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KPI 系统，很多老板是在公司发展顺利时才考虑。但对 KB Colour 来说，KPI 系统并不是“升级工具”，而是救命关键。 当企业长期亏损、效率低落、员工态度涣散，继续靠感觉管理，只会让问题越来越严重。KB Colour 的转折点，正是从下定决心导入 KPI 系统开始。 在 KPI 系统导入前，KB Colour 面对的并不是单一问题，而是一连串连锁反应：公司长期亏损、生产效率低、项目进度慢、品质问题频繁、客户退货严重、原料与人力浪费高、现金流吃紧、员工态度消极、缺乏责任感。 老板很清楚一件事：不是员工不努力，而是公司没有一套清楚、可执行的管理机制。 KB Colour 最终选择导入 KPI 系统，并不是为了“管人”，而是为了建立清楚的工作标准。过去靠骂、靠盯、靠感觉、靠情绪，问题只会越积越多。KPI 系统的核心价值，在于把模糊的要求，变成人人看得懂、做得到的标准。 KB Colour 之所以选择 sandmerit 的 KPI 系统，不是因为软件功能，而是因为方法论。sandmerit 专注 KPI 系统本身，强调真正落地执行，而不是只讲理论。更重要的是，KPI 与奖励直接挂钩，员工在过程中被教育、被理解，也被说服，大幅降低抗拒心理。 导入 KPI 系统后，最大的改变，是责任回到了每一个岗位。每个岗位都有清楚 KPI，每一项工作都有衡量标准，绩效不再模糊。员工开始清楚知道，哪些事情是自己负责的，结果是可以被衡量的。 过去浪费严重，却没有人真正“感觉到痛”。KPI 系统上线后，浪费被量化，行为被记录，成本与绩效直接挂钩。员工开始自觉改善，因为数据会说话，结果是浪费大幅下降，超过 50%。 品质问题一直是 KB Colour 长期的痛点。通过 KPI 系统，把品质变成具体指标，把责任分清楚，把问题提早发现，品质逐步稳定下来，客户信心也随之回升。 一开始，员工对 KPI 也有担心。但当他们真正理解 KPI 如何计算、分数如何影响奖励、团队如何一起影响整体结果时，员工心态开始转变，从抗拒、接受，到配合，甚至主动参与。 KPI 系统最关键的价值之一，是公平。员工终于知道，花红不是老板心情，而是有清楚逻辑；努力真的会被看见；表现好，结果真的会不一样。这重新建立了员工对公司的信任。 在导入

A KPI system is often introduced when companies are already successful.But for KB Colour, the KPI system was implemented at a time when the company was under extreme pressure. This case study shows how a structured KPI system helped KB Colour restore discipline, rebuild employee trust, and regain profitability—despite facing operational inefficiencies, quality issues, and

In a recent video testimonial, a company representative shared how implementing a KPI system with sandmerit did more than measure performance—it changed employee interaction, created transparency in rewards, and gave staff a clear direction for self-improvement. This real experience shows why choosing the right KPI partner matters as much as the system itself. Why the

Many organizations invest in a human resource performance management system with good intentions, yet months later, they feel disappointed. Common complaints include: The reality is simple: Human resource performance management systems don’t fail because of technology — they fail because of poor design and weak methodology. This article explains why failure happens, what defines the

In 2022, Wilson Ten, Founder and CEO of sandmerit group, was officially recognised as one of Malaysia’s Most Influential Educators — an honour reserved for individuals whose educational work creates meaningful, long-term impact beyond classrooms and certifications. This recognition highlights Wilson Ten’s unique contribution:educating business leaders on how to execute strategy through KPI, not just

In global business forums, many speakers talk about strategy, policy, and vision. Very few are invited to speak about execution. That distinction explains why Wilson Ten, Founder and CEO of sandmerit group (Malaysia), was invited to speak at the Australia-ASEAN Business Forum 2025 — and why he is the only speaker at the forum representing