1. Costs of poor quality “are huge, but the amounts are not known with precision. In most companies, the accounting system provides only a minority of the information needed to quantify this cost of poor quality Juran (1992)

2. Communications in Customer Service Week Seven

29. Figure 10.14 Metric and practice benchmarking

30. Traditional performance measurement structure

31. The balanced scorecard Adapted from Kaplan, R. and Norton, D. (1992) Reprinted by permission of Harvard Business Review from ‘Thebalanced scorecard – measures that drive performance’, Harvard Business Review , January–February, 71–79.

32. Balanced Scorecard

33. Towards a balanced performance measurement structure

34. Mix of measures used in service processes Adapted from Brignall et al . (1999). 5

35. Number of types of measure used Adapted from Brignall et al . (1999). 5

36. Measures for service operations managers

37. Figure 10.7 Displaying performance data Adapted from work by Carole Driver, Plymouth Business School; and Neely (1998). 1

38. Horizontally interlinked performance measurement structure

40. Types of target used to drive continuous improvement Adapted from Brignall et al . (1999). 5

41. Predominance of internally based targets in step-change improvement Adapted from Brignall et al . (1999). 5