Key Performance Indicator Tree Display Device and Key Performance Indicator Tree Display Method

Abstract

Visualize key performance indicators (KPIs) from various structural perspectives. [Solution] The Key Performance Indicator Tree Display Device 1 includes: a Key Performance Indicator Tree Database 11 having an organizational tree structure and a task tree structure; an indicator selection unit 12 that displays the organizational tree structure and the task tree structure of the Key Performance Indicator Tree Database 11 and accepts the selection of multiple indicators by the user from among the organization and task; an aggregation unit 13 that aggregates performance information related to the multiple indicators; a graph selection unit 14 that accepts the selection of the type of graph to show the performance information; and a graph visualization unit 15 that visualizes the performance information aggregated by the aggregation unit 13 in a graph of the type accepted by the graph selection unit 14.

Description

Technical Field

[0001] The present invention relates to a key performance indicator tree display device and a key performance indicator tree display method.

Background Art

[0002] In recent years, it has been desired to visualize key performance indicators (KPIs) in organizations such as companies. This makes it possible to grasp the current situation in the organization at a glance. Patent Document 1 describes an invention that enables an operator to configure a necessary dashboard display without understanding a graphic programming application.

Prior Art Documents

Patent Documents

[0006] In other words, the present invention's method for displaying a key performance indicator tree is characterized by comprising the steps of: an indicator selection unit displaying the tree structure of organizations and the tree structure of issues in the key performance indicator tree database and accepting the selection of multiple indicators by the user from among the organizations and issues; an aggregation unit aggregating performance information related to the multiple indicators; a graph selection unit accepting the selection of the type of graph to show the performance information; and a graph visualization unit visualizing the performance information aggregated by the aggregation unit in a graph of the type accepted by the graph selection unit.

[0007] Other means will be described within the descriptions of embodiments for carrying out the invention. [Effects of the Invention]

[0008] According to the present invention, key performance indicators can be visualized from various structural perspectives. [Brief explanation of the drawing]

[0009] [Figure 1] This is a logical configuration diagram of the Key Performance Indicator Tree Display Device according to this embodiment. [Figure 2] This is a hardware configuration diagram of the Key Performance Indicator Tree Display Device. [Figure 3] This diagram illustrates the tree structure from influence to cause. [Figure 4] It is a diagram for explaining the tree structure of an organization. [Figure 5] It is a diagram for explaining a configuration example of an organization. [Figure 6] It is a diagram for explaining a configuration example of an equipment group. [Figure 7] It is a diagram for explaining a configuration example of a work group. [Figure 8] It is a flowchart of graph display processing based on an important performance evaluation index tree. [Figure 9] It is a flowchart of information update processing to an important performance evaluation index tree database. [Figure 10A] It is a diagram for explaining the tree structure related to productivity. [Figure 10B] It is a diagram for explaining the tree structure of an organization related to process manufacturing efficiency. [Figure 10C] It is a diagram for explaining the tree structure of an organization related to cycle time. [Figure 11A] It is a diagram for explaining the tree structure related to quality. [Figure 11B] It is a diagram for explaining the tree structure of an organization related to the number of defective products, defective rate, and defective amount. [Figure 11C] It is a diagram for explaining the tree structure of an organization related to the number, rate, and amount of defective products from subcontractors. [Figure 11D] It is a diagram for explaining the tree structure of an organization related to the number, rate, and amount of defective products from suppliers. [Figure 12A] It is a diagram for explaining the tree structure related to delivery performance. [Figure 12B] It is a diagram for explaining the tree structure of an organization related to delivery performance. [Figure 12C] It is a diagram for explaining the tree structure of an organization related to the subcontractor delivery compliance rate. [Figure 12D] It is a diagram for explaining the tree structure of an organization related to the supplier delivery compliance rate. [Figure 13A] It is a diagram for explaining the tree structure related to equipment resources. [Figure 13B] It is a diagram for explaining the tree structure of an organization related to equipment operation efficiency. [Figure 13C] It is a diagram for explaining the tree structure of an organization related to equipment failure occurrence and impact level. [Figure 13D] It is a diagram for explaining the tree structure of an organization related to equipment maintenance action level. [Figure 13E] It is a diagram for explaining the tree structure of an organization related to equipment maintenance effectiveness. [Figure 13F] It is a diagram for explaining the tree structure of an organization related to equipment maintenance cost. [Figure 14A] It is a diagram for explaining the tree structure related to inventory. [Figure 14B] It is a diagram for explaining the tree structure of an organization related to inventory adequacy and inventory disposal amount. [Figure 15] It is a pane showing information aggregated based on the selected indicators. [Figure 16] It is a pane showing information aggregated based on the selected indicators. [Figure 17] It is a diagram showing the major classification and content of KPI indicators. [Figure 18] It is a screen for selecting and visualizing important performance evaluation indicators. [Figure 19] It is a screen for inputting search conditions and displaying the search results. [Figure 20] It is a KPI dashboard setting screen. [Figure 21] It is a KPI component setting screen. [Figure 22] It is an example of the settings on the KPI component setting screen. [Figure 23] It is an example of the settings on the KPI component setting screen. [Figure 24] It is a graph screen that visualizes information aggregated based on the selected indicators. [Figure 25] It is a dashboard that displays a pane for showing a graph and a pane for showing a histogram linked to this graph.

Modes for Carrying Out the Invention

[0010] Hereafter, embodiments for carrying out the present invention will be described in detail with reference to the figures. Figure 1 is a logical diagram of the Key Performance Indicator Tree Display Device 1 according to this embodiment. The Key Performance Indicator Tree Display Device 1 comprises a Key Performance Indicator Tree Database 11, an indicator selection unit 12, an aggregation unit 13, a graph selection unit 14, a graph visualization unit 15, a display control unit 16, a size selection unit 17, and an information update unit 18. This Key Performance Indicator Tree Display Device 1 visualizes key performance indicators from various structural perspectives.

[0011] The Key Performance Indicators Tree Database 11 is a database having a tree structure of issues as shown in Figure 3 below, and a tree structure of organizations as shown in Figure 3 below. The indicator selection unit 12 accepts the user's selection of multiple indicators from among those represented by the organizational tree structure and the issue tree structure stored in the key performance indicator tree database 11.

[0012] The aggregation unit 13 aggregates performance information related to multiple indicators selected by the user in the indicator selection unit 12. The graph selection unit 14 accepts the selection of the type of graph to display the performance information aggregated by the aggregation unit 13. The graph visualization unit 15 visualizes the performance information aggregated by the aggregation unit 13 using the type of graph selected by the graph selection unit 14.

[0013] The display control unit 16 displays the graph created by the graph visualization unit 15 on the display unit 104 shown in Figure 2. The size selection unit 17 selects the display size of the graph created by the graph visualization unit 15. When information regarding an issue is entered into the information update unit 18, it registers it in the information of the key performance indicator tree database 11 and updates the information at the higher level.

[0014] Figure 2 is a hardware configuration diagram of the Key Performance Indicator Tree Display Device 1. The Key Performance Indicator Tree Display Device 1 is composed of hardware including a CPU 105, ROM 106, RAM 107, input unit 108, communication unit 109, display unit 104, and storage unit 100.

[0015] The CPU 105 is a central processing unit that provides overall control over the Key Performance Indicator Tree Display Device 1. By executing the Key Performance Indicator Tree Display Program 101 stored in the memory unit 100 (described later), it realizes each of the functional units shown in Figure 1. ROM106 is non-volatile readable memory, which stores information such as the BIOS (Basic I / O System). RAM107 is volatile read / write memory, which is used by CPU105 as temporary storage for programs.

[0016] The input unit 108 is, for example, a keyboard, mouse, or touch panel, and is used for inputting information. The communication unit 109 is, for example, a NIC (Network Interface Card), and sends and receives information with other devices via the internet. The memory unit 100 is, for example, an SSD (Solid State Drive) and stores the Key Performance Indicator Tree Display Program 101, etc.

[0017] Figure 3 is a diagram illustrating the tree structure from influence to cause. Here, a portion of the productivity tree structure is displayed. Below productivity are the indicators for process efficiency and labor productivity. Below process efficiency are the indicators for process productivity and cycle time. Below labor productivity is the indicator for direct labor efficiency. The lower the level of the indicator, the closer it is to the underlying cause. Indicators at higher levels are influenced by indicators at lower levels. Users can understand the overall impact through indicators at higher levels. Users can understand the factors influencing that impact through indicators at even lower levels.

[0018] Figure 4 is a diagram illustrating the tree structure of an organization. This organization diagram illustrates the tree structure of a factory. At the top level is the factory manager, with departments, processes, and equipment positioned sequentially below. The lower you go down the hierarchy, the deeper the information you can delve into.

[0019] Figure 5 is a diagram illustrating an example of an organizational structure. Factory 2 consists of work zones 21 and 22. Work zone 21 consists of work areas 211 and 212. Work area 211 consists of processes 213 and 214. Process 213 consists of equipment groups 215 and 216. Process 214 consists of work groups 217 and 218. Factory, work zone, and work area are organizational management units used to evaluate the responsibility of those in charge. A process is a unit used to evaluate the flow of work. An equipment group is a lineup of equipment that performs the same work. A work group is a lineup of workers that perform the same work.

[0020] Assume that process 213 consists of work performed by equipment group 215 and work performed by equipment group 216. Equipment group 215 selects equipment from equipment 2151 to 2153 that perform the same work and carries out production. If equipment 2151 is included in the equipment group 215 that performs the work, the two tasks of process 213 may be performed in a flow from equipment 2151 to equipment 2151, but even though they are the same equipment, they are treated as separate production resources in terms of the process flow.

[0021] From a maintenance perspective, equipment 2151 should be treated as a unique component. Figure 6 is a diagram illustrating an example configuration of equipment group 215. Equipment group 215 consists of equipment 2151, 2152, and 2153. The equipment hierarchy is the lowest level of the organizational tree structure.

[0022] Figure 7 illustrates an example of the configuration of work group 217. Workgroup 217 consists of worker combinations 2171, 2172, and 2173. The worker combination hierarchy is the lowest level of the organization's tree structure.

[0023] Figure 8 is a flowchart of the graph display process based on the key performance indicator tree. The indicator selection unit 12 accepts the selection of multiple indicators from the organizational tree structure and the issue tree structure (step S10). The aggregation unit 13 aggregates performance information related to the selected multiple indicators (step S11). The graph visualization unit 15 draws a graph of the performance information related to the selected indicators (step S12).

[0024] The graph selection unit 14 determines whether or not the settings button on the graph pane has been clicked (step S13). If the settings button has not been clicked (No), the process returns to step S13. If the settings button has been clicked (Yes), the process proceeds to step S14.

[0025] In step S14, when the graph selection unit 14 accepts a change in the graph type setting, the process returns to step S11, and the new performance information is aggregated and the graph is redrawn. Figure 9 is a flowchart of the information update process for the Key Performance Indicators tree database 11.

[0026] The information update unit 18 accepts information input at the lowest level of the tree structure (step S20). Then, the information update unit 18 registers the information at the corresponding level in the key performance indicator tree database 11 (step S21). Next, the information update unit 18 determines whether the currently processed hierarchy is at the highest level (step S22). If the currently processed hierarchy is at the highest level (Yes), the process shown in Figure 9 is terminated. If the currently processed hierarchy is not at the highest level (No), the process proceeds to step S23.

[0027] In step S23, the information update unit 18 selects the next higher level as the processing target. Then, based on the information of the next lower level that was updated immediately before, the information update unit 18 updates the information of the target level (step S24), and the process returns to step S22.

[0028] Figure 10A is a diagram illustrating the tree structure 111 related to productivity. The tree structure 111 represents information related to productivity. At the lower level of productivity are indicators for process manufacturing efficiency, personnel productivity, and inter-process efficiency. Process manufacturing efficiency is one level below it in terms of process productivity and cycle time.

[0029] Process productivity has two lower-level indicators: the downtime rate, the downtime loss time, and the value utilization rate. The downtime rate is the percentage of time when there is no production plan, and is calculated by dividing the downtime by the operating time. The downtime loss rate is the percentage of time when no goods were being produced during the production plan, and is calculated by dividing the downtime loss time by the load time.

[0030] The downtime rate has a lower-level indicator called the failure downtime rate. The failure downtime rate is the percentage of equipment downtime during the production plan, and is calculated by dividing the failure downtime by the load time. The value utilization rate is the percentage of time the equipment was down during the production plan, and is calculated by dividing the value utilization time by the operating time.

[0031] Cycle time has two indices at a lower level: the CT (Coefficient of Trading) variance ratio and the CT variability ratio. The CT variance ratio is calculated by subtracting the standard CT from the average CT and dividing by the standard CT. The CT variability ratio is the larger of either subtracting the average CT from the maximum CT and dividing by the average CT, or subtracting the minimum CT from the average CT and dividing by the average CT.

[0032] Figure 10B is a diagram illustrating the organizational tree structure related to process manufacturing efficiency. The factory manager's objective, when the target is the entire factory process, is to understand the total lost time for the entire factory. The processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to understand the total time lost for the entire construction area. The lower level of management is the work area.

[0033] The purpose of a work section manager is to understand the total lost time for the entire work section when the target is the entire work process. The work section is the subordinate process under their management. The purpose of a process is to understand the total time lost in that process when the target is that process itself. The subordinate processes under its management are the equipment group and the work group.

[0034] The purpose of the equipment group is to understand the total lost time of the equipment group when the target is the equipment group itself. The subordinate process under its management is the equipment. When the target is equipment, the purpose is to understand the total loss time for each piece of equipment. There are no lower-level processes under its management.

[0035] The purpose of a work group is to understand the total lost time of a work group when the target is a work group. The subordinate process under its management is the worker combination pattern. The purpose of worker combination patterns is to understand the total loss time for each worker combination pattern when the target is a worker combination pattern. There are no subordinate processes for this management.

[0036] Figure 10C is a diagram illustrating the organizational tree structure related to cycle time. The purpose of a process is to understand the accuracy of its cycle time when the target is its own process. Its subordinate processes are the equipment group and the work group. The purpose of the equipment group is to understand the accuracy of the cycle time of the equipment group when the target is the equipment group itself. The subordinate process under its management is the equipment.

[0037] When the target is equipment, the purpose is to understand the accuracy of the cycle time for each piece of equipment. There are no lower-level processes under its management. The purpose of a work group is to understand the accuracy of the work group's cycle time when the target is a work group. The subordinate process under its management is the worker combination pattern.

[0038] The purpose of the worker combination pattern is to understand the accuracy of the cycle time for each worker combination pattern when the target is a worker combination pattern. There are no subordinate processes to manage.

[0039] Figure 11A is a diagram illustrating the quality-related tree structure 112. Below the quality level are indicators for defective loss and quality control loss. Below the defective loss level are indicators for the number of defective items, the defect rate, the defect value, the number, rate, and value of defects from subcontractors, and the number, rate, and value of defects from suppliers.

[0040] Below the levels of spoilage quantity, spoilage rate, and spoilage amount are indicators for the number, rate, and amount of defects that end up in the next process, and the indicators for the number, rate, and amount of defects. The number of defects that escape to the next process is calculated by dividing the number of defects by the number of products produced. The defect rate is calculated by dividing the number of defects found by the number of products produced.

[0041] The number, rate, and amount of defects at subcontractors have, at the next lower level, indicators for the number, rate, and amount of defects at subcontractors and the number and rate of defects by subcontractor. The number, rate, and amount of defects at suppliers have, at the next lower level, indicators for the number, rate, and amount of defects at suppliers and the number and rate of defects by supplier. The subcontractor defect rate is calculated by dividing the number of defects at subcontractors by the number of subcontracted purchases. The Key Performance Indicator Tree Display Device 1 should then display the worst 5 subcontractors, number of defects, defect rate, and defect amount.

[0042] The supplier defect rate is calculated by dividing the number of supplier defects by the number of products delivered by the supplier. The key performance indicator tree display device 1 should then display the number of defects, defect rate, and defect value for the five worst-performing suppliers.

[0043] Figure 11B is a diagram illustrating the organizational tree structure related to the number of spoiled items, spoilage rate, and spoilage amount. The factory manager's objective, when the scope of work is the entire factory process, is to understand the overall spoilage evaluation for the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to grasp the overall evaluation of defects across the entire construction area. The lower level of management under their supervision is the work area.

[0044] The purpose of a work section manager is to grasp the overall spoilage evaluation for the entire work section when the target is the entire work process of the work section. The work section is the work process below which the manager is responsible. The purpose of the process is to understand the overall spoilage evaluation of the process when the subject is the process itself. The subordinate processes under its management are the equipment group and the work group.

[0045] The purpose of the equipment group is to understand the overall spoilage evaluation of the equipment group when the target is the equipment group. The subordinate process under its management is the equipment. When the subject is equipment, the purpose is to understand the overall evaluation of equipment spoilage. There are no lower-level processes for this management.

[0046] The purpose of a work group is to understand the overall spoilage evaluation of the work group when the target is a work group. The subordinate process under its management is the worker combination pattern. The purpose of the worker combination pattern is to understand the overall spoilage evaluation for each worker combination pattern when the target is a worker combination pattern. There are no lower-level processes under its management.

[0047] Figure 11C is a diagram illustrating the organizational tree structure related to the number, rate, and cost of defects at outsourced suppliers. The factory manager's objective, when the scope of work is the entire factory process, is to understand the overall evaluation of all subcontractors for the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to grasp the overall evaluation of all subcontractors for the entire construction area. The work area is the subordinate process under their management.

[0048] The purpose of the work area manager is to grasp the overall evaluation of subcontractors for the entire work area when the target is the entire work area process. There are no subordinate processes under their management.

[0049] Figure 11D is a diagram illustrating the organizational tree structure related to the number, rate, and value of supplier defects. The factory manager's objective, when the scope of work is the entire factory process, is to understand the overall supplier evaluation for the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction phase, is to grasp the overall supplier evaluation for the entire phase. There are no lower-level phases under their management.

[0050] Figure 12A is a diagram illustrating the tree structure 113 related to deliverability. Below the delivery compliance metric are the production plan compliance rate, the subcontractor delivery compliance rate, and the supplier delivery compliance rate. The production plan compliance rate is calculated by dividing the number of production plan compliances by the number of production units. Below the delivery date compliance rate are the production plan compliance and production plan unit indicators.

[0051] The subcontractor delivery compliance rate has, at the next lower level, the indicators of the number of deliveries and the number of completed tasks. The subcontractor delivery compliance rate is calculated by dividing the number of deliveries by the number of completed tasks. The key performance indicator tree display device 1 should display the five worst subcontractors and their delivery compliance rates.

[0052] The supplier compliance rate has, at a lower level, the indicators of the number of fulfilled deliveries and the number of orders. The supplier compliance rate is calculated by dividing the number of fulfilled deliveries by the number of orders. The Key Performance Indicator Tree Display Device 1 should display the five worst-performing suppliers and their compliance rates.

[0053] Figure 12B is a diagram illustrating the organizational tree structure related to deliverability. The factory manager's objective, when the target is the entire factory process, is to understand the on-time delivery rate evaluation for the entire factory. There are no lower-level processes under their control.

[0054] Figure 12C is a diagram illustrating the organizational tree structure related to the compliance rate of deliveries to subcontractors. The factory manager's objective, when the target is the entire factory process, is to understand the compliance rate with external suppliers for the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to understand the compliance rate with subcontractors for the entire construction area. The work area is the subordinate process under their management.

[0055] The work area manager's objective is to understand the compliance rate of subcontractors for the entire work area when the target is the entire work area process. There are no subordinate processes under their management. Figure 12D is a diagram illustrating the organizational tree structure related to supplier delivery compliance rates. The factory manager's objective, when the scope of work is the entire factory process, is to understand the overall supplier evaluation for the entire factory. The lower-level processes under their management are the work sections.

[0056] The foreman's objective, when the scope of work is the entire construction phase, is to grasp the overall supplier evaluation for the entire phase. There are no lower-level phases under their management. Figure 13A is a diagram illustrating the tree structure 114 related to equipment resources. Below the equipment resources level are indicators for equipment operating efficiency, equipment failure occurrence and impact, equipment maintenance action level, equipment maintenance effectiveness, and equipment maintenance cost.

[0057] Below the equipment operating efficiency level are the indicators of overall equipment utilization efficiency, equipment load factor, time utilization rate, equipment utilization rate, and equipment availability rate. Overall utilization efficiency (AQU) is calculated by multiplying the load factor by AQU, or by dividing the value-based operating time by the operating time.

[0058] The equipment load factor is calculated by dividing the load time by the operating time, or by subtracting the downtime from the operating time and then dividing by the operating time. The utilization rate is calculated by subtracting downtime from load time and dividing by load time, or by dividing operating time by load time.

[0059] Equipment utilization rate is calculated by dividing the value time by the operating time. Equipment availability is calculated by dividing the value-added operating time by the load time. The equipment failure occurrence and impact indicators are further down the hierarchy by the following metrics: number of equipment failures, downtime, failure frequency rate, failure severity rate, and Mean Time Between Failure (MTBF). The failure frequency rate is calculated by dividing the number of equipment failures by the load time (target: 0.10% or less). The equipment severity rate is calculated by dividing the equipment failure downtime by the load time (target: 0.15% or less). The Mean Time Between Failure (MTBF) is calculated by dividing the load time by the number of equipment failures.

[0060] The equipment maintenance action index has, at the next level down, the Mean Time To Restore (MTTR) and the maintenance action loss index. The maintenance action loss index has, at the next level down, the maintenance call response loss, maintenance call hold loss, and the number of maintenance action delay alarms.

[0061] Below the equipment maintenance effectiveness level are indicators such as the rate of successful planned maintenance, the rate of effective planned maintenance time, and the number of times spare parts were out of stock. The planned maintenance effectiveness rate is calculated by dividing the number of unexpected maintenance incidents by the number of planned maintenance incidents. The planned maintenance effective time rate is calculated by dividing the unexpected maintenance time by the planned maintenance time.

[0062] Figure 13B is a diagram illustrating the organizational tree structure related to equipment operating efficiency. The factory manager's objective is to display a red alarm if there is equipment with a red alarm in its overall equipment operating efficiency, and a yellow alarm if there is equipment with a yellow alarm, when the target is the entire factory process. The lower-level processes under this management are the work sections.

[0063] The purpose of the foreman's role is to display a red alarm if there is equipment with a red alarm in its operating efficiency across the entire construction area, and a yellow alarm if there is equipment with a yellow alarm across the entire construction area. The work area is the subordinate process under their management. The purpose of the work area manager is to display a red alarm if there is equipment with a red alarm in the overall work area's operational efficiency, and a yellow alarm if there is equipment with a yellow alarm, when the target is the entire work area. The subordinate processes under their management are the work sections.

[0064] The purpose of the process is to display a red alarm if there is equipment with a red alarm in its operating efficiency, and a yellow alarm if there is equipment with a yellow alarm, when the target is the process itself. The subordinate processes under its management are the equipment groups. The purpose of the equipment group is to display a red alarm if there is equipment with a red alarm in the equipment operating efficiency of the equipment group, and a yellow alarm if there is equipment with a yellow alarm. The subordinate process under its management is equipment.

[0065] The purpose of this system is to display a red alarm if there is equipment with a red alarm, and a yellow alarm if there is equipment with a yellow alarm, when the target is equipment. There are no lower-level processes for this system.

[0066] Figure 13C is a diagram illustrating the organizational tree structure related to the occurrence and impact of equipment failures. The factory manager's objective, when the scope of work is the entire factory process, is to grasp the total number of equipment failures and their impact across the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to grasp the total number of equipment failures and their impact across the entire construction area. The work area is the subordinate process under their management.

[0067] The purpose of a work section chief is to grasp the total number of equipment failures and their impact across the entire work section when the scope of work is the entire work section. The work section is the subordinate process under their management. The purpose of a process is to understand the total number of equipment failures and their impact within that process, when the target is that process itself. The subordinate processes under its management are the equipment groups.

[0068] The purpose of an equipment group is to understand the total number of equipment failures and their impact when the target is an equipment group. The subordinate process under its management is the equipment itself. When the subject is equipment, the purpose is to understand the occurrence and impact of equipment failures for each piece of equipment. There are no lower-level processes for this management.

[0069] Figure 13D is a diagram illustrating the organizational tree structure related to the degree of equipment maintenance action. The factory manager's objective, when the target is the entire factory process, is to grasp the total level of equipment maintenance actions for the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to grasp the total level of equipment maintenance actions for the entire construction area. The lower level of management is the work area.

[0070] The purpose of the work section manager is to grasp the total level of equipment maintenance actions for the entire work section when the target is the entire work section. The work section is the subordinate work section under their management. The purpose of a process is to understand the total degree of equipment maintenance actions taken within that process, when the subject is that process itself. Its subordinate processes are equipment groups.

[0071] The purpose of the equipment group is to understand the total degree of equipment maintenance actions taken within the equipment group. The subordinate process under its management is the equipment itself. When the subject is equipment, the purpose is to understand the degree of equipment maintenance action required for each piece of equipment. There are no lower-level processes for this management.

[0072] Figure 13E is a diagram illustrating the organizational tree structure related to equipment maintenance effectiveness. The factory manager's objective, when the scope of management is the entire factory process, is to grasp the overall effectiveness of equipment maintenance for the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to grasp the overall effectiveness of equipment maintenance for the entire construction area. The work area is the subordinate process under their management.

[0073] The purpose of a work section chief is to grasp the overall effectiveness of equipment maintenance for the entire work section when the target is the entire work section. The work section is the subordinate work section under their management. The purpose of a process is to grasp the overall effectiveness of equipment maintenance for that process when the subject is that process itself. Its subordinate processes are equipment groups.

[0074] The purpose of an equipment group is to grasp the overall effectiveness of equipment maintenance for that equipment group. Its subordinate process is the equipment itself. When the subject is equipment, the purpose is to understand the effectiveness of equipment maintenance for each piece of equipment. There are no lower-level processes for this management.

[0075] Figure 13F is a diagram illustrating the organizational tree structure related to equipment maintenance costs. The factory manager's objective, when the scope of management is the entire factory process, is to grasp the total equipment maintenance costs for the entire factory. The lower-level processes under their management are the work sections. The foreman's objective, when the scope of work is the entire construction area, is to grasp the total equipment maintenance costs for the entire construction area. The work area is the subordinate process under their management.

[0076] The purpose of a work section manager is to grasp the total equipment maintenance costs for the entire work section when the scope of work is the entire work process. The work section is the subordinate process under their management. The purpose of a process is to understand the total equipment maintenance costs for that process when the subject is that process itself. Its subordinate processes are the equipment groups.

[0077] The purpose of an equipment group is to understand the total equipment maintenance costs for that equipment group when the target is an equipment group. The subordinate process under its management is the equipment itself. When the subject is equipment, the purpose is to understand the maintenance costs for each piece of equipment. There are no lower-level processes for this management.

[0078] Figure 14A is a diagram illustrating the tree structure 116 related to inventory. Below the inventory level are indicators for inventory optimization and inventory disposal costs. Inventory optimization has, at the next lower level, the indicators of inventory turnover days and inventory value. Inventory turnover days has, at the next lower level, the indicators of average material inventory turnover days and average finished goods inventory turnover days.

[0079] The average inventory turnover days for components is calculated by dividing the total inventory of components by the quantity of components delivered. The average inventory turnover days for finished goods is calculated by dividing the total inventory of finished goods by the production volume. The inventory value index has three lower levels: component inventory value, work-in-progress inventory value, and finished goods inventory value. Component inventory value is calculated from the quantity of components in stock. Work-in-progress inventory value is calculated from the quantity of work-in-progress inventory. Finished goods inventory value is calculated from the quantity of finished goods in stock.

[0080] The inventory disposal amount has, at the next lower level, indicators for component inventory disposal amount, intermediate work-in-progress inventory disposal amount, and finished goods inventory disposal amount. The cost of discarding component inventory is calculated based on the amount of component inventory that is discarded. The cost of discarding work-in-progress inventory is calculated from the amount of work-in-progress inventory that is discarded. The cost of discarding finished goods inventory is calculated based on the amount of finished goods inventory that is discarded.

[0081] Figure 14B is a diagram illustrating the organizational tree structure related to inventory appropriateness and inventory disposal costs. The factory manager's objective, when the scope is the entire factory process, is to grasp the total inventory appropriateness and the total amount of inventory waste for the entire factory. The lower-level processes under their management are the work sections.

[0082] The foreman's objective, when the scope of work is the entire construction area, is to grasp the total inventory appropriateness and total inventory disposal costs for the entire construction area. The work area is the subordinate process under their management. The purpose of the work area manager is to grasp the total inventory appropriateness and total inventory disposal costs for the entire work area when the target is the entire work area. The work area is the work section that is under their management.

[0083] The purpose of this process is to understand the total inventory appropriateness and total inventory disposal costs for the process itself. There are no subordinate processes under its management.

[0084] Figure 15 is a pane that shows information aggregated based on the selected indicators. This pane 31 visualizes the status of each indicator when the manufacturing department and the specified indicators are selected. Here, the status of productivity indicators, quality indicators, cash flow indicators, deliverability indicators, maintenance indicators, environmental indicators, and safety indicators for the production headquarters are shown with weather icons.

[0085] Figure 16 is a pane that shows information aggregated based on the selected indicators. This pane 32 visualizes the status of each indicator when the first, second, third, and fourth work areas and the specified indicators are selected. Here, the status of productivity indicators, quality indicators, deliverability indicators, and maintenance indicators for the manufacturing department are shown using weather icons.

[0086] Figure 17 shows the major categories and contents of KPI indicators. In this table, the three columns on the left represent the major categories of KPI indicators, and the single column on the right represents the content. Indicator P represents productivity and includes direct and indirect productivity based on TPM (Total Productive Maintenance). Indicator Q represents quality and includes quality assurance costs and quality loss costs.

[0087] Indicator C represents cost. Indicator D represents deliverability and includes production plan adherence rate and delivery date adherence rate. Indicator M represents equipment resources and human resources and includes equipment efficiency and human efficiency. Indicator E represents the environment. Indicator S represents safety and includes accidents and near misses. Indicator CF represents inventory and includes parts and materials inventory, work-in-progress inventory, and finished goods inventory.

[0088] Figure 18 shows screen 41, which allows users to select and visualize key performance indicators. Screen 41 consists of an indicator selection pane 42 and a dashboard 43. Dashboard 43 displays "Daily Production Volume" as its name and consists of a graph pane 33, a pane 34, and a graph pane 38. Screen 41 is a screen for selecting and visualizing key performance indicators.

[0089] The indicator selection pane 42 consists of a reference date menu 421, an analysis target menu 422, an organizational tree structure 423, and an issue tree structure 424. The reference date menu 421 is a menu for selecting the reference date on which to aggregate data. The analysis target menu 422 is a menu for selecting the analysis target.

[0090] The organizational tree structure 423 displays the organizational tree structure in the indicator selection pane 42. The organizational tree structure 423 is an input component that allows selection of organizations at any hierarchy. The issue tree structure 424 displays the issue tree structure in the indicator selection pane 42. The issue tree structure 424 is an input component that allows you to select issues at any level. In this case, the indicators production volume and number of good products are selected.

[0091] Graph panes 33, 34, and 38 display information related to the selected daily production volume. Graph pane 33 displays the production volume and number of good products for a specified period as a line graph. Pane 34 displays a text box for writing notes on the analysis results of the indicator data. Graph pane 38 displays the production volume and number of good products for a specified period, for example, as a bar graph and a line graph. Clicking on this graph pane 38 transitions the display to screen 51 in Figure 19.

[0092] Figure 19 shows screen 51, which displays the search results after the user enters search criteria. Screen 51 includes a workplace combo box 511, a process combo box 512, an equipment combo box 513, a part number combo box 514, and a work status combo box 516 as search criteria. Screen 51 also includes a lot number text box 515, a work instruction number text box 519, a work start period 517, a work end period 518, a clear button 520, and a search button 521 as further search criteria.

[0093] The workplace combo box 511 is a combo box for selecting and entering the workplace to be searched. The process combo box 512 is a combo box used to select and input the process to be searched. The equipment combo box 513 is a combo box used to select and input the equipment to be searched. The part number combo box 514 is a combo box for selecting and entering the part number to be searched.

[0094] The work status combo box 516 is a combo box for selecting and entering the work status to be searched. The lot number text box 515 is a text box for entering the lot number to be searched. The work instruction number text box 519 is a text box for entering the work instruction number to be searched. The work start period 517 and work end period 518 are menus for selecting and entering the start and end periods of the work to be searched.

[0095] The Clear button 520 resets the search criteria. The Search button 521 searches using the entered search criteria. On screen 51, the search results table 53 is displayed as the search results, and below it, the work hold button 522, the hold release button 523, the performance inquiry button 524, and the equipment change button 525 are displayed.

[0096] The search results table 53 is a table that displays the search results that are updated when the search button 521 mentioned above is clicked. Each row in the search results table 53 displays a task, and instructions can be given for the selected task using the checkbox on the far right.

[0097] The task hold button 522 is a button that instructs the task selected by the checkbox at the far right of the search results table 53 to be put on hold. The hold release button 523 is a button that releases the hold for a task that has been instructed to be held by the task hold button 522.

[0098] The performance inquiry button 524 is a button that allows you to view graphs, tables, and analysis results of the performance data compiled from the search results. The equipment change button 525 is a button that allows you to change the equipment used in the work related to the search results.

[0099] Figure 20 shows the KPI dashboard settings screen 35. The KPI dashboard settings screen 35 is the screen for entering dashboard settings. The KPI dashboard settings screen 35 includes a dashboard name text box 351, a dashboard type combo box 352, a delete button 353, a register button 354, and a cancel button 355.

[0100] The Dashboard Name text box 351 is a text box where you enter the name of the dashboard you want to register. The Dashboard Type Combo Box 352 is a combo box for selecting the type of dashboard to register. The Dashboard Type Combo Box 352 displays a menu of selectable dashboard types, including "Grid 1x1", "Grid 2x1", "Grid 2x2", "Grid 2x3", "Grid 3x1", "Grid 3x2", "Grid 3x3", and "Grid Extension Settings".

[0101] When "Grid 1x1" is selected, the entire dashboard is used as a single pane. When "Grid 2x1" is selected, a pane is used that divides the dashboard into two rows.

[0102] When "Grid 2x2" is selected, a pane is used that divides the dashboard into 2 rows x 2 columns. When "Grid 3x1" is selected, a pane is used that divides the dashboard into three rows.

[0103] When "Grid 3x2" is selected, a pane is used that divides the dashboard into 3 rows x 3 columns. When "Grid 3x3" is selected, a pane is used that divides the dashboard into 3 rows x 3 columns.

[0104] When you select "Grid Expansion Settings," the settings are used to split the dashboard into, for example, two rows, and link the graphs and other elements in these two panes. The delete button 353 deletes the registered dashboard. The register button 354 registers a new dashboard. The cancel button 355 cancels the dashboard settings input.

[0105] Figure 21 shows the KPI component settings screen 36. The KPI component settings screen 36 consists of a component settings section, a graph settings section, and an indicator axis item section. The component settings section includes a dashboard name text box 361, a component type combo box 362, and size combo boxes 363 and 364.

[0106] The Dashboard Name text box 361 is a text box for entering the name of the dashboard. The Component Type combo box 362 is a combo box for selecting the type of component. The Component Type combo box 362 allows you to select bar charts, bar-time charts, line + bar-time charts, bar-time charts, notes, lists, target / actual values, area-continuous time charts, pie charts, gauges, horizontal bar charts, etc. When you select Notes, you can leave comments on the indicators. When you select List, the data will be displayed as a list.

[0107] The size combo boxes 363 and 364 are combo boxes that determine the size of the dashboard to be used. The graph settings section includes a left axis label name text box 365, a right axis label name text box 366, and a reference business screen URL (Uniform Resource Locator) text box 367. The left axis label name text box 365 is for entering the label for the left axis of the graph. The right axis label name text box 366 is for entering the label for the right axis of the graph. The reference business screen URL text box 367 is for entering the URL of the reference business screen that can be accessed when the graph is clicked.

[0108] The reference business screen URL text box 367 is a function for defining the relevant screen in order to link with the business screen that served as the source data for the graph display. If the search criteria can be specified by URL, they are selected in the graph. It is also possible to encode organizational information and period information and pass them in the URL.

[0109] The indicator axis items are items for selecting the data to be displayed as indicators. The indicator axis items include the indicator axis item combo box 368, the graph setting type combo box 369, the add button 370, the indicator axis item table 373, the register button 371, and the cancel button 372.

[0110] The Metric Axis Item combo box 368 is a combo box for selecting the metric axis item you want to add. The Graph Setting Type combo box 369 is a combo box for selecting the graph setting type you want to add. By selecting the metric axis item and the graph setting type you want to add, the metric code and graph type will be added to the Metric Axis Item Table 373.

[0111] The register button 371 registers the updated indicator axis item table 373 in the storage unit 100. The cancel button 372 cancels the registration of the updated indicator axis item table 373 to the storage unit 100, even if the table has been updated.

[0112] Figure 22 shows an example of the settings for the KPI component settings screen 36. In the KPI component settings screen 36 in Figure 22, two indicators have been added to the indicator axis item table 373. The first row has the indicator code "Number of Good Products," with a display axis of 1 and a graph type of "Other." The second row has the indicator code "Production Quantity," with a display axis of 1 and a graph type of "Other." When this is registered, the graph pane 33 shown in Figure 18 is displayed.

[0113] Figure 23 shows an example of the settings for the KPI component settings screen 36. In the KPI component settings screen 36 in Figure 23, two indicators have been added to the indicator axis item table 373. The first row has the indicator code "Number of Good Products," and the display axis is 1, with the graph type being a bar graph. The second row has the indicator code "Production Quantity," and the display axis is 1, with the graph type being a line graph. When this is registered, the graph pane 33 shown in Figure 24 is displayed.

[0114] Figure 24 is a graph pane 38 that visualizes the information aggregated based on the selected indicators. The graph pane 38 displays truck production volume and the number of good trucks using line and bar graphs. The horizontal axis of the graphs represents the passage of time. The graph pane 38 shown in Figure 24 is displayed when "Line + Bar - Time Axis Graph" is selected in the component type combo box 362.

[0115] Figure 25 shows a dashboard 46 that displays a pane 391 for displaying a graph and a pane 392 for displaying a histogram linked to this graph. This dashboard 46 is displayed when the grid expansion setting is selected in the dashboard type combo box 352 on the KPI dashboard settings screen 35.

[0116] Pane 391 displays a time-series graph showing the reduction in the CT (Critical Target) variance rate. Pane 392 displays a histogram for the same period as the time-series graph displayed in Pane 391. In this way, the Key Performance Indicator Tree Display Device 1 can display the time-series graph of an indicator and its histogram in conjunction.

[0117] [1] A key performance indicator tree database (11) having an organizational tree structure and a problem tree structure, An indicator selection unit (12) displays the tree structure of the organization and the tree structure of the issues in the aforementioned key performance indicator tree database (11), and accepts the user's selection of multiple indicators from the organization and the issues, A compilation unit (13) that aggregates performance information related to the aforementioned multiple indicators, A graph selection unit (14) that accepts the selection of the type of graph that shows the aforementioned performance information, The graph visualization unit (15) visualizes the performance information aggregated by the aggregation unit (13) using a graph of the type received by the graph selection unit (14), A key performance indicator tree display device characterized by having the following features.

[0118] This makes it possible to visualize key performance indicators from various structural perspectives.

[0119] [2] The indicator selection unit (12) displays issues at any level in the tree structure of the issues in the key performance indicator tree database (11) so that the user can select them. The key performance indicator tree display device according to feature 1.

[0120] This makes it possible to select issues at any level within the tree structure of the Key Performance Indicators (CPI) tree database.

[0121] [3] The indicator selection unit (12) displays organizations at any level within the organizational tree structure of the key performance indicator tree database (11) for the user to select. The key performance indicator tree display device according to feature 1.

[0122] This makes it possible to select any level of organization within the organizational tree structure of the Key Performance Indicators (CPR) tree database.

[0123] [4] The system further includes a display control unit (16) that displays the graph created by the graph visualization unit (15) on a display unit (104), The key performance indicator tree display device according to feature 1.

[0124] This allows you to display a graph of information at a desired level of the tree structure.

[0125] [5] The graph visualization unit (15) further includes a size selection unit for selecting the display size of the graph it creates. The key performance indicator tree display device according to feature 1.

[0126] This allows you to display a graph of information at a desired level of the tree structure, at a desired size.

[0127] [6] The system further includes an information update unit (18) that, upon inputting information related to the aforementioned issue, registers it in the information of the key performance indicator tree database (11) and updates the information at a higher level. The key performance indicator tree display device according to feature 1.

[0128] This allows for updating the information at higher levels of the key performance indicator tree database to match the information at the lowest level of the tree structure, simply by inputting the lowest-level information.

[0129] [7] The indicator selection unit (12) displays the tree structure of organizations and the tree structure of issues in the key performance indicator tree database (11), and accepts the user's selection of multiple indicators from among the organizations and issues. The aggregation unit (13) performs the step of aggregating performance information related to the multiple indicators, The graph selection unit (14) accepts the selection of the type of graph that shows the performance information, The graph visualization unit (15) visualizes the performance information aggregated by the aggregation unit (13) using a graph of the type received by the graph selection unit (14), A method for displaying key performance indicators in a tree format, characterized by having the following features.

[0130] This makes it possible to visualize key performance indicators from various structural perspectives.

[0131] Variant form The present invention is not limited to the embodiments described above, and includes various modifications. For example, the embodiments described above are described in detail to make the present invention easier to understand, and are not necessarily limited to those having all the configurations described. It is possible to replace parts of the configuration of one embodiment with the configuration of another embodiment, and it is also possible to add configurations from other embodiments to the configuration of one embodiment. Furthermore, it is possible to add, delete, or replace parts of the configuration of each embodiment with other configurations.

[0132] Each of the above configurations, functions, processing units, and processing means may be implemented in part or in whole by hardware, such as an integrated circuit. Each of the above configurations and functions may also be implemented in software by a processor interpreting and executing a program that implements each function. Information such as programs, tables, and files that implement each function can be stored in a recording device such as memory, a hard disk, or an SSD (Solid State Drive), or on a recording medium such as a flash memory card or a DVD (Digital Versatile Disk).

[0133] In each embodiment, the control lines and information lines shown are those deemed necessary for explanation and do not necessarily represent all control lines and information lines in the actual product. In practice, it can be assumed that almost all components are interconnected. [Explanation of Symbols]

[0134] 1. Key Performance Indicator Tree Display 11 Key Performance Indicators Tree Database 12. Indicator Selection Section 13. Aggregation Department 14 Graph Selection Section 15. Graph Visualization Section 16 Display Control Unit 17. Size Selection Section 18 Information Update Department 104 Display section 105 CPU 106 ROM 107 RAM 108 Input section 109 Communications Department 100 Storage section 101 Key Performance Indicators Tree Display Program 2 factories 213,214 processes 215,216 Equipment Group 217,218 Working Groups 2151~2153 Equipment 2171-2173 Worker combinations 111-116 Tree structure 31 Pains 32 Pains 41 screens 42. Metric Selection Pane 43 Dashboard 33 Graph Pane 34 Pains 38 Graph Pane 421 Reference Date Menu 422 Menu items to be analyzed 423 Organizational Tree Structure 424 Problem Tree Structure 51 screens 511 Workplace Combo Box 512 Process Combo Box 513 Equipment Combo Box 514 Part Number Combo Box 516 Working Status Combo Box 515 Lot number text box 519 Work Order Number Text Box 517 Work commencement period 518 Work completion period 520 Clear button 521 Search button 53 Search Results Table 522 Work Hold Button 523 Release Hold Button 524 Performance Inquiry Button 525 Equipment Change Button 35 KPI Dashboard Settings Screen 351 Dashboard Name Text Box 352 Dashboard Type Combo Box 353 Delete button 354 Register button 355 Cancel button 36 KPI Component Settings Screen 361 Dashboard Name Text Box 362 Component Type Combo Box 363,364 size combo box 365 Left axis label name text box 366 Right axis label name text box 367 Reference Business Screen URL Text Box 368 Metric Axis Item Combo Box 369 Graph setting type combo box 370 Add button 373 Index Axis Item Table 371 Register button 372 Cancel button

Claims

1. A key performance indicator tree database having an organizational tree structure and a problem tree structure, An indicator selection unit that displays the tree structure of the organization and the tree structure of the issues in the aforementioned key performance indicator tree database, and accepts the user's selection of multiple indicators from the organization and the issues, A compilation unit that aggregates performance information related to the aforementioned multiple indicators, A graph selection unit that accepts the selection of the type of graph that displays the aforementioned performance information, A graph visualization unit visualizes the performance information compiled by the aggregation unit using a graph of the type received by the graph selection unit. A key performance indicator tree display device characterized by having the following features.

2. The indicator selection unit displays issues at any level within the tree structure of the issues in the key performance indicator tree database, making them selectable by the user. The key performance indicator tree display device according to feature 1.

3. The indicator selection unit displays organizations at any level within the organizational tree structure of the key performance indicator tree database, making them selectable by the user. The key performance indicator tree display device according to feature 1.

4. The system further includes a display control unit that causes the graph created by the graph visualization unit to be displayed on the display unit. The key performance indicator tree display device according to feature 1.

5. The system further includes a size selection unit for selecting the display size of the graph created by the graph visualization unit. The key performance indicator tree display device according to feature 1.

6. The system further includes an information update unit that, upon inputting information related to the aforementioned issue, registers it in the information of the key performance indicator tree database and updates the information at a higher level. The key performance indicator tree display device according to feature 1.

7. The indicator selection unit displays the organizational tree structure and the issue tree structure of the key performance indicator tree database, and accepts the user's selection of multiple indicators from the said organization and said issue. The aggregation unit performs the step of aggregating performance information related to the multiple indicators, The graph selection unit accepts the selection of the type of graph that shows the performance information, The graph visualization unit visualizes the performance information compiled by the aggregation unit using a graph of the type received by the graph selection unit. A method for displaying key performance indicators in a tree format, characterized by having the following features.

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