Effective process management through performance measurement: part I – applications of total quality-based performance measurement

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Abstract
Sustainable competitiveness can only come through building robustness into processes and their effective management and control. Through a culture of continuous improvement and using the Deming Cycle of plan-do-check-act, complacency can be prevented and value optimized for the end customer. Measurement is the trigger for process improvement and the achievement of superior competitive standards. In the first of three articles, following a review of the literature, studies the applications of total quality-based performance measurement through two case studies. The type of practices highlighted suggest that performance measurement forms a broad, integrated concept in organizations which have implemented TQM. Few organizations have developed a separate “performance measurement system”; performance measurement instead forms an integral part of the management processes and systems within the organization. In the second article, develops a comparison of 15 case studies. From this analysis, introduces and tests a model of total quality-based performance measurement in the third article of the series.

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