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Using Metrics that Drive Bottom-Line Value: An Introductory Webinar (Slides)

Learn the basics of choosing and using metrics to improve your business performance.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Process Measures, Measurement  Processes: 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change 
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Using Metrics that Drive Bottom-Line Value: An Introductory Webinar

Learn the basics of choosing and using metrics to improve your business performance.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Process Measures, Measurement  Processes: 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change 
  • Relevance: 80%
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Using Quality Tools and Principles in K12 Education: Montgomery County Public Schools' Success for Every Student Initiative

Any large organization considering a process-based approach to improvement has a lot at stake. Imagine if your organization was one of the largest school districts in the United States.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Local/State/National Quality Awards, Quality, Performance Measurement, Measurement, Process Measures, Measurement, Quality Measurement, Process Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement  Industry: Education (K-12) 
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Measuring for Efficiency and Effectiveness

In this presentation from APQC's 2010 Member Meeting, Jeff Varney, APQC senior process improvement adviser, explains why measures need to be built on a firm understanding of an entire process and the specific ...

Type: Presentations  Topics: Process Measures, Business Excellence, Measurement  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.2 Measure process productivity, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time 
  • Relevance: 60%
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Measurement: Best Practice Approaches for Informed Decision Making

Well-designed measurement systems that align with strategic goals can provide enormous guidance for executives and managers.

Type: Articles and White Papers  Topics: Business Excellence, Measurement Frameworks, Measurement, Performance Measurement, Process Measures, Corporate Performance Measures, Measurement, Balanced Scorecard, Quality Measurement  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time 
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Communication is Essential for Staff Buy-in to Measurement

Chris Gardner, director of performance improvement at APQC, explains how organizations can communicate effectively with staff about measures to achieve the needed buy-in.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Change Management, Organization and Management, Internal Corporate Communication  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.4 Measure staff efficiency, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2 Design the change 
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Staff Buy-in for Measurement: The Biggest Success Factor

Chris Gardner, director of performance improvement at APQC, explains why getting staff support is the number one key to implementing a successful measurement program and discusses the best ways to achieve that ...

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Change Management, Organization and Management, Internal Corporate Communication  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.4 Measure staff efficiency, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2 Design the change 
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Keys to Getting Staff Buy-in for Measurement

Chris Gardner, director of performance improvement at APQC, explains the importance of staff support for measures and how to gain that support.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Change Management, Organization and Management, Internal Corporate Communication  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.4 Measure staff efficiency, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2 Design the change 
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Tying Measures to Employee Objectives to Drive Performance

Performance measurement must link directly to employee performance. Employees need control over the measures they are tracked against.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Performance Measurement, Measurement, Performance management and evaluation, Human Capital Management, Performance Management Systems  Processes: 6.0 Develop and Manage Human Capital, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.1.1.1 Establish performance measures, 12.1.1.3 Set performance targets, 12.1.4 Measure staff efficiency, 6.3 Develop and counsel employees, 6.3.2 Manage employee performance, 6.3.2.1 Define performance objectives, 6.3.2.2 Review, appraise, and manage employee performance, 6.3.2.3 Evaluate and review performance program  Industry: Energy and Utility, Government/Military, Healthcare 
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Importance of Early Process Performance Indicators

An organization must measure more than the results of its processes to accurately gauge performance. Early performance indicators (leading indicators) are essential to comprehensive measurement and improvement.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Process Measures, Measurement  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.1.1.1 Establish performance measures, 12.1.2 Measure process productivity, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time  Industry: Chemicals, Transportation/Freight Carriers 
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