The document discusses the importance of performance measures in organizations, emphasizing the need for long-term and forward-thinking approaches rather than short-term accounting metrics. It outlines that effective performance management should focus on improving critical areas such as financial performance, customer satisfaction, and internal processes, advocating for a balanced set of performance measures that include both lead and lag indicators. Additionally, it introduces Six Sigma as a methodology aimed at enhancing processes and quality to drive profitability and customer satisfaction.

1. PERFORMANCE MEASURE

2. "We want to change the competitive landscape by being
not just better than our competitors, but by taking
quality to a whole new level.”
– Jack Welch
Performance measures should aim at the long-term and
should be forward-thinking initiative designed to
fundamentally change the way corporations do business.
It is not a post-mortem of what happened but a step
towards how we do better in the future.

3. Why measure performance?
Objectives for-profitable organizations:
– Measure changes to stakeholders wealth; put in
simple terms, the value of a firm.
– Reward an employee for contributing to increase in
firm value
Issue: How would a firm measure an individual’s
contribution to value creation and what purpose
does it serve?

4. The value concept
(Results control)
• The performance measurement concept
indicates that employees can increase the
value of the firm by
– Increasing the size of a firm’s future cash flows,
– By accelerating the receipt of those cash flows, or
– By making them more certain or less risky.
If you are a CEO or CFO, how would you
increase the cash flows?

5. Measure the right things
• An ideal performance management system is
one that energizes the people in an organization
to focus effort on
• Improving things that really matter –
• One that gives people the information and
freedom that they need to realize
• Their potential within their own roles and that
aligns their contribution with the success of the
enterprise.

6. Then, why do performance measures
fail?
• Root cause: complexity - details, details,
details
• Staff who collect data get frustrated.
• Follow: What has to be done" (WHTBD).

7. Measure What Matters
• Easy to say but difficult to do.
• Find out what is valued both by customers and
stakeholders
• Examples: process: new product
• development, measure: time to market.
• process: customer service, measure: customer
retention.
process: treasury management, measure: cost
of service vs. value created.

8. Keep it simple
• Performance Measures must be
• • simple to operate
• simple to understand
• • simple to action
• Ex: If a sales person spends too much
time on call reporting, they have less time
for making calls.

9. Let us now examine how real world firms
measure performance and we will, later, find
out whether these measures conform to the
concepts we just discussed.
Most organization measure performance
using accounting measures – Net profits, gross
margin, ROA, ROE, etc.

10. Why do organizations choose accounting
data as measures of performance?
• Accounting profits and returns can be
measured on a timely basis relatively
precisely and objectively.
• Because they are timely, precise, and
objective, employees would react
positively.
• The short term measures keep employees
on check.

11. Why accounting measures of performance
are not adequate?
• Accounting measures are lagged
indicators.
• Dependent on the choice of measurement
method.

12. Accounting can create management myopia
• Accounting is short term earnings or
returns.
• Why focusing on the short term is
inappropriate?
• Why would this short-term focus affect
long-term relationships?

13. The Changing Business Environment
Are historical accounting measures adequate for
today’s business environment that transcend
global boundaries?

14. Performance Measurements
for the new era
• In the global, technology-driven,
decentralized environment, measuring
• Financial performance, while important,
is not adequate.
• Even if less than precise, other measures
of performance are required.
• These measures should be capable of
measuring multiple attributes of an
organization.

15. We need a balanced set of
Performance Measures –
We need both lead and lag indicators

16. Lead indicators as value drivers
• Many non-financial indicators can serve
as lead indicators in certain settings.
• Common examples are:
– Market share, backlog (book-to-bill ratio), new
product introductions, new product development
lead times, product quality, customer satisfaction,
employee morale, personnel development, inventory
turnover, bad debt ratio, or safety

17. Lag Indicators
• In contrast to lead indicators, lag indicators are
measures that point to earlier plans and their
execution.
• Financial performances are lag indicators.
• Many times, financial performances are too
late to affect future products and services.
• Therefore, we need multiple measures that
include both financial and non-financial
measures.

18. Comprehensive Performance Measures
must address
1. Financial performance
2. Customer satisfaction
3. Internal business process developments
and
4. Allow an organization to learn and
grow.

19. Financial Performance can be
measured by
•ROA ROE, EPS etc. These measure are
essential to summarize the economic
consequences of strategy.

20. Customer-related measures
• Managers must identify the customer and
market segments in which the business
desires to compete.
• Develop measures to track the business
unit’s ability to create satisfied and loyal
customers.

21. Customer-based measures
Customer
Satisfaction
Customer Retention
Customer Loyalty Product and Service
Attributes
Image and
Reputation

22. Internal Business Process Measures
Identify the critical internal processes for
which the organization must excel in
implementing its strategy.
• IBP dimension enable the business unit to
– deliver the value propositions that will attract and
retain customers in targeted market segments, and
– satisfy shareholder expectations regarding financial
returns.

23. Internal Business Process Measures
Innovation
processes
Operation Processes
Quality Measures Cycle Time
Measures
Cost Measures

24. Learning and Growth measures
• Learning and growth identifies the
infrastructure an organization must
build to create long-term growth and
improvement.
• Growth comes from: people, systems
and organizational procedures.

25. A performance concept that combines
everything that we discusses so far is
Six Sigma

26. The Six Sigma
• Is “a business process that enables companies
to increase profits dramatically by streamlining
operations, improving quality, and eliminating
defects or mistakes in everything a company
does. “
• The objective is change the process so that
defects are never produced in the first place.

27. The objectives of Six Sigma
• To ‘satisfy the customer’ by changing
internal performance and processes.
• To enable better performance by better
design
• To improve the ‘quality’ of supplies and
other operational processes.
• Manage the costs

28. Six Sigma points out
• You don't know what you don't know
You can't do what you don't know
• You don't know until you measure
• You don't measure what you don't value
• You don't value what you don't measure

29. Difference between TQM and Six Sigma
• TQM focuses on improvement in
individual operations with unrelated
processes; takes many years before all
operations within a given process are
improved.
• Six Sigma focuses on making
improvements in all operations within a
process, producing results more rapidly
and effectively.

30. Malcolm Baldrige National Quality Award
• Key Characteristics of the criteria:
 1.Customer satisfaction/retention.
 2. Market share, new market development.
 Product and service quality.
 Productivity, operational effectiveness, and
responsiveness.
 Human resource performance/development.
 Supplier performance/development.
 Public responsibility/corporate citizenship