DevelopedbytheQualityAdvisotyCouncil’sPerformanceMeasuresTaskForce,Chicago-69W:·DeborahS.Costanza·QueenDePillars·RobinC.Faraday·CelesteE.Johnson·LindaM.Labno·WandaR.Schwerer·BonniG.VisorPage1TABLEOFCONTENTSChapterPageForwardIAcknowledgementsiiIntroductiontoPerformanceMeasures!1KnowYourMission32KnowYourVision113KnowWhereYouAreToday174KnowHowToGetToYourVision215KnowYourGoals296KnowYourCriticalProcesses377HowToKnowIfYou’veDoneIt41GoForthAndMeasure55Page2Performancemeasurescanbethesinglemostimportantdriverforimprovementinbusiness.Ifdesignedandusedproperly,theycantransformentireorganizationsand/orindividualprojects,largeandsmall,inaverypositiveway.Althoughthereseemstobeendlessmentionandpraiseofperformancemeasuresinbusinessliterature,thereisalmostnosourceofinstructiononhowtodesignandimplementperformancemeasures.Thisworkbookdoesjustthat.Youareabouttolearnasound,thorough,andpracticalmethodologyfordevelopingperformancemeasuresthatwillprovideyouwithhighlyvaluablefeedbackaboutyouroperations--feedbackthatmaynotbeobtainedanyotherway.Rememberthatperformancemeasurescanbeappliedatamacroormicrolevel.Youcandesignthemforanentirecompanyordepartment,orforasmallprojectorprocess.Moreimportantly,thismethodologyfordesigningperformancemeasuresiseasierthanyouthink.Toillustratethekeyconceptsinthismethodology,wehaveincludedmanydiverseexamples,bothbusiness-relatedandnon-business-related,aswellasacomprehensivepersonalfinancecasestudywhichflowsthrougheverychapter.Wehopethatthesecreativebutrealisticexamplesfurtherdemonstrateandclarifyhowtodevelopandimplementperformancemeasures.Youwillbepleasantlysurprisedbytheinformationyouwillgatheraboutyourbusinesswhilecompletingthisworkbook.Thisadditionalinformationwillenableyoutomakebetterbusinessdecisions.Page3Prepareyourselves,then,forajourneywhichwillleadyoutoimprovedcustomerservice.Neverforgetthatperformancemeasuresareonlyameanstotheendofbetterservingyourcustomers.Page4Page5WhereyouareGOALSGOALSGOALSGOALSVISIONMISSIONWhereyouwanttobeThebusinessyouareinPERFORMANCEMEASURES-Tellyouhowyou’redoingSTEPSTOGETYOUTHERESTRATEGY-howyougettherePage6Thebusinessyouarein.YourMISSIONisyourreasonforexistence-itisthebusinessthatyouarein.YourMISSIONisbaseduponyourcustomersandyourproductsandservices.StarTrekExampleMISSION:Toseekoutnewlifeandnewcivilizations.NOT:Tobeaspacetraveler.Page7YourMISSIONisbaseduponyourcustomersandyourproductsandservices.Doyouknowwhoyourcustomersare?Customersaretherecipientsofyourproductsandservices.Customerscanbeinternalandexternal,end-usersandmanagement.Doyouknowwhatyourproductsandservicesare?ProductsandServicesarethethingsyouprovidetoyourcustomers.Note:Whatyouthinktheyareandwhatyourcustomersthinktheyaremaynotbethesame.ASKYOURCUSTOMERS.Page8LAWYEREXAMPLECustomerProduct/ServiceProvidedToThatCustomerClientLegaladvice/expertiseLegaldocumentsSettlementsLawFirmPartnersProfitsNewclients/retentionofexistingclientsQualityServiceYourLawClerkSpecialassignmentsLegaldocuments(tofileincourt)ProfessionaldevelopmentopportunitiesOpposingLawyersLegaldocumentsNegotiationsJudgeLegaldocumentsConvincingargumentsNoticethatyouprovidemanyproducts/servicestoeachcustomerandsomeproducts/servicesmaybeprovidedtomultiplecustomers.Page9Brainstorm!Whoareyourcustomers?Whatproductsandservicesdoyouprovidethem?Note:Ifyouthinkofaproductorservicefirst,writeitdownandthenbrainstormth...
