Keeping Score ensures that you look at the right metrics. The author contends that metrics must focus on the past, present, and future and be based on the needs of the customers, shareholders, and employees. Measuring everything is more damaging than measuring nothing -- pinpointing the vital measures is the key to success. Integrating the "balancing scorecard" concept with a Baldrige approach, Keeping Score will show you how to—
"Insightful and appropriate for organizations needing a new approach to working smarter. The steps outlined for linking key success factors to performance measures help organizational leaders focus on measuring the right things the right way."
Marie E. Artale, Customer Satisfaction Manager, IBM Corporation 06/01/04
"Keeping Score delivers comprehensive and easy-to-understand guidelines for the development or tune-up of an organization's measurement system. Written with the same user-friendly clarity of his popular book, Baldrige Award Winning Quality, Brown makes the overwhelming subject of measurement less intimidating through his step-by-step presentation."
Julie S. Mehta, Performance Consultant, U.S. Coast Guard 06/01/04
"Finally, a practical common-sense guide on how to develop and use measurements as tools for world-class performance."
Raymond C. Serretti, Director of Quality, Air Products and Chemicals, Inc. 06/01/04
"Full of specific examples and best practices gathered from the author's years of working with world-class companies, Keeping Score offers practical advice and guidance for developing measurement systems that lead to organizational excellence."
Robert J. Mruz, Director, TQM, ITT Sheraton, North America 06/01/04
PART I: EVALUATING YOR MEASUREMENT SYSTEM
Chapter 1: Measurement: The Key to World-Class Performance
Chapter 2: Problems with Most Measurement Systems
Chapter 3: Evaluating Your Existing Measurement System
PART II: SELECTING THE RIGHT METRICS
Chapter 4: Keeping Score in World-Class Organizations
Chapter 5: Measuring Financial Performance
Chapter 6: Measuring Customer Satisfaction and Value
Chapter 7: Measuring Product/Service Quality
Chapter 8: Measuring Processes and Operational Performance
Chapter 9: Measuring Supplier Performance
Chapter 10: Measuring Employee Satisfaction
PART III: REDESIGNING YOUR MEASUREMENT SYSTEM
Chapter 11: How to Design Your Own Measurement System
Chapter 12: Linking Measures to Strategy and Key Success Factors
Chapter 13: Reporting and Analyzing Performance Data
Chapter 14: Linking Measures, Goals, and Plans