ABSTRACT
The quality measures should also indicate positively whether we are doing a good job in terms of customer satisfaction, implementing the objectives, and whether the designs, systems and solutions to problems are meeting the requirements. Organizations practising lean quality tend to report performance in highly visible information centres, sometimes known as war rooms. The key to successful performance measurement at the process level is the identification and translation of customer requirements and strategic objectives into an integrated set of process performance measures. The documentation and management of processes have been found to be vital in this translation process. The links between performance measurement at the levels of the framework are based on the need for measurement to be part of a systematic process of continuous improvement rather than for ‘control’. A number of factors have been found to be critical to the success of performance measurement systems.
