Total quality management is now a comprehensive management system. Yet many companies are still trying to combine TQM with an inappropriate performance measurement system to their own detriment. This article points out the dangers of overreliance on traditional financial and cost‐based measurement systems. The essence of the problem is that financial information does not focus on the client’s needs nor on whether the company is meeting them. The article then provides ten guidelines on how performance measurement systems have typically changed in companies that have successfully implemented TQM. These guidelines can be used by companies to identify weaknesses in their own performance measurement systems.
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