Nichols, Alice E. (1990, ASQC) IDO, Burlington, MA
White collar employees at all levels of organizations frequently freeze when faced with the task of choosing measures that can verify accomplishments and prevent future problems. This paper will present a model to help unfreeze such managers, helping them to build a common language and approach to measurement, both within and between organizations. Frequently managers measure nothing, in fear of choosing a set of measures that are incomplete and that therefore might, by their exclusion, be meaningless or misleading.
Multiple risks threaten every manager trying to design a comprehensive set of measures. One is that an incomplete selection can mislead and misinform. A second is that measures chosen as indicators of success are powerful drivers of behavior. You will create expectations and shape behavior by the measures you choose.
This paper will present a simple yet thorough matrix to help anyone selecting measures to do so comprehensively. The model involves classifying measures in two ways and then applying a matrix analysis. The steps are as follows:
By using the measurement matrix you will guard against a biased or incomplete set of indicators and better guarantee success in tracking your quality improvements.
Quality management (QM)