Measuring Performance for Business ResultsPart 1. Introduction. The meaning of performance measurement systems in a quality context. Measuring total quality performance in all functions. The strategic management of quality: negative vs positive quality. Measurement for total customer satisfaction: the role of quality function deployment (QFD). Measuring for competitiveness: the role of benchmarking. Measurement for quality culture: the role of self-assessment tools. Performance improvement through performance appraisal. Quality policy deployment: the key driver for performance measurement. Implementing effective performance measurement systems. Linking performance measurement to bottom line results: where is the evidence? Part 2. Case studies in performance measurement. Florida Power and Light. Philips Taiwan. Motorola. IBM Rochester. Rank Xerox Corporation. Federal Express. Cadillac Motor Company. Milliken & Co. Wallace Co. Global Metallurgical Inc. Marlow Industries Inc. Solectron. Zytech Co. Granite Rock Co. Ritz-Carlton Hotel Co. Texas Instruments: Rank Xerox Ltd. Part 3. Bibliography. |
Contents
Introduction | 3 |
12 The meaning of performance measurement | 4 |
The meaning of performance measurement systems in a quality context | 6 |
22 The evolution of financial measurement systems | 7 |
23 Limitations of existing measurement techniques | 8 |
24 The traditional approach to performance measurement | 9 |
25 Economic models of performance measurement | 10 |
26 Productivity measurement limitations | 11 |
710 Other selfassessment frameworks | 88 |
Performance improvement through performance appraisal | 93 |
are they two incompatible approaches? | 95 |
84 Performance appraisal in Japan | 96 |
85 Critical factors of performance appraisal in Japan | 97 |
86 Processbased performance appraisal | 100 |
87 Best practice performance appraisal | 101 |
References | 107 |
27 Shortcomings of performance to standard | 12 |
a comparison | 13 |
29 Why do we need new measures? | 14 |
References | 15 |
Measuring TQ performance in all functions | 17 |
32 Measurement in the supply chain | 22 |
33 Measurement in research and development RD | 25 |
34 Performance measurement for customer satisfaction | 27 |
35 Performance measurement for people productivity | 28 |
References | 30 |
The strategic management of quality negative vs positive quality | 31 |
43 The concept of negative quality | 33 |
46 Best practice in performance management | 34 |
47 Effective management of positive quality | 35 |
48 Effective measurement through goal deployment | 40 |
49 Summary | 41 |
Measuring for total customer satisfaction the role of QFD | 43 |
53 How does QFD work? | 44 |
55 Reported benefits of QFD | 45 |
56 Problems with the use of QFD | 48 |
58 The dynamics of QFD as an enabling tool for measurement | 50 |
59 QFD an integral tool of TQM | 53 |
510 The measurement of speed and QFD | 54 |
an integral part of performance measurement | 56 |
Measuring for competitiveness the role of benchmarking | 60 |
62 Types of benchmarking | 62 |
63 How does benchmarking work? | 63 |
64 The link between benchmarking TQM and competitiveness | 65 |
66 Critical factors in benchmarking | 67 |
66 The link between benchmarking and performance measurement | 68 |
a methodology | 69 |
68 Maintaining the effectiveness of the measurement benchmarking blend | 70 |
Measuring for quality culture the role of selfassessment tools | 73 |
72 The Deming Prize | 74 |
73 Criteria used for assessment of Deming Prize applications | 75 |
74 Benefits of the Deming Prize | 79 |
75 The Malcolm Baldrige National Quality Award MBNQA | 81 |
77 Criteria for assessment of the MBNQA | 83 |
78 Benefits of the MBNQA | 85 |
79 The European Quality Award EQA | 87 |
Quality policy deployment the key driver for performance measurement | 108 |
92 Defining quality policy deployment | 114 |
References | 125 |
Implementing effective performance measurement systems | 126 |
102 The meaning of TQbased performance measurement | 127 |
103 Benchmarking TQbased performance measurement systems | 128 |
104 Towards a more complete approach to performance measurement | 136 |
105 Implementation strategy for performance measurement systems | 137 |
106 People involvement | 138 |
107 The auditing of performance measurement | 140 |
109 The implementation of performance measurement systems | 141 |
1010 Performance measurement review procedures | 142 |
Linking performance measurement to bottom line results where is the evidence? | 144 |
112 Reports on TQM failures | 150 |
113 Reports on TQM benefits link with bottom line results | 151 |
114 Process management vs financial management | 161 |
References | 162 |
Case Studies | 165 |
Florida Power and Light | 167 |
Philips Taiwan | 182 |
Motorola | 195 |
IBM Rochester | 204 |
Rank Xerox Corporation | 209 |
Federal Express Corporation | 218 |
Cadillac Motor Company | 223 |
Milliken Co | 229 |
Wallace Co | 233 |
Globe Metallurgical Inc | 238 |
Marlow Industries Inc | 242 |
Solectron | 247 |
Zytec Corp | 251 |
Granite Rock Co | 258 |
RitzCarlton Hotel Co | 261 |
Texas Instruments DSEG | 267 |
Rank Xerox Ltd | 276 |
Endmatter | 285 |
| 287 | |
| 307 | |
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Common terms and phrases
achieved activities approach areas assessment Baldrige Award benchmarking benefits bottom line results Cadillac commitment competitive competitors continuous improvement corporate cost critical culture customer requirements cycle Deming Prize effectiveness efforts employees end customer ensure European Quality Award evaluation Federal Express feedback Figure focus focusing goals hoshin kanri IBM Rochester implementation individual industry innovation integrated internal introduced Japan Japanese levels long-term manufacturing MBNQA ment Milliken Motorola MTBF needs objectives on-time delivery operations organizational organizations PDCA performance appraisal performance measurement systems Philips Taiwan planning positive quality problems process capability Process management products and services profit programme Quality Award Quality function deployment quality improvement Quality policy deployment Rank Xerox Ltd reduced senior managers Six Sigma Solectron strategic suppliers targets teams teamwork Texas Instruments TI-DSEG tool total customer satisfaction total quality various winners Zytec
Popular passages
Page 293 - Management control is the process by which managers assure that resources are obtained and used effectively and efficiently in the accomplishment of the organization's objectives.
Page 302 - The complexity of large organizations requires better knowledge of organizational behavior for managers to make best use of the personnel available to them. Even where performance measures are instituted purely for purposes of information, they are probably interpreted as definitions of the important aspects of that job or activity and hence have important implications for the motivation of behavior.