Integral performance index of small and medium wood industrial financial products

Sa？etak This paper aims to present in a short form a relatively simple methodology of integral performance evaluation and the possibility of its application in small and medium-sized timber industrial enterprises. With some adjustments to the assessment elements, the method is applicable in all industries and services. Integral performance evaluation is in the function of achieving business excellence. The performance appraisal method itself involves benchmarking against the desired state and partly an in-depth analysis of operating results. Integral performance appraisal involves the systematic comparative review of the results achieved by the elements, functions and organization as a whole. In a narrow format, the method, based on the perception of business results in relation to the desired situation, can be applied to self-assessment of the timber industry business with the prior brief management training. A more objective assessment of effectiveness through detailed implementation of the methodology can be achieved through the engagement of an interdisciplinary team of consultants. The management and all employees of the company should be open for cooperation during the consultants’ work in the company. Collaboration with consultants to protect the confidentiality of company data, includes analysis of documentation, recording and reviewing technical and economic data, interviewing employees at all levels, interviews of stakeholders from the environment and calculating all coefficients, shares and rates that can be compared to the desired situation. In addition, in a very abbreviated form, information will be provided on the integral estimates of the performance index by element, function and organization as a whole for an imaginary firm that manufactures solid wood furniture that produces furniture according to customer’s designs. For the sake of brevity, this could not show all the automatically obtained graphs by function, which could clearly show the inefficiency of each element in the management, development of innovative and promotion of new products, in the organization of business and production, digital transformation, growth and development. and finance. In this way, it would be easy to detect in which elements changes in the business should be introduced, most likely with the need to use external expertise. The integral performance evaluation for the nine imaginary manufacturing company features shown in Table 2 and Chart 1. was calculated after the automatic entry of ratings and indices and the previous nine tables that could not be