance. |
FinancialCash & Working Capital Efficiency | % | ≤5% | ≤10% | ≤15% | ▼ |
| C | DIO Days inventory outstanding. |
FinancialCash & Working Capital Efficiency | Days | ≤45 | ≤60 | ≤75 | ▼ |
| C | DPO Days payable outstanding. Higher can be favorable if supplier terms remain healthy. |
FinancialCash & Working Capital Efficiency | Days | ≥60 | ≥45 | ≥30 | ▲ |
| C | WIP / Unbilled Revenue WIP/unbilled revenue as percent of revenue or working capital exposure. |
FinancialCash & Working Capital Efficiency | % | ≤5% | ≤10% | ≤15% | ▼ |
| C | Excess / Obsolete Inventory Excess and obsolete inventory / total inventory. |
FinancialCash & Working Capital Efficiency | % | ≤3% | ≤7% | ≤12% | ▼ |
| C | COGS $ Headline context: cost of goods sold dollars. |
FinancialCost Discipline & Spend Control | $M | — | — | — | ▲ |
| C | OPEX $ Headline context: operating expense dollars. |
FinancialCost Discipline & Spend Control | $M | — | — | — | ▲ |
| C | OPEX Budget $ Headline context: budgeted OPEX dollars. |
FinancialCost Discipline & Spend Control | $M | — | — | — | ▲ |
| C | Spend Variance $ Budget spend minus actual spend; positive is favorable. |
FinancialCost Discipline & Spend Control | $M | — | — | — | ▲ |
| C | COGS % COGS / revenue. |
FinancialCost Discipline & Spend Control | % | ≤50% | ≤60% | ≤70% | ▼ |
| C | OPEX to Budget Actual OPEX / budget OPEX. |
FinancialCost Discipline & Spend Control | % | ≤95% | ≤100% | ≤105% | ▼ |
| C | Spend Variance % Spend variance as a percent of budget spend. Positive/favorable variance is better. |
FinancialCost Discipline & Spend Control | % | ≥0% | ≥-3% | ≥-7% | ▲ |
| C | Cost per Batch Actual cost per batch / target cost per batch. |
FinancialCost Discipline & Spend Control | Index | ≤1 | ≤1.05 | ≤1.1 | ▼ |
| C | COGS to Budget Actual COGS / budget COGS. |
FinancialCost Discipline & Spend Control | % | ≤95% | ≤100% | ≤105% | ▼ |
| C | Labor Cost % Labor cost as percent of revenue or total cost. |
FinancialCost Discipline & Spend Control | % | ≤25% | ≤30% | ≤35% | ▼ |
| C | Material Cost Variance Material cost variance versus standard/budget. Positive/favorable variance is better. |
FinancialCost Discipline & Spend Control | % | ≥0% | ≥-3% | ≥-7% | ▲ |
| C | Indirect Spend to Budget Indirect spend / indirect spend budget. |
FinancialCost Discipline & Spend Control | % | ≤95% | ≤100% | ≤105% | ▼ |
| C | Budget Burn Rate Actual spend consumption rate compared to planned budget burn. |
FinancialCost Discipline & Spend Control | % | ≤95% | ≤100% | ≤105% | ▼ |
| C | Financial WPI Overall weighted financial performance index on the standard 1-4 WPI scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Revenue Performance Financial WPI area score on the standard 1-4 scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Forecast Reliability Financial WPI area score on the standard 1-4 scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Profitability & Margin Health Financial WPI area score on the standard 1-4 scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Cost Discipline & Spend Control Financial WPI area score on the standard 1-4 scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Cash & Working Capital Efficiency Financial WPI area score on the standard 1-4 scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Productivity & Operating Leverage Financial WPI area score on the standard 1-4 scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Capital Allocation & Investment Discipline Financial WPI area score on the standard 1-4 scale: >=3 Exceeds, >=2 Meets, >=1 Partial, <1 DNM. |
FinancialFinancial Performance WPI | 1-4 | ≥3 | ≥2 | ≥1 | ▲ |
| C | Current Forecast Revenue Headline context: current forecast revenue. |
FinancialForecast Reliability | $M | — | — | — | ▲ |
| C | Actual Revenue Headline context: actual revenue for comparison to forecast. |
FinancialForecast Reliability | $M | — | — | — | ▲ |
| C | Forecast Variance $ Actual revenue minus forecast revenue. |
FinancialForecast Reliability | $M | — | — | — | ▲ |
| C | Prior Forecast Revenue Prior forecast version revenue used to assess forecast stability. |
FinancialForecast Reliability | $M | — | — | — | ▲ |
| C | Revenue Forecast Accuracy Revenue forecast accuracy: 1 - ABS(actual - forecast) / actual. |
FinancialForecast Reliability | % | ≥95% | ≥90% | ≥85% | ▲ |
| C | Forecast Bias % Absolute forecast bias percentage. Use signed bias separately for directionality. |
FinancialForecast Reliability | % | ≤2% | ≤5% | ≤10% | ▼ |
| C | Forecast Reliability Score Weighted forecast reliability score. |
FinancialForecast Reliability | % | ≥95% | ≥90% | ≥80% | ▲ |
| C | Forecast Revision Rate Magnitude or frequency of forecast changes across forecast versions. |
FinancialForecast Reliability | % | ≤5% | ≤10% | ≤20% | ▼ |
| C | Forecast Accuracy by Client Forecast accuracy evaluated across client/customer dimension. |
FinancialForecast Reliability | % | ≥95% | ≥90% | ≥85% | ▲ |
| C | EBITDA Forecast Accuracy EBITDA forecast accuracy: 1 - ABS(actual EBITDA - forecast EBITDA) / actual EBITDA. |
FinancialForecast Reliability | % | ≥95% | ≥90% | ≥85% | ▲ |
| C | Total Fte Headline context: total FTE/headcount supporting revenue generation. |
FinancialProductivity & Operating Leverage | FTE | — | — | — | ▲ |
| C | Productive Hours Headline context: productive/billable labor hours. |
FinancialProductivity & Operating Leverage | Hours | — | — | — | ▲ |
| C | Labor Cost $ Headline context: total labor cost dollars. |
FinancialProductivity & Operating Leverage | $M | — | — | — | ▲ |
| C | Revenue $ Headline context: revenue base for productivity ratios. |
FinancialProductivity & Operating Leverage | $M | — | — | — | ▲ |
| C | Revenue per Employee Revenue / average FTE. |
FinancialProductivity & Operating Leverage | $M/FTE | ≥$0.5 | ≥$0.4 | ≥$0.3 | ▲ |
| C | Gross Profit per FTE Gross profit / average FTE. |
FinancialProductivity & Operating Leverage | $M/FTE | ≥$0.2 | ≥$0.15 | ≥$0.1 | ▲ |
| C | Productive Utilization % Productive or billable labor hours / available labor hours. |
FinancialProductivity & Operating Leverage | % | ≥85% | ≥80% | ≥70% | ▲ |
| C | Labor Cost % Labor cost as percent of revenue or total cost. |
FinancialProductivity & Operating Leverage | % | ≤25% | ≤30% | ≤35% | ▼ |
| C | EBITDA per FTE EBITDA / average FTE. |
FinancialProductivity & Operating Leverage | $M/FTE | ≥$0.12 | ≥$0.1 | ≥$0.08 | ▲ |
| C | Revenue per Productive Hour Revenue / productive labor hours. |
FinancialProductivity & Operating Leverage | $/Hour | ≥250 | ≥200 | ≥150 | ▲ |
| C | FTE to Budget Actual FTE / budget FTE. |
FinancialProductivity & Operating Leverage | % | ≤95% | ≤100% | ≤105% | ▼ |
| C | Operating Leverage Ratio Revenue or gross profit growth relative to operating cost/FTE growth. |
FinancialProductivity & Operating Leverage | Ratio | ≥1.2 | ≥1 | ≥0.8 | ▲ |
| C | Labor Efficiency Variance Labor efficiency variance versus standard/budget. Positive/favorable variance is better. |
FinancialProductivity & Operating Leverage | % | ≥0% | ≥-3% | ≥-7% | ▲ |
| C | Revenue $ Headline context: revenue base supporting margin performance. |
FinancialProfitability & Margin Health | $M | — | — | — | ▲ |
| C | COGS $ Headline context: cost of goods sold dollars. |
FinancialProfitability & Margin Health | $M | — | — | — | ▲ |
| C | OPEX $ Headline context: operating expense dollars. |
FinancialProfitability & Margin Health | $M | — | — | — | ▲ |
| C | Ebitda $ Headline context: earnings before interest, taxes, depreciation, and amortization. |
FinancialProfitability & Margin Health | $M | — | — | — | ▲ |
| C | Contribution Margin % Contribution margin dollars / revenue. |
FinancialProfitability & Margin Health | % | ≥45% | ≥40% | ≥35% | ▲ |
| C | Gross Profit Margin Gross profit / revenue. |
FinancialProfitability & Margin Health | % | ≥35% | ≥30% | ≥25% | ▲ |
| C | EBITDA % EBITDA / revenue. |
FinancialProfitability & Margin Health | % | ≥30% | ≥25% | ≥20% | ▲ |
| C | Net Profit Margin Net profit / revenue. |
FinancialProfitability & Margin Health | % | ≥20% | ≥15% | ≥10% | ▲ |
| C | Margin Variance % Margin variance as a percent of budget/target margin. |
FinancialProfitability & Margin Health | % | ≥0% | ≥-3% | ≥-7% | ▲ |
| C | EBITDA to Budget Actual EBITDA / budget EBITDA. |
FinancialProfitability & Margin Health | % | ≥105% | ≥100% | ≥95% | ▲ |
| C | Client / Program Margin Margin performance at client/program level. |
FinancialProfitability & Margin Health | % | ≥35% | ≥30% | ≥25% | ▲ |
| C | Margin Leakage Estimated preventable margin leakage due to rework, scrap, discounting, or scope creep. |
FinancialProfitability & Margin Health | % | ≤1% | ≤3% | ≤5% | ▼ |
| C | Actual Revenue Headline context: actual revenue for the selected period. |
FinancialRevenue Performance | $M | — | — | — | ▲ |
| C | Budget Revenue Headline context: budget revenue for the selected period. |
FinancialRevenue Performance | $M | — | — | — | ▲ |
| C | Forecast Revenue Headline context: latest forecast revenue for the selected period. |
FinancialRevenue Performance | $M | — | — | — | ▲ |
| C | Revenue Variance $ Headline context: actual revenue minus budget revenue. |
FinancialRevenue Performance | $M | — | — | — | ▲ |
| C | Revenue to Budget Actual revenue / budget revenue. |
FinancialRevenue Performance | % | ≥105% | ≥99% | ≥95% | ▲ |
| C | Revenue Plan-to-Performance Actual revenue compared to planned performance target. |
FinancialRevenue Performance | % | ≥105% | ≥99% | ≥95% | ▲ |
| C | Book-to-Bill Ratio Bookings divided by billings/revenue. Leading indicator of future revenue coverage. |
FinancialRevenue Performance | Ratio | ≥1.1 | ≥1 | ≥0.9 | ▲ |
| C | Revenue Variance % Revenue variance as a percent of budget revenue. |
FinancialRevenue Performance | % | ≥0% | ≥-3% | ≥-7% | ▲ |
| C | Revenue Forecast Accuracy Revenue forecast accuracy: 1 - ABS(actual revenue - forecast revenue) / actual revenue. |
FinancialRevenue Performance | % | ≥95% | ≥90% | ≥85% | ▲ |
| C | Absolute Forecast Bias % Absolute revenue forecast bias percentage. Lower is better; signed bias is retained separately for directionality. |
FinancialRevenue Performance | % | ≤2% | ≤5% | ≤10% | ▼ |
| C | Cost Pillar weight = sum of T1_Equipment_Downtime + T1_Overdue_Issues + T1_Overdue_Alarms weights |
MFG T1 Suite ScorecardMFG T1 PSQDC Map | Pillar | — | — | — | ▼ |
| I | Qualified Pipeline Coverage Qualified opportunities / required qualified opportunities. |
InnovationNPI Portfolio + Value | % | ≥120% | ≥100% | ≥85% | ▲ |
| I | NPI Success Rate Successfully launched/transferred NPIs / NPIs due. |
InnovationNPI Portfolio + Value | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Vitality Index Revenue from programs introduced within 36 months / total site revenue. |
InnovationNPI Portfolio + Value | % | ≥30% | ≥25% | ≥20% | ▲ |
| I | Treatment Enablement Actual treatment equivalents enabled YTD / time-phased plan YTD. |
InnovationNPI Portfolio + Value | % | ≥105% | ≥95% | ≥85% | ▲ |
| I | Opportunity Conversion Approved opportunities / opportunities due for decision. |
InnovationNPI Portfolio + Value | % | ≥50% | ≥40% | ≥30% | ▲ |
| I | NPI Launch On Time NPIs launched/transferred by committed date. |
InnovationNPI Portfolio + Value | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | NPI Right First Time First-pass technical/GMP/PPQ acceptance. |
InnovationNPI Portfolio + Value | % | ≥98% | ≥95% | ≥90% | ▲ |
| I | NPI Handoff Success Operational handoff accepted without critical open items. |
InnovationNPI Portfolio + Value | % | ≥98% | ≥95% | ≥90% | ▲ |
| I | NPI Revenue Growth Year-over-year revenue growth from recent NPI programs. |
InnovationNPI Portfolio + Value | % | ≥15% | ≥10% | ≥5% | ▲ |
| I | Schedule Performance % projects on or ahead of baseline/forecast commitment. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Financial Performance % financially managed projects with EAC <= approved budget. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Execution Quality Gate/milestone deliverables accepted right first time. |
InnovationProject Portfolio Performance | % | ≥98% | ≥95% | ≥90% | ▲ |
| I | Forecast Reliability Average of cost and schedule forecast accuracy. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Value Realization Projects meeting approved business-case target / projects due for review. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Risk and Recovery Composite of projects not at risk, recovery plans on track, and mitigation timeliness. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Schedule Adherence Milestones completed on or before baseline date. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Late Milestones Open critical milestones past baseline/forecast date. |
InnovationProject Portfolio Performance | Count | ≤0 | ≤2 | ≤5 | ▼ |
| I | Average Variance Days Average forecast/actual finish variance versus baseline. |
InnovationProject Portfolio Performance | Days | ≤0 | ≤5 | ≤10 | ▼ |
| I | Budget Variance % Adverse EAC variance as percent of approved budget; lower is better. |
InnovationProject Portfolio Performance | % | ≤0% | ≤5% | ≤10% | ▼ |
| I | Gate/Milestone RFT Deliverables accepted without rework. |
InnovationProject Portfolio Performance | % | ≥98% | ≥95% | ≥90% | ▲ |
| I | Overdue Actions Open project actions past due date. |
InnovationProject Portfolio Performance | Count | ≤0 | ≤3 | ≤8 | ▼ |
| I | Handoff Success Completed projects accepted into operations without critical open items. |
InnovationProject Portfolio Performance | % | ≥98% | ≥95% | ≥90% | ▲ |
| I | Cost Forecast Accuracy Prior cost forecast compared with subsequent actual. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Schedule Forecast Accuracy Prior forecast finish compared with actual/updated finish. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | EAC Change MoM Absolute month-over-month EAC movement. |
InnovationProject Portfolio Performance | % | ≤2% | ≤5% | ≤10% | ▼ |
| I | On-Time Value Realization Business-case benefit achieved by committed review date. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | At-Risk Project Rate Active projects classified at risk. |
InnovationProject Portfolio Performance | % | ≤5% | ≤10% | ≤20% | ▼ |
| I | Recovery Plan On Track Required recovery plans currently on track. |
InnovationProject Portfolio Performance | % | ≥95% | ≥90% | ≥80% | ▲ |
| I | Overdue Mitigations Open mitigation actions past their committed due date. |
InnovationProject Portfolio Performance | Count | ≤0 | ≤2 | ≤5 | ▼ |
| I | Strategic Fit Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | ROI Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | Savings Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | Cost Feasibility Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | Time to Value Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | Resource Feasibility Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | Innovation Value Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | Regulatory Need / Risk Criterion score and approved prioritization weight. Higher scores are more favorable or more urgent. |
InnovationProject Prioritization | 1/3/9 | ≥9 | ≥3 | ≥1 | ▲ |
| I | Overall Project Priority Score Weighted average of the eight approved criterion scores; used for ranking, not execution WPI. |
InnovationProject Prioritization | 1-9 | ≥7.5 | ≥6 | ≥4 | ▲ |
| I | Prioritization Coverage Projects with all eight approved criterion scores / projects in selected portfolio. |
InnovationProject Prioritization | % | ≥100% | ≥95% | ≥85% | ▲ |
Start with structured Excel imports. Dashboards can be built from weekly/monthly data exports with manual upload workflows — no integration required to get started.
Connect directly to ERP, LIMS, MES, and QMS via API or ODBC. Real-time or near-real-time KPI feeds with governed data definitions and automated refresh.
Full data lake integration with AI-supported insights, anomaly detection, predictive analytics, and automated escalation workflows built on the complete digital architecture above.
The Actionable Insights can be deployed at any point on the digital maturity spectrum — from basic Excel imports to fully integrated SW applications. An assessment of the existing digital architecture identifies gaps, prioritizes integrations by value, and provides a phased implementation roadmap aligned to business priorities.
Inventory all existing data sources, system connections, and manual processes. Identify which KPIs can be automated vs. manual.
Rank integrations by KPI coverage, data quality, and implementation effort. Build the business case for each integration step.
Phased plan: quick wins (Excel/CSV), mid-term (API integrations), long-term (data lake + AI-enabled analytics).
AI readiness in performance intelligence is not primarily a technology question — it is a data governance, process discipline, and organizational readiness question. The maturity model below defines the four levels, what each looks like in practice, and what is required to advance to the next level.
KPIs are tracked in spreadsheets. Data is manually compiled for reviews. Inconsistent definitions. No automated refresh. Insights require interpretation by data owners before each meeting.
Dashboards exist with defined KPIs, owned thresholds, and regular refresh — whether from Excel imports or live connections. Performance is visible. Escalation is defined but still manual.
KPI architecture is governed: ownership, thresholds, escalation rules, action workflows. Tiered dashboards connect site → dept → individual. WPI scores enable cross-metric prioritization. Alerts trigger automatically.
AI-supported key takeaways, trend detection, anomaly flagging, and recommended actions are generated from live data. Predictive analytics anticipate performance risks. The dashboard conversation shifts from "what happened?" to "what should we do?"
Start with an assessment of your current architecture and KPI maturity — or discuss connecting your first dashboard.
Assess KPI Maturity Discuss Your Scope