Metrics and Targets. MKS agrees to target the operational performance targets defined below. Performance targets for FY2000 are listed. Intermediate performance targets are established in the Supplier Performance Management Plan. The following defines how Applied and MKS will measure performance metrics: ------------------------------------------------------------------------------------------------------------ FY 1999 End FY 2000 End Measure Definition Calculation Target Target ------------------------------------------------------------------------------------------------------------ Quality ppm Number of quality Quantity of parts with discrepancies recorded DMR [**] [**] detected prior to occurrences provided shipping a completed by the supplier over system to an end the prior 13-week customer, expressed period, divided by the as parts per million total quantity of parts received from that supplier over the same period, multiplied by 1 million ------------------------------------------------------------------------------------------------------------ Supplier Fault DMRs Number of DMR Number of DMR [**] [**] transactions for part occurrences recorded quality discrepancies against the supplier detected in-house accumulated over the prior to system prior 13-week period installation in the field ------------------------------------------------------------------------------------------------------------ Confidential Materials omitted and filed separately with the Securities and Exchange Commission. Asterisks denote omissions. ------------------------------------------------------------------------------------------------------------ FY 1999 End FY 2000 End Measure Definition Calculation Target Target ------------------------------------------------------------------------------------------------------------ Late Delivery ppm Number of parts Quantity of parts delivered later than received one day or [**] [**] the agreed upon more after the commit commit date date, accumulated for each supplier over a rolling 13-week period, divided by the total quantity of parts received over the same period, multiplied by 1 million ------------------------------------------------------------------------------------------------------------ Early Delivery ppm Number of parts Quantity of parts received three or received three or more [**] [**] more days before the days before the commit date commit date, accumulated over a rolling 13-week period, divided by the total quantity of parts received over...
Metrics and Targets. System-Wide Metrics 2019-20 Target Graduate employment rates 90% (2 Year Employment Rate Number of graduates employed full time in a related job 80% or higher Institution-Specific Metrics 2019-20 Target Number of international and out-of-region students studying at Algoma in degree programs (excluding KASP)* 648 Number of participants in workshops, presentations and historical tours based on the Shingwauk Residential Schools Centre’s research expertise concerning the legacies and impacts of the Residential Schools system. 1,335
Metrics and Targets. System-Wide Metrics 2019-20 Target Composite score on National Survey of Student Engagement questions related to students’ perceived gains in higher order learning outcomes 28.0 Proportion of programs with explicit curriculum maps and articulation of learning outcomes 90.0% Graduation rate (from the Consortium for Student Retention Data Exchange) 84.0% Institutional Metrics 2019-20 Target Instructor and Course Evaluations • Overall effectiveness of instructor • Course as a learning experience 90% 88.0% Work Integrated Learning (Co-ops, Internships, and Practicums ) 4,000
Metrics and Targets. System-Wide Metrics 2019-20 Target Graduate employment rates 6 months: 89% 2 years: 94% Number of graduates employed full time in a related job 89% Institution-Specific Metrics 2019-20 Target Number of students involved in entrepreneurship courses6 Increase by 25% over the duration of SMA2 Annual economic impact7 Increase 5% over the duration of SMA2 6 Number of students involved in currently identified entrepreneurship courses: The total number of students enrolled during the Fall, Winter and Spring/Summer sessions in one of the following courses offered at the University: ADM3313, ADM4903, ADM4313, ADM4314, ADX6262, ADX6271, GNG4120, GNG 4520MBA6262. (Note that this is an exemplary list as opposed to an exhaustive list.)
Metrics and Targets. Advanced Energy agrees to perform to the following operational performance measures: quality, delivery, cost, manufacturing disruption occurrences, cycle time, and flexibility. Performance targets for FY2000 are listed. Intermediate performance targets are established in the Supplier Performance Management Plan. The following defines how Applied and Advanced Energy will measure performance metrics: -------------------------------------------------------------------------------------------------------------- MEASURE DEFINITION CALCULATION 1998 TARGET 1999 TARGET 2000 TARGET -------------------------------------------------------------------------------------------------------------- Quality ppm* Number of quality Number of DMR 1750 ppm 750 ppm 400 ppm discrepancies detected occurrences recorded prior to shipping a for all parts provided completed system to an by the supplier end customer, accumulated over the expressed as parts per prior 13-week period, million divided by the total receipts for that part over the same period and multiplied by 1 million -------------------------------------------------------------------------------------------------------------- Field Failures Number of part quality Number of RMA 0 0 0 discrepancies detected occurrences recorded occurrences occurrences occurrences in the field during for each part installation or accumulated over the routine repair prior 13-week period -------------------------------------------------------------------------------------------------------------- Late Delivery ppm* Number of parts Number of parts 20,000 ppm 10,000 ppm 5000 ppm delivered later than received one day or with 0 ppm with 0 ppm with 0 ppm the agreed upon more after the LESS THAN LESS THAN LESS THAN OR EQUAL TO OR EQUAL TO OR EQUAL TO 4 days late 4 days late 4 days late -------------------------------------------------------------------------------------------------------------- Advanced Energy ______ Appled Materials _______ 13 of 16 Date ________
Metrics and Targets. System‐Wide Metrics 2019‐20 Target Composite score on National Survey of Student Engagement questions related to students’ perceived gains in higher order learning outcomes 27.5 Proportion of programs with explicit curriculum maps and articulation of learning outcomes Curriculum Maps: 100% Learning Outcomes: 86% Graduation rate (from the Consortium for Student Retention Data Exchange) 79% Institutional Metrics 2019‐20 Target Aggregated Normalized Instructor Effectiveness Score 76* * McMaster is in the process of modifying and enhancing its student satisfaction evaluation process, which it expects to initiate in the next year. This will enable more detailed analysis, from which a modified metric will likely need to be developed.
Metrics and Targets. Institutional Metrics Institutional Targets System-wide Metrics (Pre-determined by MAESD) Institutional Targets for System-wide Metric Number of courses offered in a “non-traditional” format (e.g. online, blended, accelerated, Spring-Summer offerings) from baseline in 2016-17 Number of students engaged in co-curriculum Maintain current number Maintain current number ercag Proportion of fourth-year students with two High-Impact Practices (HIPs) or average number of HIPs per student (from the National Survey of Student Engagement) Year 1 to Year 2 retention (from the Consortium for Student Retention Data Exchange) Proportion of operating expenditures on student services, net of student assistance (as reported in the Council of University Finance Officers data) TBD in partnership with MAESD TBD in partnership with MAESD TBD in partnership with MAESD
Metrics and Targets. Institutional Metrics Institutional Targets System-Wide Metrics (pre-determined by MAESD) Institutional Targets for System-Wide Metrics Graduation rate of students utilizing accessibility services Budget allocation for scholarships and bursaries Maintain graduation rate Maintain level of funding Number and proportion of the following groups at an institution: Indigenous students, First- generation students Students with disabilities, and Francophone students Share of OSAP recipients at an institution relative to its total number of eligible students Number of transfer applicants and registrations, as captured by the Ontario University Application Centre TBD in partnership with MAESD TBD in partnership with MAESD TBD in partnership with MAESD Research Excellence and Impact This section captures institutional strengths in producing high-quality research on the continuum of fundamental and applied research through activity that further raises Ontario’s profile as a globally-recognized research and innovation hub. It also acknowledges that research capacity is strongly linked with graduate education. Institutional Approach to Research Excellence and Impact Research at Brock has strong connections to our surrounding communities and to broader understandings of the health of these communities, which includes physical and mental well-being, healthy economies and healthy social and cultural sectors. Documenting and improving the quality of the communities’ health through leading-edge research has been a primary focus of Xxxxx’x research strategy, whether in the regional, provincial, national or international communities. Brock researchers are also strengthening our international reputation through partnerships that create the knowledge, services and infrastructure required for the Niagara Region’s success in a globalized economy. Understanding these broad-based issues requires an expertise across all disciplines — a transdisciplinary approach. Transdisciplinary research involves intellectual environments in which researchers across disciplines combine their expertise to create new forms of inquiry and new types of solutions. Transdisciplinarity is in Xxxxx’x DNA, and since it was founded, the University has worked to challenge traditional disciplinary boundaries, encouraging its students to engage with multiple theoretical and methodological approaches to knowledge as they complete their studies in a range of unique programs. We have many successful initiatives pr...
Metrics and Targets. System-Wide Metrics 2019-20 Target Graduate employment rates At or above 85% (2 Year) At or above 80% (6 months) Number of graduates employed full time in a related job At or above 80% Institutional Metrics 2019-20 Target Number of current student− and recent alumni ventures supported by Waterloo entrepreneurship programs At or above 115 Survival rates of Velocity ventures Exceed industry standard performance as measured by the Xxxxxxxx Institute (currently 60%) Investment in current student and recent alumni−led ventures At or above $100 million 37 University of Waterloo, xxxxx://xxxxxxxxx.xx/about/who−we−are/waterloo−facts
Metrics and Targets. System-Wide Metrics 2019-20 Target Range Proportion of fourth year students with two or more High-Impact Practices (HIPs) (from the National Survey of Student Engagement) 52% to 56% Year 1 to Year 2 retention (from the Consortium for Student Retention Data Exchange) 79% to 81% Proportion of operating expenditures on student services, net of student assistance (as reported in the Council of University Finance Officers data) 5% to 7% Institutional Metrics 2019-20 Target Percentage of undergraduate students accessing peer support programs 30% to 35%
