Performance indicators (or KPIs) and, by extension, quality indicators are key elements of the Balanced Scorecard (BSC) , the nerve center of any Business Intelligence project . On previous occasions we have seen to what extent an appropriate choice of the most relevant KPIs determines the success (or failure, failing that) of any business project, regardless of the type of indicators in question, which is why understanding The nature of each indicator , understanding the particular purposes it serves and knowing the correct way to implement it will become a highly critical task. quality indicators Description, choice and functions of quality indicators Before addressing the issue of quality indicators, we refer to the guide 12 keys to defining a Balanced Scorecard , a completely free resource in which the reader will find abundant information about the different types of indicators and the correct way to implement them. in the design of a CMI.
As we know, when choosing the indicators for the CMI we must consider the strategic objectives set under each of the four perspectives of the Scorecard , of which the client perspective will be the one that will provide us with the most solid and defined guide for detect and select the most appropriate quality indicators. Quality is an essential issue today for any business model, a key aspect, crucial to improving the company's image, increasing the degree of customer India Part Time Job Seekers Phone Number List satisfaction and taking a competitive advantage. Monitoring the quality levels of processes, activities, goods and services is, therefore, an unavoidable task , which requires specific instruments to be carried out with the expected success. Among these instruments, without a doubt, quality indicators stand out, which in turn must be related to specific quality objectives previously established in the organization's strategic map . Indicators that must meet minimum requirements, extrapolated to any type of KPI: Realism : quality indicators must be realistic, have a concrete and objective reference. Visibility : when implementing them in the CMI, their correct visibility must be guaranteed. To do this, there are visualization tools that are powerful and versatile enough to be adapted to the specific needs of each user. Flexibility : quality indicators must be effective, and to be effective they must also be flexible, capable of adapting to new situations, being modified or replaced by more appropriate ones if required.
Although the client's perspective exerts the greatest influence on the choice of the most appropriate quality indicators, we must not forget that monitoring the quality of processes, activities, products and services also inevitably refers to other areas that They fit naturally into the financial, internal processes and growth perspectives, establishing the basic types of quality indicators to be taken into account as follows: Financial quality : indicators that allow monitoring the performance of processes and activities based on the established financial goals, with the purpose of reducing costs and offering better (and more personalized) conditions to clients/consumers. Product/service quality : indicators that refer to the perspective of internal processes of the CMI, but that must pursue the objective of improving customer/consumer satisfaction with the good offered or the service provided. Image quality : it integrates all those quality indicators that allow evaluating the overall image of the company that is offered to the client/consumer, the overall perception of the organization by the audience. Quality of analysis and forecast : quality indicators that confirm the correct adequacy of the offer designed to cover the client's needs in anticipation of demand, the result of adequate analysis and forecast, find their place here. Under the protection of the CMI growth perspective, these indicators must pursue the objective of positioning the company and its offer in the market, ahead of the competition, offering personalized solutions and thereby improving customer/consumer satisfaction.