Implementation of a KPI tree for shopfloor management and resource allocation

Sep 13, 2026

The dissertation report presents the development of a Key Performance Indicator (KPI) tree for Portocork, a high-end natural cork stopper industrial unit within the Amorim Cork group. The initiative responds to the need to drill down performance and deviations from top management to the shop floor, while addressing missing standardized performance indicators in selected factory sectors. The KPI tree disaggregates the Key Performance Result (KPR) for Operational Costs into financial and operational views, and expands the “Productivity” KPR by man-hours and machine using KPIs such as OEE. Standardized data formats support reliable update routines and enable monthly factory-sector performance monitoring and value realization.

LanguageEnglish

CategoryPresentations

FormatPDF

Pages59

Reading Time21 min

AccessFree to download

Index

1 Introduction

1.1 Grupo Amorim’s history and the present

1.1.1 Portocork’s Industrial Unit

1.2 Project Motivation and objectives

Implementation of a KPI tree for shopfloor management and resource allocation Miguel Ferreira Branco Master Thesis Supervisor at FEUP: Prof. Flávia Barbosa Master’s in Industrial Engineering and Management 2023-06-05 Abstract The present dissertation report documents the development of a Key Performance Indicator (KPIs) tree for an industrial unit, Portocork, a high-end natural cork stopper facility within the Amorim Cork group. The tree development arose as a strategic decision from top management, as there was no tool to drill down performance and deviations down to the shop floor. Furthermore, the project aims to address issues regarding the lack of standardized performance indicators in certain factory sectors and standardize the monitoring of project indicators and their value within the industrial unit. During the project’s development, the Key Performance Result (KPR) of Operational Costs for the unit in question was broken down. The breakdown occurred in two ways: financial and operational. Firstly, the financial breakdown followed the established hierarchy already present and systematized in Amorim Cork, involving the breakdown between result, profit, and cost centers, where the result center is the Portocork unit, and the cost center is the various factory sectors. Next, the operational breakdown was elaborated, which focused on the breakdown of the"Productivity" KPR by man-hours and by machine, using relevant KPIs such as the OEE. To support both breakdowns, the respective information was compiled in standardized formats to ensure reliability in updating routines. The introduction of this tool in the continuous improvement cycle was found to be of great usefulness and potential, especially in formulating new projects in the identified sensitive areas. Furthermore, outside the project's perspective, it is considered an extremely useful tool in managing the monthly performance of the factory sectors. Regarding the tool’s targeted objectives, the tool matched the expectations, meaning, the tool is capable of monitoring project indicators, tracking them monthly, and valuing them accordingly Resumo O presente relatório de dissertação documenta a elaboração de uma árvore de Key Performance Indicators (KPIs) para uma unidade industrial, a Portocork, uma unidade produtora de rolhas naturais de alto segmento da Amorim Cork. A elaboração da árvore surgiu como decisão estratégica da direção de topo, por não existir uma ferramenta que desdobre tanto a performance como os desvios até ao chão de fábrica. Além disto, foi um objetivo do projeto colmatar problemas no que toca a alguns setores da fábrica, como não possuírem indicadores de performance padronizados, bem como uniformizar o acompanhamento dos indicadores dos projetos e a sua valorização na cadeia da unidade industrial. Durante a elaboração do projeto foi desdobrado o Key Performance Result (KPR) de Custos Operacionais da unidade em questão. A desdobra sucedeu-se de dois modos, financeira e operacional. Primeiramente, a desdobra financeira seguiu a estipulação de hierarquia já presente e sistematizada na Amorim Cork, existindo então a desdobra entre centro de resultado, lucro e custo, sendo que o centro de resultado é a unidade da Portocork e o centrode custo são os vários setores da fábrica. De seguida elaborou-se a desdobra operacional que se regeu na desdobra do KPR de“Produtividade” segundo homem e segundo máquina, usando indicadores relevantes como o OEE. Para suportar ambas as desdobras, as respetivas informações foram compiladas em formatos uniformes de modo a conferir fiabilidade nas rotinas de atualização. A introdução desta ferramenta no ciclo de melhoria concluiu ser de grande utilidade epotencialidade, especialmente na formulação de novos projetos nas áreas identificadas como sensíveis. Além disso, fora da ótica do projeto, considera-se uma ferramenta de extremautilidade na gestão da performance mensal dos setores da fábrica

FAQs

What problem does the KPI tree development address for Portocork?

It addresses the lack of a tool to break down performance and deviations to the shop floor, and the absence of standardized performance indicators in certain factory sectors.

How is the KPR for Operational Costs structured in the KPI tree?

It is decomposed into two perspectives: a financial breakdown and an operational breakdown.

Which KPIs support the operational breakdown of Productivity?

Productivity is broken down by man-hours and by machine, using relevant KPIs such as OEE.

Sep 13, 2026

Uploaded by Lucas Vance