We measure so we know where we are, what we are doing well … and not so well.  Once we understand, we can start to improve.

What we measure is what is important; the things that drive our success.  These important measures are our key performance indicators.  Some of these are short-term and have to be measured regularly so that we can take corrective action before it is too late… before we ship sub-standard goods or incur additional costs.  These short-term control factors relate to the figures the CEO wants on his/her desk every week or every morning – they are the critical performance indicators.

This book aims to be a practical guide to creating and using performance measures to control operations and drive improvement.  It uses an on-going case study to make sure that the reader not only knows what is important but is capable of “Getting It Done”.