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brainroads-toward-tomorrows mental patterns

New Performance Measures

  • Why Are New Performance Measures Needed?

    • Customers Expect More

    • Changes in Management Methods

    • Long-Term Goals-Short-Term Measures

    • Measures Must Lead People in the Right Direction

    • Providing Results to Keep the Accountants Happy

    • The Move Towards Simplicity

    • We Need New Performance Measures

  • Characteristics of the New Performance Measures

    • Direct Relation to Business Strategy

    • Nonfinancial Measures

    • Variation Among Locations

      • Teams

      • The Team Champion

    • Changes Over Time

    • Simplicity and Ease of Use

    • Fast Feedback of Information

    • Fostering Improvement Rather Than Merely Monitoring It

  • Examples of New Performance Measures at Work

    • Delivery Performance and Customer Service

      • Measures of Customer Satisfaction

      • Obtaining Direct Feedback

    • Process Time

      • Short Process Times

      • Customer Service Time

      • Measuring Process Times

      • Measuring by Sampling

      • Measuring Service and Support Processes

    • Innovation

      • Measuring Innovation

      • Employee Suggestion Systems

    • Productivity

      • Product and Service Measures

      • Financial Measures

    • Flexibility

      • Flexible Production

      • Measuring Flexibility

      • Measuring Modularity

    • Quality

      • Building Quality into the Production Process

      • Measuring Quality

        • Certifying Suppliers

        • Reject Rate

        • Customer Satisfaction

        • Inventory Accuracy

        • Bill of Material Accuracy and Routing Accuracy

        • Forecast Accuracy

      • Financial Performance Measures

        • Scrap Rate

        • Inventory Turns

        • Value-Added Analysis

        • Product Cost

      • Social Issues

        • Measuring Morale and Teamwork

        • Measuring Leadership

        • Measuring Safety and the Environment

  • Implementing New Performance Measurement

    • Is This Decision Good for My Organization?

    • How Big a Change Is This for My Organization?

    • Getting Ready to Change Performance Measures

      • Make a Team

      • Train the Team

      • Understand the Politics

      • Make a Communications Plan

      • Make a Project Plan

    • Steps to Implementing New Performance Measurement

      • Step 1: Write a Strategy

        • Manufacturing Strategy

        • Marketing Strategy

        • Writing

      • Step 2: List the Key Strategic Areas

      • Step 3: Validate the Key Strategic Areas

      • Step 4: Develop the Measures

        • Reporting Measures

          • Step 5: Pilot the New Performance Measures

          • Step 6: Expand the Measures to the Whole Plant or Company

    • A Spur to Action

    • Notes

    • About the Author



“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving toward unimagined futures.

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working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

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