Kippy mission is to empower all organizations across the globe to improve performance and resolve their most important issues -with a secure, easy-to-use, affordable, cloud-based management platform. # of cultural landscapes conserved and developed. Share. Related titles. We identified the opportunity to disrupt and modernize kippy.cloud, with an end-to-end solution and simplified methodology, for anyone and everyone to quickly and easily benefit from Kippy. Well organized and easy to use. Learn about Author Central . Rafael Lemaitre - Manager at Palladium Group - SPAIN, "Awesomely generous! - Indonesia"I am reading my copy of your great book "KPI Mega Library" which I bought from Amazon. % of municipalities participating in the mutual aid compact. KPI Mega Library Phone APP provides you a powerful unlimited access to 36,000 Key Performance Indicators (KPIs). Authored Rachad Baroudi Phd. document.getElementById('cloak79262').innerHTML += '
'+addy_text79262+'<\/a>'; Key Performance Indicators provides an in-depth look at how KPIs can be most effectively used to assess and drive organizational performance. KPI Mega Library: 36, 000 Key Performance Indicators: Baroudi PhD, Rachad: 9781539457626: Books - Amazon.ca km), Population sex ratio (males per 100 females), sex ratio at birth (per 1,000 population), % of births delivered by caesarean section, % of women aged 15-19 who have given birth, Contraceptive prevalence rate - any method, Minimum legal age for marriage without consent, Average annual rate of reduction of total fertility rate, Age dependency ratio (% of working-age population), Mortality rate, infant (per 1,000 live births), Population in the largest city (% of urban population), Income distribution - poverty - country tables, Human poverty index - selected OECD countries (HPI-2), Poverty headcount ratio at national poverty line, Gross national income per capita (PPP international $), Regulation in seven non-manufacturing sectors, Parliamentary seats in single or lower chamber, Parliamentary seats in upper house or senate, External debt stocks, long-term public sector, Gender, institutions and development database (GID), Income distribution - inequality - country tables, Social institutions and gender index (SIGI), Improved sanitation facilities (% rural population with access), Improved sanitation facilities (% urban population with access), Proportion of seats held by women in national parliaments (%), School enrollment, tertiary, female (% gross), Cellular mobile telephone subscribers per 100 inhabitants, Telephone lines and cellular subscribers per 100 population, Telephone main lines in use per 100 inhabitants, Research and development researchers, by sex, Research and development technicians and equivalent staff, Information and communication technology expenditure, International voice traffic (minutes per person), Mobile and fixed-line telephone subscribers (per 100 people), Mobile cellular subscriptions (per 100 people), Stock of inward foreign direct investment, Stock of outward foreign direct investment, BOP: trade balance, goods and services, US$, Exports goods and services, national currency, Exports unit value index, goods, based on US$, 2000=100, Exports, merchandise, f.o.b., national currency, Imports goods and services, national currency, Imports unit value index in terms of US$, 2000=100, Imports, merchandise, c.i.f., national currency, Balance of payments - current account Balance, Monthly statistics of international trade (MSIT), Manufactures exports (% of merchandise exports), Manufactures imports (% of merchandise imports), Clothing exports of selected economies, 1990-2008, Clothing imports of selected economies, 1990-2008, Exports of fuels of selected economies, 1990-2008, Exports of manufactures of selected economies, 1990-2008, Imports of food of selected economies, 1990-2008, Imports of fuels of selected economies, 1990-2008, Imports of manufactures of selected economies, 1990-2008, Leading exporters and importers of chemicals, 2008, Leading exporters and importers of food, 2008, Leading exporters and importers of travel, 2008, Textile exports of selected economies, 1990-2008, Textile imports of selected economies, 1990-2008, World trade in commercial services by category, 2008, A. DHABI | Jarrir | 2-673-3999 | Nations Tower Mall, A. DHABI | Jarrir | 2-552-7555 | Dalma Mall, KUWAIT | Jarir | 965-261-011 | Hawally Park,Tunis St, 3 Cities | Jarir | 4444-0212 | All Locations, 13 Cities | Jarrir | 92-0000-089 | All Locations, 13 Cities | Jarrir | 92-0000-089 | All Locations (2). Simply, it is a great source of KPIs to select from. var path = 'hr' + 'ef' + '='; KPI Mega Library Phone App provides you a powerful unlimited access to 36,000 Key Performance Indicators (KPIs).
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Kippy system offers the following main features: Should you be interested to become a kippy user or partner, email us at, Ratio of water charges collected/water charges due, % of crop extension projects completed satisfactory, Non interest-bearing cash and due from banks, Non-interest expense as % of average assets, Non-interest income as % of average assets, Noncurrent loans & leases to gross loans and lease, Short term assets to short term liabilities, % donation transportation cost efficiency, % of volunteers working more than x hours, % of quantifications of the effort required, % of specification and documentation compliance, % correct flow of activities/transactions, % inconsistencies and redundancies margin, % of time assessment done on all processes, % of security measured followed as per rules, % of resource management according to policies, # of flat concrete/aprons/patios/sidewalks, % of weatherization/fire stuffing/insulation completed, # of construction drawing and specification review, # of on-site inspections/Standard of care, # of remediation and repair recommendations, # of remediation of defects after handing over, % of defects entered in the handing-over protocol, Average time to rectify defects in maintenance period, % of consulting hours that generate revenue, % total legal Spending as a percentage of revenue, # of targeted value-added activities identified in advance, % of reports in relation to the product/service, % success rate in bringing value added ideas, Quotations requests are turned around within x days, Efficiency of supervisor to provide direction, # of units of stock to offer a reliable service, % of delivery to made within the agreed time, % of quantity supplied matches the quantity ordered, % of supporting documentation received within x days, % of time in line with agreed SLA turnaround, Current lead time compares favorably with previous lead time, # of planned “downtime” of the system required, # of unplanned “downtime” of the system required, % of product is user-friendly when in use, % of product/service meet the agreed, documented standards, % of product/service to have been reliable /durable, % of resource dedicated to monitoring contractor performance, % of timely attendance on site in response to initial fault report, % customer calls answered in the first minute, # of hours of agent time available for mail service, % of mail completed within target processing time, % usage of electronic links for customer orders, % usage of electronic links for fund transfer, # of visitors who are serviced at agent stations, % of customers use self-service computers, % of visitors receiving agent service to total visitors, % users’ perceptions of quality of service, Average admissions application response timing, Average printing services reduction of pre-press time, Average time for printing services bulk mail, Average time for registrar’s office grade posting, Registrar’s office clearing transcript average time, # of development programs offered to students, # of library usage by teachers and principals, # of teachers results-oriented cycles of inquiry, # of writing and mathematics assessments developed, % increase in applications of scholarships, % of graduates employed in their field of study, % faculty perceptions of disability services, Responsiveness index to regional labor market demand, # of student headcount by college of attendance, % of students recruited from local high-schools, % of students recruited from outside the country, # of accessible computer terminals per student, # of facilities services work order response, % of time that network servers were kept online, % satisfaction with cleanliness and comfort, Annual expenditure on IT as a % of # of students, Total expenditure on repairs and maintenance, # of minorities faculty or staff employment, Average international years of staff experience, % of budget devoted to instruction and instructional services, % of university revenue available for strategic initiatives, Average full time professor annual salary, Total private contributions to university, # of regional school student scholarships, Total regional grant-funded commencing students, % of students in multi-cultural immersion experiences, # of book titles held in the library as a % of # of students, # of children attending educational sessions, # of pages of digitized material viewed over the web, # of searches of the Library’s online catalogue, # of visitors to the library’s ‘learning’ website, % if reading rooms availability within 15 minutes, Borrowers as a % of the resident population, % kids not in education, employment or training, % kids with no formal learning being undertaken, % of participation in education of # year olds, % young people progressing to higher education at age 19, # of reviewed publications for clarity and comprehensiveness, % increases in revenues from contribution campaigns, % of delivering accurate and timely information to students, % positive community views of the college, Average response time to student inquiries, % achievement rates (# achieving qualification / # completers), % colleges learning lessons good or better, % success rates (# achieving qualification / # starts), Average rating of the overall quality of student program, % processing procedures and staffing patterns, % timeliness of information given to students, # of total operating funds spent on research, % of student engagement - student-faculty interaction, % of student repeating a period of study, % of students are going for further study, % of fall students who transfer to a senior institution, # of students who participate in orientation program, Average high-school rank of freshman class, Ratio of # of graduate to undergraduate students, # of persons served through continuing education, # of special recognition/honors received by students, # of student surveying and exit interviews, # of students participation in using learning portal, % of courses that are web-based or web enhanced, % of employers satisfied with quality of graduates, % of parents satisfied with education programs and services, % of students master 90% of course competencies, % of undergraduate classes with <20 students, # of students receiving counseling services, % of alumni rating of services and programs, % of creating campus climate that supports retention, % of student satisfaction with co-curriculum, Ratio of students to administrative staff, Commercial power sales as % of total sales, Industrial power sales as % of total sales, Residential power sales as % of total sales, Renewable power purchased under long-term contracts, Energy consumption/distributed energy – gas distribution, # of customers on 'Essentials' social energy tariff, Cumulative value of unclaimed benefits identified, Total cost reduction due to global sourcing, Total cost reduction due to value engineering projects, Total liability due to outstanding funds until previous year, % of bills of material that are released in error, Average cost of input errors to the computer, Customer cost per life of output delivered, % of special quotations that are successful, # of hours lost due to equipment downtime, # of repeat call hours for the same problem, % of warranty parts dispatch within 48 Hours, % materials handling solution turnover - parts, % materials handling solution turnover - service, # of industrial design completions past due, % of engineering action requests accepted, % of projects executed within approved budget, % of projects executed within scheduled time, % of total floor space devoted to storage, # of SLAs met between the division and support functions, Parts business - actual versus potential, % of payable invoices without purchase order, % of budgeting deviation of planned budget, % of budgeting forecast accuracy of budget, Time by which budget closed before the year end, % of travel and entertainment expenses on expense claims, Average # of expense claims per employee or FTE, Cycle time in days to approve and schedule reimbursement, Total shrink (loss due to theft and breakage), Average costs to produce financial statements, Cycle time in days to perform monthly/quarterly/annual close, Delay (in days) in production of financial reports, # of audit finding closing more than two weeks, # of certifications held by a proposed newcomer, # of minor finding on ISO 9001 Internal Audit, % of errors in expense accounts detected by auditors, % of strategic objectives achieved within a given period, # of initiatives raised to optimize health & safety costs, % reduction in costs of safety management, Health & safety cost reports produced - weekly / monthly, Overtime headcount factor (for total employees), Cost of payroll process as % of total payroll cost, Cycle time (in days) to process the payroll, Payment errors as % of total payroll disbursement, Systems cost of payroll process as a % of total payroll cost, Timeliness in submission of statutory returns, Earnings before % taxes, depreciation, amortization (EBITDA), EBIT (Earnings Before Interest and Taxes), Savings full year revenue recurring impact, % of error in placing tax right parameters, # of health care staff/thousands of employees, # of safety accidents per 100,000 hours worked, # of spills of liquid and accidental releases of substances, % and total volume of water recycled and reused, % of materials used that are recycled input materials, % of spending on environment-friendly suppliers, % of suppliers that affirmed business code of conduct, Amount of petrol and diesel used by fleet, Size of identified contaminated land sites, Water treatment expenditure/total treated water, % of warranty work costs recovered through claims, % reductions in costs and safety improvement, % of attendance at occupational HSE committee meetings, % of health and safety representatives positions filled, % of HSE representatives positions filled, Total of man-hours in safety and health training, # of completed relevant policies & procedures, # of solved safety non-conformances for the month, % of managers trained in accident investigation, % of safety equipment checked per schedule, % of staff with adequate occupational HSE training, # of corrective actions within work group, # of initiatives for safety projects generated, Total preventive occupational safety cost, # of full-time employees dedicated to social projects, % of operating income dedicated to social contribution, Total value of financial contributions to social institutions, % days over/under expected length of stay, % of available critical and telemetry hospital beds, % of emergency patients (not) hospitalized, % of time that hospital beds remains occupied, # of clinical trials opened during the grant year, # of patients actively participating in clinical trials, # of patients currently active in clinical trials, # of patients enrolled in clinical trials, # of drug misusers in treatment, year to date, # of early intervention in pychosis services, # of individuals receiving hearing referrals, # of individuals receiving medical referrals, # of smoking quitters per 100,000 population, % children with BMI recorded in reception, % increase in drug misusers sustained in treatment, Teenage conception rates per 1,000 females, # of individuals in need of dental services, # of individuals receiving dental services, # of implemented quality of service standards, Average age of discharged not final billed accounts, Financial benefit from operations (% variance to plan), # of individual educational presentations, # of patients educated about clinical trials, # participating in health training classes, % of invalid patient demographic information, % of invalid patient insurance information, % of operating expenses paid from endowment proceeds, % of scheduled patients with a self-pay liability, # of patients benefiting from patient assistance programs, % increase of extended opening hours of GP practices, % of patient reported measure of primary care access, % who have access to appropriate services, New patients per full-time-equivalent (FTE) physician, % of higher risk TIA cases who are treated within 24 hours, % of heart attack patients given Aspirin at arrival, % of heart attack patients given Aspirin at discharge, % of heart attack patients given Beta Blocker at arrival, % of heart attack patients given Beta Blocker at discharge, % of heart failure patients given ACE inhibitor, % of heart failure patients given an evaluation, % of heart failure patients given discharge instructions, % of heart failure patients given smoking cessation advice, # of crisis resolution/home treatment services, % of infection reduction in MRSA & other infections, % of TIA patients treated within 24 hours, Maintenance costs of electro-mechanical systems, Total annual maintenance resources required by the facility, Total cost of replacement and maintenance activities, # of fathers involved in parenting classes, # of children and adult getting mental health service, # of individuals receiving mental health education, # of patients reporting employment after receiving services, Suicide rate among mental health patients, # of cancelled operations due to staffing, % appointment centre calls answered within 5 minutes, % cancelled operations breaching the 28 day rule, % discharge summaries sent within 48 hours, % of nurses fully compliant and assured against standards, # of self reported bad experience of patients, # of staff survey measures of job satisfaction, % of patients leaving against medical advise, % of patients re-admitted after discharge, % of Pneumonia patients assessed and given vaccination, % of Pneumonia patients given initial Antibiotic, % of Pneumonia patients given initial Antibiotic within 4 hours, % of Pneumonia patients given Oxygenation assessment, % of Pneumonia patients given smoking cessation advice, % cancer referral to treatment < 62 days (urgent refs), % category A ambulance calls within 19 minutes, % of cancer 2 week wait (urgent refs seen in 2 wks), % of follow-up attendances in emergency room, % of Thrombolysis 60 minute call to needle time, % of two week wait for rapid access chest pain clinics, % of new prescriptions outside regular appointments, % of prescriptions not collected by patients, % of prescriptions that need unexpected repeat, % of repeat prescriptions outside regular appointments, # of non-conformities in the quality assurance system, # of patients receiving diagnostic services, % of patients who received preventative Antibiotic, # of cancers one month diagnosis to treatment, # of drug users recorded as being in treatment, # of patients receiving radiation therapy, Average cost per patient for treatment services, # of families receiving bereavement support, # of in-home health service visits provided, # of patients assisted with transportation needs, # of patients participating in a support group, # of patients receiving assistance with co-pays, # of patients receiving nutrition counseling, # of patients served by an exercise program, # of patients waiting > 6 weeks for 15 key diagnostic tests, % of inpatients waiting longer than the 26 week standard, % of outpatients waiting longer than the 13 week standard, Average waiting time for new patient to be admitted, Average waiting time for rapid access chest pain clinics, Average waiting time to follow up appointment, Average waiting time to new patient appointment, Average waiting time to treatment appointment, % of reservation requests cancelled with penalty, % of days that employees are absent from work, % of employees on long-term sickness leave, Average # of sick days (in hours) per employee, Level of outstanding annual leave liability, % workforce on individual employment contracts, # of physical harassment complaints received, # of sexual harassment complaints received, # of workforce who are visible minorities, % ratio of surplus staff to required staff, Average length of service (current employees), Average length of service (terminating employees), % of managers active in community activities, % of staff involved in company sponsored activities, % operating income dedicated to social contribution, # lost time due to accidents per 100,000 hours worked, # of initiatives for safety projects generated by site champions, % of days with Zero doctors cases and lost time incidents, % of employees participating in voluntary health screening, % average satisfaction by each department, % of employees are in same job/function for 3+ years, % of participation levels in improvement activities, % staff satisfaction in workplace facility, % of employee leaving less more than 10 years, # of employees who would recommend company, # of employees who would seek re-employment with company, % satisfaction with conditions/physical work environment, % satisfaction with opportunities for development, % satisfaction with participation and recognition, % satisfaction with wages/salary/benefits, Total cost of audio visual equipment rental, Total employees’ remuneration as % of sales, % of HR staff with appropriate professional qualification, Average response time for routine HR inquiries, Independent contractors vs. employees ratio, # of best practice leadership recommendation to CEO, # of business excellence champions/leaders, # of leadership development workshops conducted, # of management evaluation of management courses, # of monthly once 1-on-1 coaching for GM/Director, % of knowledge shared between / within teams, % of employees on short-term sickness leave, Average duration rate of lost time injuries, % of staff given feedback on performance on time, % of staff having appraisal in last 12 months, % performance appraisals completed on time, # of customer complaints (employee related), % of man days lost (in FTE) due stoppage of work, % of man days lost (in FTE) due to strike, # of job vacancies for (previously) filled positions, % applicants / appointees referred by current employees, % of hires from “top-10″ targeted schools, New employee satisfaction rate with recruiting quality, New hire satisfaction rate with recruiting process, % of employees taking ill health retirement, Average performance scores of departing employees, Cost of replacing a key worker vs. re-deploying, Cost of replacing a key worker vs. re-training, Cost of replacing a key worker vs. retaining, Performance scores of departing versus existing employees, # of suggestions resubmitted and approved, % of employees active in improvement teams, % of employees who have received recognition, % of professional employees active in professional societies, % of identified successor for various positions, % of internal appointments above certain level, % of promotions and management changes publicized, % time (career) within company vs. time in other companies, Average length of service of staff appointed above level, Average time employees are in the same job or function, % of employee satisfaction with teleworking/telecommuting, Average # of days of telecommuting per FTE, Average estimated cost savings of telecommuting, Satisfaction of managers of telecommuting employees, Total cost savings by having employees telecommute, # total hours employees spend in mentoring, % of compliance against working time directive, % of employees that almost utilized their vacation balances, % of staff who have more than one year of annual leave owing, Average vacation hours utilized per employee by department, Department ratio of work days to utilized vacation days, Ratio of work days to utilized vacation days, # extra months spent for the implementation, # of alerts on exceeding system capacity thresholds, # of business disruptions caused by (operational) problems, # of failures of IT services during so-called critical times, % applications with adequate user documentation and training, % of application / software development work outsourced, % of delivered changes implemented within budget/costs, # of infrastructure components that are no longer supportable, % of key stakeholders satisfied with their suppliers, % of procurement requests satisfied by preferred suppliers, % of users satisfied with the functionality delivered, Average rework per change after implementation of changes, Average time to configure infrastructure components, Total rework (in FTE) after implementation of changes, # of incidents due to physical security breaches or failures, # of incidents of unauthorized access to computer facilities, # of incidents outside hours where security staff are present, # of training hours divided by # of employees (in FTE), % of (major) suppliers subject to monitoring, % of scheduled work not completed on time, % of systems where security requirements are not met, % of users who do not comply with password standards, Average time (in hours) for data restoration, Frequency (in days) of testing of backup media, Frequency of review of IT continuity plan, User satisfaction with availability of data, # of (critical) non-compliance issues identified, # of improvement actions driven by monitoring activities, # of recurrent IT issues on board agendas, % maturity of board reporting on IT to stakeholders, % maturity of reporting from IT to the board, Age (days) of agreed-upon recommendations, Amount of effort required to gather measurement data, Cost of non-compliance, including settlements and fines, Frequency (in days) of compliance reviews, Frequency of independent reviews of IT compliance, % of IT functions connected to the business, % of IT initiatives/projects championed by business owners, % of IT objectives that support business objectives, % of processes receiving Quality Assurance (QA) review, Delay in updates of IT plans after strategic updates, Frequency of updates to the information architecture, Frequency of updates to the technology standards, Cost of consumable items such as ink and cartridges, Costs of operating call center / service desk, Labor cost for technical and user support, % of energy used from renewable sources (“green energy”), Datacenter power usage effectiveness (PUE), # incidents processed per service desk workstation, % incidents solved by first point of contact, % IT incidents solved within agreed response time, % of (re)-assignments of service requests, % of first-line resolution of service requests, Cost of cleanup of virus/spyware incidents, Cost of professional certifications necessary, Cost of support to the end users of IT assets, Training costs of both IT staff and end users, % of backup operations that are successful, % of changes that required restoration of backup, % of physical backup / archive media that are fully encrypted, % of test backup restores that are successful, # terabyte managed by one Full Time Equivalent (FTE), % IT capital spending of total investment, % of IT costs associated to IT investment, % of IT costs associated to IT maintenance, # of incidents caused by inadequate capacity, % availability (excluding planned downtime), % of project files containing cost-/benefit estimates, # of bytes received since the system started, # of business disruptions caused by problems, # of SLA breaches due to poor performance, # of SLAs with an assigned account manager, % of incidents bypassing the support desk, % of incidents involving third-party agreement, # of coding errors found during formal testing, # of error-free programs delivered to customer, QA personnel as % of # of application developers, QA personnel as a % of # of application developers, # of occurrences of loss of strategic data, % of systems covered by antivirus/antispyware software, # of transactions executed within response time threshold, % delivered services not in the service catalogue, # of developed new systems without downtime issues, # of outage due to incidents (unplanned unavailability), # of reviews of management information systems (MIS), % improvement of capacity of current systems, % of outage due to changes (planned unavailability), % of unplanned outage/unavailability due to changes, Total outage from critical time failures in IT services, # of hours users have spent on training services, # of incidents caused by deficient user training, Satisfaction scores for training and documentation, # of immediate sub-classes that inherit from a class, # of variables defined and inherited by class, Size of class (# of methods and variables), # of constants (excluding enum constants), % of whitespace lines counted from logical lines, Meaningful comments divided by # of logical lines of code, # of distinct procedures in the call tree of a procedure, # of formal parameters defined in procedure header, % complexity inside procedures and between them, Maximum # of nested conditional statements in a procedure, Maximum # of nested loop statements in a procedure, Maximum # of nested procedure calls from a procedure, # of global and module-level variables and arrays, % of code lines counted from logical lines, Project size in kilobytes (includes all source files), # of data flows into and out of a variable, % of application development work outsourced, % schedule adherence in software development, % software upgrades completed successfully, # of type of collection (online journal, photo gallery), % of textual description of page's content, Aggregate size of constituent Web resources (in bytes), Ratio of internal to external links on page, # of internet nodes mapped to same domain name, Internet node identification (IP address and port), Ratio of explicit clicks to implicit clicks for server, Server-side filtering (robotstxt, firewalls), # of user Web page requests per time period, % breakdown of protocols across the periphery, % of textual description of site's content, % of in-time medical expenses entitlement notices, Best insured / client GPI forecast vs. actual, Worst insured / client GPI forecast vs. actual, Gross Premium Income (GPI) forecast vs. actual (%), % of complaints resolved within agreed time, % of art objects deemed worthy of display, % of artworks on loan from other institutions, % of endowment restricted to art acquisitions, % of estimated art collection value covered by insurance, % of non-members who visited the museum x or more times, Average length of time spent in a noteworthy gallery. 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