Resumo Este projeto teve como objetivo identificar os impactos dos modelos de negócios atuais (agilidade de negócios) e dos principais controles de produtividade (KPIs), mais relevantes em um subsetor de pequenos restaurantes franqueados na Costa Rica (2020-2023). Para o qual se desenvolve uma investigação qualitativa, com entrevistas a 31 gestores de pequenos restaurantes que utilizam franquias nacionais e estrangeiras, para determinar diversas subcategorias de análise e estabelecer denominadores comuns que permitiram a superação da pandemia e a estruturação de uma análise de inclusão e exclusão, para priorizar os aspectos críticos de sucesso, a análise das causas, consequências e efeitos utilizando o método Root Cause para propor melhorias duradouras, sendo a principal constatação: a rigidez do modelo de franquia, a limitada agilidade do negócio e o uso de acesso limitado a maior tecnologia, principalmente devido ao custo e ao conhecimento, dificultou o enfrentamento do Cisne Negro da Pandemia por COVID-19).

Résumé Ce projet visait à identifier les impacts des modèles commerciaux actuels (agilité commerciale) et des contrôles clés de productivité (KPI), les plus pertinents dans un sous- secteur des petits restaurants franchisés au Costa Rica (2020- 2023). Pour lequel une enquête qualitative est développée, avec des entretiens avec 31 gérants de petits restaurants qui utilisent des franchises nationales et étrangères, pour déterminer diverses sous-catégories d’analyse et établir des dénominateurs communs qui nous ont permis de surmonter la pandémie et la structuration d’une analyse d’inclusion et d’exclusion, pour prioriser les aspects critiques du succès, l’analyse des causes, conséquences et effets selon la méthode Root Cause pour proposer des améliorations durables, le principal constat étant : la rigidité du modèle de franchise, l’agilité commerciale limitée et l’utilisation d’un accès limité L’essor de la technologie, principalement en raison du coût et des connaissances, a rendu plus difficile la lutte contre le cygne noir de la pandémie por COVID-19).

Abstract This project aimed to identify the impacts of current business models (business agility) and key productivity controls (KPIs), most relevant in a subsector of small franchised restaurants in Costa Rica (2020-2023). For which a qualitative investigation is developed, with interviews with 31 small restaurant managers who use national and foreign franchises, to determine various subcategories of analysis and establish common denominators that allowed us to overcome the pandemic and the structuring of an analysis of inclusion and exclusion, to prioritize the critical aspects of success, the analysis of the causes, consequences and effects using the Root Cause method to propose long-lasting improvements, the main finding being: the rigidity of the franchise model, the limited business agility, and the use Limited access to greater technology, mainly due to cost and knowledge, made it more difficult to face the Black Swan of the Pandemic por COVID-19).

Resumen Este proyecto buscó identificar los impactos de los actuales modelos de negocio (agilidad empresarial) y los controles clave de productividad (KPIs) más relevantes en un subsector de restaurantes pequeños franquiciados en Costa Rica (2020- 2023), por lo que se realizó una investigación cualitativa con entrevistas a 31 gerentes de restaurantes pequeños, usuarios de franquicia nacional y extranjera, para determinar así diversas subcategorías de análisis y establecer con esto denominadores comunes que permitieron sobrepasar la pandemia y la estructuración de un análisis de inclusión y exclusión, asimismo, para jerarquizar los aspectos críticos de éxito, el análisis de las causas, consecuencias y efectos mediante el método de Causa-Raíz para proponer mejoras de larga duración. Este es el principal hallazgo: la rigidez del modelo de franquicia, la limitada agilidad empresarial y el uso limitado de mayor tecnología, principalmente por costo y conocimiento, que hicieron más difícil afrontar el “Cisne negro” de la Pandemia por COVID-19).

Abstract Paper aims to propose the development of a Sales and Operations Planning (S&OP) diagnostic tool to assess the degree of implementation in the textile sector. Originality the delivery of a set of issues, with levels of maturity and visual management, allows for benchmarking and the identification of strengths and weaknesses, not only internally but also externally. Also, the comparison with other companies and the diagnosis of the integration of the internal sectors of a company around a shared vision of demand and delivery of goods to reduce the gaps between industrial and commercial areas. The tool developed compiles a set of questions to implement S&OP, such as integration between areas, the use of software, leftover raw materials, and finished products, the degree of assertiveness of consumer demand, and other criteria. Thus, it is possible to compare each company and make improvements. Research method the diagnostic tool was developed from proposals for other sectors, and a survey was later carried out with 16 textile companies to validate the developed tool. Eleven questions were developed with five levels of answers – from the basic to the advanced level. Main findings We created a ranking of the level of S&OP implementation in companies, contributing to the advancement of the maturity of the entire sector. The implementation in companies resulted in improved communication, reduced barriers between areas, and increased engagement of teams in the sales process and delivery of goods – factors that contribute to the success of key performance indicators (KPIs). Implications for theory and practice the initial gamble level of the production of goods following the forecast of demand in the textile companies in Brazil is, on average, 30%, which is worrying since this indicates low assertiveness. Thus, this study contributes to the evolution of the theme by structuring a diagnostic tool for managers with a deployment of more assertive strategies and communication. The analysis of theoretical work in various sectors allowed a comparison with practical results obtained in the textile sector. Furthermore, the tool serves as a guide to achieve the results demonstrated in the literature, such as increased profits and delivery accuracy, improved planning, and integration between areas, which directly lead to a more pleasant work environment. SOP S OP (S&OP sector issues management weaknesses externally Also areas software materials products criteria Thus improvements 1 communication KPIs. KPIs . (KPIs) average 30 30% Furthermore literature accuracy planning environment (KPIs 3

Abstract Paper aims This study has the objective of mapping and empirically validating KPIs that can be used to assess healthcare supply chain risks. Originality We combined two methodological approaches: i) we conducted a systematic literature review to identify the healthcare supply chain risk assessment KPIs and ii) We grouped these KPIs into five constructs and validated their relations using PLS-SEM. Research method This is the only study that presents a systematic literature review to identify KPIs that measure healthcare supply chain risks, groups the KPIs into a theoretical framework, and presents a PLS-SEM validation. This study used data from Brazil, from a variety of healthcare supply chain organizations (suppliers, OEMs, clinics, and hospitals), therefore we cannot guarantee that the study can be generalized. Main findings The systematic literature review identified 27 KPIs which were grouped into five constructs. The structural model supported by the PLS-SEM technique revealed that reliability, responsiveness, costs, and agility are antecedents to healthcare supply chain quality. Implications for theory and practice Managers may rely upon this study to understand that healthcare supply chain reliability and responsiveness are antecedents to healthcare supply chain costs and agility, which are antecedents to healthcare supply chain quality. risks approaches i ii PLSSEM. PLSSEM PLS SEM. SEM framework validation Brazil suppliers, suppliers (suppliers OEMs clinics hospitals, hospitals , hospitals) generalized 2 quality

ABSTRACT: Key performance indicators (KPI) are essential to decision-making in an organization, but the approach to analysis and composition used in the formulation of the KPIs can lead to errors. Analysis based only on averages does not allow for discriminating between variations that are natural to the process or special cases which require investigation. The use of control charts can identify this differentiation. However, when several charts are presented encompassing different measurement units and scales, systemic interpretation can be impaired. To assist in this interpretation, this research study aimed at proposing a method to facilitate the analysis of control charts when multiple indicators are employed in the monitoring of agricultural operations. Based on the data obtained over 26 weeks from a mechanized sugarcane (Saccharum officinarum L.) harvesting front, six indicators were defined and analyzed through individual control charts and, systemically, through a standardized group control chart. Results show that the points identified as being outside the control zone (special causes of variation) according to the standardized group control chart were the same as those identified by the six individual charts, which demonstrates the potential of this method to summarize the information with no loss of quality of analysis.

Resumen Introducción: La gerencia empresarial, a lo largo de la historia, se ha preocupado por alcanzar objetivos y metas mediante la utilización de estrategias con el fin de tratar de garantizar los réditos que le permitan seguir trabajando en el tiempo. El interés de lograr alcanzar la eficiencia empresarial ha sido clave para que los investigadores modernos hayan realizado importantes aportes a la epistemología de las ciencias administrativas. Surge entonces la pregunta en la mente de los administradores: ¿Es de importancia la aplicación de indicadores claves de desempeño en la gerencia estratégica de las empresas de salud? Los indicadores claves de desempeño, o KPIs por sus siglas en inglés, forman parte del conjunto de métricos que la administración moderna utiliza para saber si el negocio está logrando los objetivos y metas planteadas por la gerencia. El tablero de mando integral de Kaplan y Norton, desde su aparición en el año de 1992, ha sido también de gran valor para la gerencia estratégica empresarial. Objetivo: Presentar la importancia que tiene la utilización de los indicadores claves de desempeño al ser aplicados en la gerencia estratégica de las empresas de salud. Metodología: Basada en el paradigma cualitativo-descriptivo de investigación acción, el cual se sustentó en literatura científica publicada entre los años 2017 y 2021 apoyado en las plataformas Google Scholar y SciELO. Los criterios de inclusión fueron artículos y textos que abordaran los temas de: indicadores claves de desempeño, inteligencia de negocios, gerencia estratégica y tablero de mando integral. Resultado y Conclusiones: El continuo monitoreo del ambiente competitivo en el que la empresa está inmerso, permite la adaptación de los métricos de acuerdo con los cambios del entorno. En la medida en que los métricos permitan a la empresa volverse líquida, es decir, facilitar que se amolde a los cambios en el medioambiente económico, se facilitará la toma de decisiones de negocios eficaces y oportunas.

Abstract: Introduction: Business management throughout history has been concerned with achieving objectives and goals, through the use of strategies in order to try to guarantee the revenues that allow it to continue operating over time. The interest in achieving business efficiency has been key for modern researchers to have made important contributions to the epistemology of administrative sciences. The question then arises in the minds of administrators: Is it important to apply key performance indicators in the strategic management of health companies? Key performance indicators, or KPIs for its acronym in English, are part of the set of metrics that modern management uses to know if the business is achieving the objectives and goals set by senior management. Kaplan and Norton’s Balanced Scorecard, since its appearance in 1992, has also been of great value for strategic business management. Objective: To present the importance of the use of key performance indicators when applied in the strategic management of health companies Methodology: Based on the qualitative-descriptive and hermeneutical paradigm in the which was based on studies between 2017 and 2021 supported by the Google Scholar and SciELO platforms. The inclusion criteria were articles and texts that addressed the topics of: key performance indicators, business intelligence, strategic management and balanced scorecard. Results and Conclusions: The continuous monitoring of the competitive environment in which the company is immersed, allows the adaptation of the metrics according to changes in the environment. To the extent that the metrics allow the company to become liquid, that is, make it easier to adapt to changes in the economic environment, effective and timely business decision-making will be facilitated.

Abstract Paper aims The aim of this study was to propose a hybrid approach to develop and prioritize the indicators which should be used to monitor the development of plastering supply chains while using lean manufacturing practices. Originality This approach proposed the integration of a Balanced Scorecard (BSC) - a multi-perspective tool for performance evaluation and strategic planning, and FITradeoff for the ranking problematic – a multicriteria method that features a robust axiomatic structure and uses partial information. Research method The results showed that the approach provided a set of indicators to assist the company’s manager to monitor and improve the company's competitiveness and sustainability. Main findings The results showed that the approach was able to provide a set of KPIs to assist the company’s manager to monitor and improve the plastering company management in terms of competitiveness and sustainability. Implications for theory and practice The results allowed evaluation of important issues for the strategic, economic, and environmental stability in complex business environments.

The Fourth Industrial Revolution (4IR) has transformed the rules of competition, resulting in organisations needing new and improved business strategies. The execution of these strategies is critical to organisational success. One way of ensuring that employees execute strategies optimally is by developing key performance areas (KPAs) and key performance indicators (KPIs). This study focused on the field of Information and Knowledge Management (IKM) and its related departments or teams. Thus, the study aimed to determine KPAs and KPIs needed by IKM teams for success in the 4IR. To fulfil the aim of the study, the researchers used a Delphi study where experts participated in two rounds of data collection, using questionnaires on Google forms. The questionnaires collected both qualitative and quantitative data. The first round involved the identification of the KPAs and KPIs necessary for IKM teams, and the second was to get the experts to share their thoughts on each other's views regarding KPAs and KPIs necessary for success in the 4IR dispensation. The experts identified 54 KPAs and 33 KPIs in total. Individual organisations should undertake further research to determine whether they are useful in achieving optimum success. Furthermore, there is a need to decide whether they need to update the existing KPAs and KPIs or not.

BACKGROUND: Apart from monitoring and evaluation, key performance indicators (KPIs) are used for planning of quality healthcare services and are essential for ensuring that work plans are strategic. Nurse managers (NMs) are required to use reports on the KPIs from the District Health Barometer to prepare work plans. AIM: The aim of the study was to explore the experiences of NMs regarding the use of KPIs in developing work plans. SETTING: The study was conducted in one of the four local municipalities of iLembe district in KwaZulu-Natal. METHODS: A qualitative research design was used. Data were collected through semistructured interviews with 20 NMs from seven primary health care clinics between 16 November 2020 and 24 December 2020; data were then thematically analysed RESULTS: Nurse managers experienced challenges related to knowledge creation, knowledge sharing and knowledge application regarding the use of KPIs in developing work plans. Possible strategies which, according to NMs, could facilitate the use of KPIs in developing work plans included support in the management role, skills development and orientation, provision of resources and participative management CONCLUSION: Relevant knowledge management practices, including knowledge sharing, are essential for knowledge creation so that individuals develop task knowledge to fulfil role expectations. In the case of this study, knowledge creation for NMs could facilitate their appropriate use of KPIs in developing work plans. CONTRIBUTION: It is recommended that NMs receive ongoing training on, and be actively involved in, data management and that mentoring and support be made available for NMs to facilitate the use of KPIs in developing work plans.

Abstract Background and objective: Assess changes in disease management and the treatment of renal cancer after the implementation of improvement initiatives, particularly from the Renal Tumor Board at the Oncology hospital at Centro Médico Nacional (CMN) Siglo XXI. Material and methods: Observational and retrospective study over a sample of kidney cancer patients at CMN Siglo XXI. KPI (Key Performance Indicators) were selected to measure time, efficiency, and compliance level in patient journey key processes. Results: A database was created with information of 741 patients with variables obtained from different therapeutic areas. After 5 months of the Renal Tumor board implementation, results showed an average compliance level of 37% in the KPIs assessed. After 2 years of the Renal Tumor Board implementation, results showed a compliance level of 47% in KPIs assessed. Conclusions: Implementation of initiatives resulted in better kidney patient management and care at the Oncology Hospital at CMN Siglo XXI. Particularly, improvements in waiting time from reference to treatment initiation was observed.

Resumen Introducción y objetivo: Medir el impacto en la gestión del tratamiento del cácer renal a partir de la implementación de acciones, incluyendo el comité de tumores renales, en el Hospital de Oncología del Centro Médico Nacional (CMN) Siglo XXI. Material y métodos: Estudio observacional retrospectivo sobre una muestra de pacientes con cáncer renal en la Unidad Médica de Alta Especialidad (UMAE), Hospital de Oncología del CMN Siglo XXI. Se seleccionaron indicadores de gestión para medir tiempo, eficiencia y nivel de cumplimiento de procesos clave en el flujo de un paciente con cáncer renal. Resultados: Se creó una base de datos con información de 741 pacientes con variables de distintas áreas terapéuticas. Tras 5 meses, se estimó un cumplimiento promedio de 37% en los indicadores evaluados. Tras 2 a ños, un cumplimiento del 47%. Conclusiones: La implementación de las acciones resultó en mejoras en la gestión y atención de pacientes con cáncer renal en la UMAE, Hospital de Oncología del CMN Siglo XXI, particularmente en el tiempo promedio entre referencia e inicio del tratamiento.

Abstract Startups are innovative companies that live in uncertain environments. This research aims to characterize the conditions and variables that influence the startups’ development according to Brazilian stakeholders' perception, understanding that is reached approaching its business characteristics and how the environment acts on it. An evaluation instrument is developed to assists the validation of critical factors, as well as the KPIs necessary for the execution of the instrument. The study presents, through bibliographic research, a theoretical proposal of critical success factors that receive the assessment of stakeholders. The results demonstrate the impact of critical success factors on the startups’ development, according to the stakeholders’ perception.

Objective: The Outcomes and Assessment Committee at the Virginia Commonwealth University School of Pharmacy was tasked with refining the school's key performance indicators (KPIs) to improve programmatic assessment by focusing on the most important measures. Methods: Initially, 56 KPIs were tracked, nine of which were university mandated, divided into 10 modules: admissions, community outreach, continuing education, diversity, faculty experience and success, fundraising, graduate program, research and scholarship, staff experience and success, and student experience and success. Using a three-round Delphi consensus technique, KPIs were reviewed by faculty and staff. Each participant responded whether they considered each KPI to be essential or not essential for school quality assessment and improvement. Consensus for the first, second, and third rounds was defined as ≥90%, ≥80%, and ≥75% agreement, respectively. Results: Of 109 faculty and staff invited, 49 participated in the first round, 51 in the second, and 42 in the third. At the end of the third round, accumulated consensus was achieved for 35 out of 88 (39.8%) KPIs that were considered essential and 3 out of 88 (3.4%) that were considered non-essential. Consensus percentage per module was: 15.4% (2/13) admissions, 28.6% (2/7) community outreach, 33.3% (3/9) continuing education, 27.3% (3/11) diversity, 62.5% (5/8) faculty experience and success, 55.6% (5/9) fundraising, 40% (4/10) graduate program, 33.3% (3/9) research and scholarship, 57.1% (4/7) staff experience and success, and 66.7% (4/6) student experience and success. Conclusions: Ultimately, 35 KPIs achieved consensus as essential to measure achievement of benchmarks for the school, which totals 44 KPIs, including nine university mandated KPIs. The process facilitated faculty and staff involvement in KPI selection and achieved improved focus for programmatic assessment.

Resumen Para las organizaciones es importante conocer el comportamiento de los procesos a través de la gestión del riesgo y la evaluación de los indicadores clave de desempeño (Key Performance Indicators, KPI). Un propósito del ciclo de mejoramiento continuo "planear - hacer - verificar - actuar" (PHVA) es determinar el estado de los indicadores y realizar reingeniería de procesos para lograr el cumplimiento ideal. La gestión del riesgo previene la desviación de los indicadores frente a las metas propuestas. Para determinar las variables relevantes de un proceso es necesario establecer mecanismos de monitoreo y control como forma eficiente de obtención de conocimiento basado en el uso de técnicas como las de minería de datos (MD). Estos conceptos se han articulado aquí en un modelo desarrollado para lograr el estado ideal de los KPI en una organización, y se evidencian a través de un caso de estudio aplicado en un proceso misional de una institución de educación superior, por medio del cual se describe el éxito de la teoría y el análisis planteados. Este modelo establece unos componentes a partir de la articulación de características de MD, la gestión de procesos de negocio o Business Process Management (BPM) y el ciclo PHVA con gestión del riesgo, de tal suerte que se hace posible un diseño ajustado a las necesidades particulares que sirve como modelo para investigaciones futuras.

Abstract Recognizing the behavior of processes through risk management and the assessment of value indicators (KPI), which stands for 'Key Performance Indicators', is something of paramount importance for institutions. One of the purposes of the continuous PDCA improvement cycle (Plan - Do - Check - Act) is to determine the state of the indicators and carry out processes reengineering to achieve the ideal goal. Risk management comes from the deviation of the indicators with respect to the proposed goals. In order to determine the relevant variables of a process, monitoring and control mechanisms must be set as an efficient way to obtain the knowledge based on the use of data mining techniques (MD). These concepts articulate in a model that was developed to achieve the ideal condition of the KPIs within an institution, and it is evidenced through a case study applied to a missional process in an institution of higher education. The establishment of data mining, business process management (BPM), PDCA continuous improvement cycle (Plan - Do - Check - Act), and risk management characteristics was used to define the components of the model. The aforementioned allowed to create an effective model, capable of meeting the needs of this research in particular, and able to be used as a model for future research. The proposed model was applied to a specific case, which allowed to describe the success of the theory, as well as the analysis stated.

Resumo Para as organizações é importante conhecer o comportamento dos processos por meio da gestão de risco e da avaliação dos indicadores chave de desempenho (Key Performance Indicators, KPI). Um propósito do ciclo de melhoria contínua "planejar - fazer - verificar - agir" (PHVA) é determinar o estado dos indicadores e realizar reengenharia de processos para conseguir a execução ideal. A gestão de risco previne o desvio dos indicadores diante das metas propostas. Para determinar as variáveis relevantes de um processo é necessário estabelecer mecanismos de monitoramento e de controle como forma eficiente de obtenção de conhecimento baseado no uso de técnicas como as de mineração de dados (MD). Esses conceitos foram articulados aqui num modelo desenvolvido para alcançar o estado ideal dos KPI numa organização, e são evidenciados por meio de um caso de estudo aplicado num processo missional de uma instituição de educação superior, por meio do qual se descreve o sucesso da teoria e das análises propostas. Esse modelo estabelece uns componentes a partir da articulação de características de MD, a gestão de processos de negócio ou Business Process Management (BPM) e o ciclo PHVA com gestão de risco, de tal forma que se torna possível um desenho ajustado às necessidades particulares que serve como modelo para pesquisas futuras.

RESUMEN En este artículo se presentan las características de los indicadores energéticos utilizados tradicionalmente en programas de gestión de energía; luego, a partir del uso de infraestructura de medición inteligente (Advanced Metering Infrastructure - AMI) se proponen nuevos indicadores que permiten relacionar directamente la cantidad de energía, el tipo de uso final y los patrones de consumo de los usuarios. El análisis de la información proveniente del sistema AMI permite plantear estrategias diferenciadas de gestión de la demanda. Se presenta un caso de Estudio en el campus universitario de la Universidad Nacional de Colombia - Sede Bogotá, donde se proponen nuevos indicadores de desempeño energético en tiempo real que habilitan el análisis de la información y la implementación de estrategias de gestión de la demanda adecuados a las nuevas tecnologías y orientados al aumento de la eficiencia energética. Este trabajo presenta los factores a tener en cuenta para la implementación de KPIs (Key Performance Indicators) y la toma de decisiones que permiten obtener ahorros globales de energía variables entre el 5 y el 40 %, de acuerdo a la estrategia de gestión de demanda implementada. Esta metodología es aplicable a edificios con diferentes usos finales de energía.

ABSTRACT This paper sets out features of traditional Energy Key Performance Indicators (KPIs) employed in energy management programs; then, new indicators are proposed based on Advanced Metering Infrastructure (AMI) usage. These indicators make it possible to directly relate the amount of energy, type of end use and user consumption patterns. Analysis of AMI system information enables planning for differentiated Demand-Side Management (DSM) strategies. A case study developed at Universidad Nacional de Colombia - Bogotá campus is presented, which proposes new Energy Key Performance Indicators in Real Time. These indicators enable information analysis and DSM strategies that are appropriate for new technologies and that are aimed at increasing energy efficiency. Additionally, this paper presents the factors that have to be taken into account when implementing KPIs (Key Performance Indicators) and the decision-making process. This results in variable overall energy savings between 5 and 40%, according to the DSM strategy implemented.

Resumen El trabajo presenta una propuesta para incorporar el marco de trabajo BPM, en la empresa de servicios ETAPA EP de la ciudad de Cuenca - Ecuador. Para ello se propone un marco de referencia por parte de los autores que contempla los siguientes pasos: se parte de la revisión de un marco teórico y conceptual; se aborda el marco referencial, de la organización, partiendo de la descripción sobre visión, misión, aspectos estratégicos, mapa de proceso. Se elige el área funcional específica en donde se ejecutará para procesos críticos en importancia, el modelo de procesos con notación BPMN haciendo uso del software Bizagi. Se confecciona para los procesos un esquema de indicadores, se elabora un cubo de datos en excel (datamart), y se despliega el valor de los KPI, con la herramienta de software Power BI por intermedio de un tablero de comandos; al final se levantan las conclusiones.

Abstract The research presents a proposal to incorporate the BPM framework, in the service company ETAPA EP of the city of Cuenca in Ecuador. For this, a frame of reference is proposed by the authors, which contemplates the following steps: it starts with the revision of a theoretical and conceptual framework; the referential framework of the organization is addressed, starting from the description of vision, mission, strategic aspects, process map. The specific functional area is chosen where the process model with BPMN notation using Bizagi software will be executed for critical processes in importance. An indicator scheme is proposed for the processes, a cube of data is prepared in excel (datamart), and the value of the KPIs is displayed, with the Power BI software tool through a command board; in the end the conclusions are raised.

Abstract This article deals with a study performed at the Experimental Mine of the Research Center of Responsible Mining of the University of São Paulo, to examine the correlations between geological environment, blasting parameters and energy consumption in the primary crushing phase. The research is designed to appreciate the relationships between the energy provided for size reduction and the resistances to size reduction. For this purpose, Key Performance Indicators (KPIs) are used to describe the possible improvements on the energy consumption due to crushing. Four blast tests were performed: for each blast, KPIs were recorded regarding the blast design, the particle size distribution, the real power energy consumption at the primary crushing unit and its rate of utilization. The results show that energy consumption at the primary crusher is a sum of two components: energy directly involved in crushing the rock, and additional energy used for winning the inertial resistances of the moving parts of the crusher. We show how explosive energy and delay times influence the production of coarse fragments that jam the crusher, therefore influencing machinery stops and inertia loads related to putting the jaws back into movement.