Performance metrics, management

A QMS should be comprised of all the processes supporting that business and include an effective management review of those process metrics. Management needs to be aware of and understand process performance through structured metrics review programs in order to take appropriate action, providing resources and capital to improve the QMS. This hierarchy is illustrated in Figure 2. 

This comprehensive approach allows for efficient integration between processes, different phases of product life cycle, and integration between different sites in the supply chain. This integration provides opportunity for efficiency in that process owners are integrated with each other s needs and expectations. Duplication of effort is avoided and efficiencies gained. Quality outputs from one process become reliable inputs into the next process. Management and leadership will have access and insight into compliance, infrastructure, and performance metrics of all processes on a comparable basis. This provides leadership the opportunity for risk-based resource allocation to appropriate areas of the enterprise. 

Capacity management Establishment of performance metrics Escalation... 

Capacity management Establishing of performance metrics Prioritization and escalation Help desk call management and resolution... 

The need for metrics is particularly important in process safety, in no small measure because the hazards may not be readily evident. Unlike some other safety risks where dangerous situations are more apparent—such as unsafe scaffolding, unsecured cables, trenches, and other excavations—information on the status and safety of hazardous containment systems (e.g., internal corrosion, an improperly sized relief valve) is not generally visible. Without a constant and reliable flow of information on process safety performance and management systems, leaders may, in essence, be flying blind. 

Performance metrics are used by the study team to track and manage the study. The metrics will aid in... 

Several issues, however, need further exploration. While considerable efforts have been made in developing performance metrics, leading metrics such as management metrics still require additional development. Such metrics, however, may differ considerably from one company or organization to another due to the varying cause-and-effect relationship within each company or organization. Moreover, while anecdotal evidence exists that links various impacts to a company s financial performance, further studies are needed to more explicitly link sustainability metrics to a company s exposure to risks and opportunities. 

Performance metrics allow the sponsor and CRO to measure the same thing. Performance metrics are systematic and objective measures of CRO and sponsor performance. Their validity is established by demonstrating that they are related to achieving quality, ensuring timeliness, and managing cost. Performance metrics should be negotiated between the sponsor and CRO prior to the study. 

Although there was strong resistance at first, this changed to global acceptance by the technical community as their experience increased. The improvement in operational performance metrics led to a total embracing of the methodology by the management team. 

Kleijnen, J. P. C. and Smits, M. T. Performance metrics in supply chain management. The Journal of the Operational Research Society, 54(5) 507-514, 2003. 

We select as a performance metric the number of call set-up sessions that an IMS core network is able to manage for its customers/users. Such a metric is a function of the number of call sessions that a single node in the signalling path can handle. 

Pick up any significant book on business and management. Very likely, the author will emphasize the importance of data and performance metrics. Case 8-1 provides a synopsis from several business authors. 

In this chapter, we have defined the term "supply chain engineering" and discussed the types of decisions that are made in managing supply chains. We also demonstrated the close relationship between certain supply chain performance metrics and a company s financial performance. Finally, the importance of supply chain management was illustrated in our discussion of the Supply Chain Top 25 (Hofman et al., 2011) and their essential characteristics. An overview of the topics covered in Chapters 2 through 8 was also presented. 

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