Udvælgelses- dan og tildelingskriter ske byggesektor ... - RenProces

For a long time parts of the building sector in Great Britain have used key performance
indicators in form of inter alia KPIzone (KPIzone, 2009). Common for the English
benchmarking systems is that the agreement is self-imposed and the input comes from the
companies themselves. In practice that signifies key performance indicators which can be
reliable, unambiguous and objective. But the indicators can also be unreliable, dubious and
subjective because the input comes from the companies themselves. It is assumed that the
companies have a big interest in having as good key performance indicators as possible.
In Denmark the government and the parties from the Danish building sector started in 2002 The
Benchmark Centre for the Danish Construction sector. This centre is a non-partisan organisation
the purpose of which is to make key performance indicators on companies which want to make
an offer in the national building sector and the council housing sector. From 1 July 2005 it was
a demand for the contractors to have key performance indicators if they want to make an offer
in the national building sector. From 1 September 2008 it was also a demand for making an
offer in the council housing sector. From 1 October 2009 it is also a demand that consulting
engineers and architects have key performance indicators for making an offer in both the
national building sector and the council housing sector. From the beginning of 2010 The
Benchmark Centre for the Danish Construction sector will start making key performance
indicators also for the clients/house builder. (The Benchmark Centre for the Danish
Construction sector, 2009)
The Danish key performance indicators made by The Benchmark Centre for the Danish
Construction sector are indicators such as customer satisfaction, adherence of timetable, the
number of defects and the number of accidents at work (indicators for contractors), and
customer satisfaction, adherence of timetable, adherence of budget and cooperating (indicators
for consulting engineers and architects). The rules are; if a company have no indicators, they are
not allowed to make an offer on a project for even the national building sector or the council
housing sector. (The Benchmark Centre for the Danish Construction sector, 2009)
It is assumed that the Danish key performance indicators are reliable, unambiguous and
objective because they are made by a non-partisan organisation, but they are not as fully
developed as the English system KPIzone. KPIzone has more than 300 indicators and some of
them are indicators such as personal skills, staff conditions, form of organisation, qualification,
personal qualities and ability to cooperate. The Danish private district heating plant used these
indicators to choose their consulting engineer and contractor (KPIzone, 2009).
In the long term it can be possible to use key performance indicators for the selection and
assignment procedure if using a system as the Danish, but the Danish system has to be fully
developed. It has to look like the KPIzone in number of indicators, but you cannot use
indicators where input comes from the companies themselves, the risk is that indicators are
unreliable, dubious and subjective. If the outside world has to trust the indicators, they must be
made by a non-partisan organisation to be reliable, unambiguous and objective.
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