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  • Book
  • © 1994

Measuring Performance for Business Results

Authors:

  1. Mohamed Zairi

    1. Bradford University, USA

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Table of contents (28 chapters)

  1. Front Matter

    Pages i-xix
    PDF

  2. Measuring performance

    1. Front Matter

      Pages 1-1
      PDF

    2. Introduction

      • Mohamed Zairi
      Pages 3-5

    4. Measuring TQ performance in all functions

      • Mohamed Zairi
      Pages 17-30

  3. Case Studies

    1. Front Matter

      Pages 165-165
      PDF

    2. Florida Power and Light

      • Mohamed Zairi
      Pages 167-181

    3. Philips Taiwan

      • Mohamed Zairi
      Pages 182-194

    4. Motorola

      • Mohamed Zairi
      Pages 195-203

    5. IBM Rochester

      • Mohamed Zairi
      Pages 204-208

    6. Rank Xerox Corporation

      • Mohamed Zairi
      Pages 209-217

    7. Federal Express Corporation

      • Mohamed Zairi
      Pages 218-222
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About this book

Financial measures have traditionally been the cornerstone of the perform­ ance measurement system. In recent years, there has been a shift from treating financial figures as the foundation for performance measurement to treating them as one among a broader set of potential financial measures. Changes in cost structures and the manufacturing and competi­ tive environment have been responsible for the change of emphasis. In today's worldwide competitive environment companies are compet­ ing in terms of product quality, delivery, reliability, after-sales service and customer satisfaction. None of these variables are measured by traditional financial measures, despite the fact that they represent the major goals of world-class manufacturing companies. By focusing mainly on financial variables there is a danger that the performance reporting system will motivate managers to focus exclusively on cost reduction and short-term profitability and ignore many of the critical factors that determine long-term business success. The key to success, in today's global economy, is total customer satisfaction. To achieve this, companies must develop performance measures that drive employees to control processes that satisfy customer expectations. In particular, performance measures should provide process-level information that motivates employees to achieve the responsiveness and flexibility that companies require to compete on a global basis. Responsiveness is achieved by building relationships that lead to satisfied customers, suppliers and employees. Flexibility is achieved by reducing output variation in proceSfes; for example, the reduction of lead times and delays are both necessary for sustained competitive excellence and long-term profitability.
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Keywords

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Authors and Affiliations

  • Bradford University, USA

    Mohamed Zairi

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Bibliographic Information

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Buy it now

eBook USD 39.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

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