Finding key performance drivers: Some new tools

Total Quality Management

Volumn 7, Issue 5, 1996, Pages 509-520

  Walsh, Paul ^a  

^a UNIVERSITY OF SYDNEY   (Australia)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 1542636483     PISSN: 09544127     EISSN: None     Source Type: Journal    
DOI: 10.1080/09544129610612     Document Type: Article

References (11)

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3. GREIF, M. (1991) The Visual Factory: Building Participation through Shared Information (Cambridge, MA, Productivity Press).
4. HARRINGTON, H.S. (1991) Business Process Improvement (New York, McGraw-Hill).
5. HEARD, E. (1993) Walking the talk of customer value, National Productivity Review, Winter, pp. 21-25.
6. JONES, C.R. (1994) Improving your key business processes, The TQM Magazine, 6, pp. 25-29.
7. KAPLAN, R.S. (1984) Accounting lag: the obsolescence of cost accounting systems. Harvard Business School, 75th Anniversary Colloquium on Productivity and Technology.
8. KAPLAN, R. & NORTON, D. (1992) The balanced scorecard - measures that drive performance, Harvard Business Review, Jan-Feb, pp. 71-79.
9. PETERS, J. (1994) Operationalizing total quality: a business process approach, TQM Magazine, 6, pp. 29-33.
10. RUMMLER, G.A. & BRACHE, A.P. (1990) Improving Performance: How to Manage the White Space on the Organization Chart (San Francisco, Jossey-Bass).
11. WALSH, P.K. (1995) Managing performance indicators: part II. What process was that?, Benchmark, 11, pp. 26-27.