Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
'Quality Improvement' is what the organizational attempts revolve around. This is because the end-users are concerned only about the 'quality of the offering' provided to them.
By improving the quality of offerings, one can be sure of significantly adding to the customer base. Consequently, companies make substantial efforts in bringing desired improvements in quality. This requires confirming to pre-set quality standards and abiding by them to have products with better quality.
However, this process of enhancing quality of products has to be a very systematic and logical one. This is to say that every step and move needs to be 'measured' and 'calculated' in the light of 'desired outputs'.
One can achieve this by identifying the metrics that can effectively convey the progress being made in the direction of 'betterment of quality'. These indicators can be put together in the form of BSC (Balanced Scorecard) to have a potent management strategy for measuring and managing performance.
Several firms have benefited from this methodology and made the implementation of their 'quality improvement programs a success. This makes it a reliable tool to be put to use for future consultations and references.
This is the actual scorecard with Quality Improvement Performance Indicators and performance indicators. The performance indicators include: quality improvement, quality maintenance perspective, % of products confirming to pre-set quality standards, % of processes with best practices, number of stages at which quality is checked., % increase in quality improvement budget, quality ingredient perspective, number of quality measures in line with industrial benchmarks, % of inputs according to the standards, pace of information flow, variation in outputs, internal processes assessment, number of procedures to share skills, number of quality improvement concepts used, % of total processes that need improvement measures, number of systems and procedures to enhance internal quality assurance level, training and continuous learning, % employees who participate in quality enhancing acts, number of training hours, number of quality awareness programs held on a yearly basis, self quality enhancement sessions conducted yearly.
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