Abstract
Chapter Objectives: All high-performance organisations, are, and must be, interested in developing and using effective performance measurement and performance measurement systems, as it isonly through such systems that these organisations can maintain their high-performance. The purpose of this chapter is to introduce the reader to performance measurement and some of the performance measurement systems which are currently available. Having read this chapter, the reader should become familiar with:
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• The Performance Measurement Process.
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• The difference between traditional performance measurement and contemporary performance measurement systems.
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• The TOP approach.
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• The TOPP approach.
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• The ECOGRAI approach.
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• The PMQ approach.
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Notes
A set of performance measures for each of the macro business processes are given in Appendix A. For each of these business processes, the measures have been sub-divided using the macro measures of performance time, cost, quality, flexibility and the environment.
The strategy of the organisation reflects the direction in which management believe the organisation should move.
See chapter 3 (Figure 3.8) for a typical extended enterprise model and a discussion on the notion of extended enterprise.
We will use a modified version of this approach in AMBIT. See Chapter 4.
We will discuss manufacturing typology in detail in Chapter 4 (Section 4.3.3.).
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© 2004 Springer Science+Business Media New York
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Jagdev, H.S., Browne, J., Brennan, A. (2004). Performance Measurement. In: Strategic Decision Making in Modern Manufacturing. Springer, Boston, MA. https://doi.org/10.1007/978-1-4615-0365-1_2
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DOI: https://doi.org/10.1007/978-1-4615-0365-1_2
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4613-5040-8
Online ISBN: 978-1-4615-0365-1
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