Implementation of a performance indicator accompanying routine as a basis for the decision-making

Abstract

Through a scenario of increasing competitiveness, the search for innovation and better financial and operational results has become a source of survival for companies in the current market. In this way, it is important that organizations have a very clear strategy and the paths that will be followed in the search for success and consolidation in the market. Although many organizations have defined strategies and defined objectives, many still sin in the deployment of these goals into measurable goals for their teams, or even in tracking those goals to track how close or how far they are from what was planned for the organization. In this sense, this article presents a case study of the implementation of a routine of monitoring and evaluation of performance indicators as a basis for more assertive decision making directed to the company’s core objectives. The results show that the implementation of a results monitoring routine as a basis for decision making, from the operational to the strategic level, greatly helps in the integration of the areas and in the search for the root cause of the problems, having as a foundation the activities of the PDCA cycle.