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Journal articles on the topic 'Quality performance measurement'

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Author: Grafiati

Published: 18 May 2024

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1

Glance, Laurent G., Yue Li, and Andrew W. Dick. "Quality of Quality Measurement." Anesthesiology 125, no. 6 (December 1, 2016): 1092–102. http://dx.doi.org/10.1097/aln.0000000000001362.

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Abstract Background The validity of basing healthcare reimbursement policy on pay-for-performance is grounded in the accuracy of performance measurement. Methods Monte Carlo simulation was used to examine the accuracy of performance profiling as a function of statistical methodology, case volume, and the extent to which hospital or physician performance deviates from the average. Results There is extensive variation in the true-positive rate and false discovery rate as a function of model specification, hospital quality, and hospital case volume. Hierarchical and nonhierarchical modeling are both highly accurate at very high case volumes for very low-quality hospitals. At equivalent case volumes and hospital effect sizes, the true-positive rate is higher for nonhierarchical modeling than for hierarchical modeling, but the false discovery rate is generally much lower for hierarchical modeling than for nonhierarchical modeling. At low hospital case volumes (200) that are typical for many procedures, and for hospitals with twice the rate of death or major complications for patients undergoing isolated coronary artery bypass graft surgery at the average hospital, hierarchical modeling missed 90.6% of low-quality hospitals, whereas nonhierarchical modeling missed 65.3%. However, at low case volumes, 38.9% of hospitals classified as low-quality outliers using nonhierarchical modeling were actually average quality, compared to 5.3% using hierarchical modeling. Conclusions Nonhierarchical modeling frequently misclassified average-quality hospitals as low quality. Hierarchical modeling commonly misclassified low-quality hospitals as average. Assuming that the consequences of misclassifying an average-quality hospital as low quality outweigh the consequences of misclassifying a low-quality hospital as average, hierarchical modeling may be the better choice for quality measurement.

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2

De Toni, A., G. Nassimbeni, and S. Tonchia. "An instrument for quality performance measurement." International Journal of Production Economics 38, no. 2-3 (March 1995): 199–207. http://dx.doi.org/10.1016/0925-5273(94)00093-p.

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Lee, Jay S., and Hari Nathan. "Quality Measurement and Pay for Performance." Surgical Oncology Clinics of North America 27, no. 4 (October 2018): 621–32. http://dx.doi.org/10.1016/j.soc.2018.05.003.

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Hocking, Roland W. D., and Shahed Power. "Environmental performance: Quality, measurement and improvement." Business Strategy and the Environment 2, no. 4 (1993): 19–24. http://dx.doi.org/10.1002/bse.3280020403.

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Alrashedi, Omar Mohammed A., Adil Mohammad Almaqati, Majed abdulaziz bin hassan, Khaled eid alotaibi, Saad Abdulazez Alabodi, Thamer Dawas Aldajani, Meshal Suwailem Alotaibi, Nasser Ali Al Abdullah, and Mustafa Saleh Mohammad Alsaad. "A Measurement of the Quality of Health Care Based on Its Performance." International Journal Of Pharmaceutical And Bio-Medical Science 02, no. 12 (December 16, 2022): 639–45. http://dx.doi.org/10.47191/ijpbms/v2-i12-10.

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Background: In recent years, the healthcare system has undergone rapid transformation. Nonetheless, a recent Quality and Patient Safety Report highlighted declining levels of patient safety and quality culture among healthcare professionals. This highlights the importance of assessing care quality and patient safety from the perspectives of both patients and healthcare professionals. Objectives: The purpose of this study was to investigate (1) patients' and healthcare professionals' perspectives on overall quality of care and patient safety standards at two tertiary hospitals, as well as (2) which demographic characteristics are related to overall quality of care and patient safety. Methods: A cross-sectional research design was used. The Revised Humane Caring Scale and the Healthcare Professional Core Competency Instrument were used to collect data on two items: overall quality of care and patient safety. Questionnaires were distributed to (1) patients (n = 600) and (2) healthcare professionals (nurses and physicians) (n = 246) in three departments (medical, surgical, and obstetrics and gynecology) at two tertiary hospitals between the end of 2018 and the beginning of 2019. The data was analyzed using descriptive statistics and binary logistic regression. Results: The questionnaires were completed by 367 patients and 140 healthcare professionals, representing response rates of 61.2% and 56.9%, respectively. Overall, healthcare professionals rated quality of care (M = 4.36; SD = 0.720) and patient safety (M = 4.39; SD = 0.675) slightly higher than patients (M = 4.23; SD = 0.706), (M = 4.22; SD = 0.709). The study found a link between hospital variables and overall quality of care (OR = 0.095; 95% CI = 0.016-0.551; p = 0.009) and patient safety (OR = 0.153; 95% CI = 0.027-0.854; p = 0.032) among healthcare professionals. Furthermore, an association was discovered between the admission/work area and the participants' perspectives on the quality of care (patients, OR = 0.257; 95% CI = 0.072-0.916; p = 0.036; professionals, OR = 0.093; 95% CI = 0.009-0.959; p = 0.046). Conclusions: Patients and healthcare professionals both rated the quality of care and patient safety as excellent, with only minor differences indicating a high level of patient satisfaction and competent healthcare delivery professionals. Such perspectives can offer valuable and complementary insights into how to improve the overall standards of healthcare delivery systems.

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Uyar, Ali. "Quality performance measurement practices in manufacturing companies." TQM Journal 21, no. 1 (January 9, 2009): 72–86. http://dx.doi.org/10.1108/17542730910924763.

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Jochem, Roland, Martin Menrath, and Katja Landgraf. "Implementing a quality‐based performance measurement system." TQM Journal 22, no. 4 (June 15, 2010): 410–22. http://dx.doi.org/10.1108/17542731011053334.

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Rezaei, A. R., T. Çelik, and Y. Baalousha. "Performance measurement in a quality management system." Scientia Iranica 18, no. 3 (June 2011): 742–52. http://dx.doi.org/10.1016/j.scient.2011.05.021.

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9

Smith, Keith, and Randolph James. "Performance measurement: Ten cues for quality improvement." Performance + Instruction 28, no. 1 (January 1989): 22–24. http://dx.doi.org/10.1002/pfi.4170280107.

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Berbekova, Adiyukh, A. George Assaf, and Muzaffer Uysal. "Frontier measurement for quality of life performance." Annals of Tourism Research 106 (May 2024): 103765. http://dx.doi.org/10.1016/j.annals.2024.103765.

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Üvenç, Gökhan, and Sinem Kulluk. "Measurement of service quality in public transportation: definition of performance measurement system in service quality." Pamukkale University Journal of Engineering Sciences 26, no. 4 (2020): 737–48. http://dx.doi.org/10.5505/pajes.2020.75032.

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Siegel, Robert D., Kathleen M. Castro, Jana Eisenstein, Holley Stallings, Patricia D. Hegedus, Donna M. Bryant, Pam J. Kadlubek, and Steven B. Clauser. "Quality Improvement in the National Cancer Institute Community Cancer Centers Program: The Quality Oncology Practice Initiative Experience." Journal of Oncology Practice 11, no. 2 (March 2015): e247-e254. http://dx.doi.org/10.1200/jop.2014.000703.

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Using the NCCCP as a paradigm, QOPI metrics provide a useful platform for group-wide measurement of quality performance. Additionally, these measurements can assess the effectiveness of quality improvement initiatives.

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13

Sinclair, David, and Mohamed Zairi. "Effective process management through performance measurement: part I – applications of total quality-based performance measurement." Business Process Management Journal 1, no. 1 (1995): 75–88. http://dx.doi.org/10.1108/14637159510798239.

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14

Fischer, Michael J., and Paul M. Palevsky. "Performance Measurement and the Kidney Quality Improvement Registry." Clinical Journal of the American Society of Nephrology 14, no. 8 (June 10, 2019): 1261–63. http://dx.doi.org/10.2215/cjn.03180319.

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15

Lockamy, Archie. "Quality‐focused performance measurement systems: a normative model." International Journal of Operations & Production Management 18, no. 8 (August 1998): 740–66. http://dx.doi.org/10.1108/01443579810217440.

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Rajyaguru, Vipul C., and Rohit M. Thanki. "Performance Analysis of Quality Measurement for Biomedical Images." IOP Conference Series: Materials Science and Engineering 561 (November 12, 2019): 012101. http://dx.doi.org/10.1088/1757-899x/561/1/012101.

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Black, Stewart, Senga Briggs, and William Keogh. "Service quality performance measurement in public/private sectors." Managerial Auditing Journal 16, no. 7 (October 2001): 400–405. http://dx.doi.org/10.1108/eum0000000005715.

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Anvari, Farhad, and Rodger Edwards. "Performance measurement based on a total quality approach." International Journal of Productivity and Performance Management 60, no. 5 (June 21, 2011): 512–28. http://dx.doi.org/10.1108/17410401111140419.

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19

van Schalkwyk, Johan C. "Total quality management and the performance measurement barrier." TQM Magazine 10, no. 2 (April 1998): 124–31. http://dx.doi.org/10.1108/09544789810211434.

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Heenan, Michael, and David Higgins. "Engaging Physician Leaders in Performance Measurement and Quality." Healthcare Quarterly 12, no. 2 (April 15, 2009): 66–69. http://dx.doi.org/10.12927/hcq.2009.20663.

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Elg, Mattias, and Anders Fundin. "Quality assurance of information in performance measurement systems." International Journal of Productivity and Quality Management 10, no. 4 (2012): 514. http://dx.doi.org/10.1504/ijpqm.2012.049637.

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Ali, Salah H. R. "Performance Investigation of CMM Measurement Quality Using Flick Standard." Journal of Quality and Reliability Engineering 2014 (July 17, 2014): 1–11. http://dx.doi.org/10.1155/2014/960649.

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Quality of coordinate measuring machine (CMM) in dimension and form metrology is designed and performed at the NIS. The experimental investigation of CMM performance is developed by using reference Flick standard. The measurement errors of corresponding geometric evaluation algorithm (LSQ, ME, MC, and MI) and probe scanning speed (1, 2, 3, 4, and 5 mm/s) are obtained through repeated arrangement, comparison, and judgment. The experimental results show that the roundness error deviation can be evaluated effectively and exactly for CMM performance by using Flick standard. Some of influencing quantities for diameter and roundness form errors may dominate the results at all fitting algorithms under certain circumstances. It can be shown that the 2 mm/s probe speed gives smaller roundness error than 1, 3, 4, and 5 mm/s within 0.2 : 0.3 μm. It ensures that measurement at 2 mm/s is the best case to satisfy the high level of accuracy in the certain condition. Using Flick standard as a quality evaluation tool noted a high precision incremental in diameter and roundness form indication. This means a better transfer stability of CMM quality could be significantly improved. Moreover, some error formulae of data sets have been postulated to correlate the diameter and roundness measurements within the application range. Uncertainty resulting from CMM and environmental temperature has been evaluated and confirmed the quality degree of confidence in the proposed performance investigation.

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Farmer, Steven A., Bernard Black, and Robert O. Bonow. "Tension Between Quality Measurement, Public Quality Reporting, and Pay for Performance." JAMA 309, no. 4 (January 23, 2013): 349. http://dx.doi.org/10.1001/jama.2012.191276.

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Kallio, Jukka, Timo Saarinen, Markku Tinnilä, and Ari P. J. Vepsäläinen. "Measuring Delivery Process Performance." International Journal of Logistics Management 11, no. 1 (January 1, 2000): 75–88. http://dx.doi.org/10.1108/09574090010806083.

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The focus on reengineering in the early 1990s, and the more recent emphasis on process management and change management have increased both practitioners and researchers interest in the issues of measuring processes. The contradictory results of process change projects reported in the literature and our observations from research suggest conflicting requirements for measurement systems. In this article, we review process measurement schemes with particular emphasis on the measures of time, quality, costs and efficiency. With five case studies, we illustrate process structures and related measurements for both customized and standardized deliveries. A framework for setting objectives for different process types is proposed. The result is a normative scheme for different processes that suggests ways to set meaningful objectives for time, quality, costs and efficiency. Finally, conclusions and implications are presented.

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Newcomer, Lee N., Monica R. Perkins, and Sheila A. Donelan. "Tying Payment Incentives to Quality Measurement." Journal of Oncology Practice 9, no. 3 (May 2013): 119–21. http://dx.doi.org/10.1200/jop.2013.000975.

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Hollestelle, Martine J., Felix J. M. van der Meer, and Piet Meijer. "Quality performance for indirect Xa inhibitor monitoring in patients using international external quality data." Clinical Chemistry and Laboratory Medicine (CCLM) 58, no. 11 (October 25, 2020): 1921–30. http://dx.doi.org/10.1515/cclm-2020-0130.

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AbstractObjectivesChromogenic anti-activated factor X (FXa) assays are currently the “gold standard” for monitoring indirect anticoagulants. However, anti-FXa has been shown to vary according to the choice of reagents. In the present study, the performance of anti-FXa measurement was evaluated in order to gain more insight into the clinical applications. Furthermore, the longitudinal coefficient of variation (CV) was studied to investigate whether there is improvement over time.MethodsLaboratory tests results were evaluated for samples spiked with unfractionated heparin (UFH), low-molecular-weight-heparin (LMWH), fondaparinux and danaparoid sodium. External quality assessment (EQA) data from multiple years were used from more than 100 laboratories.ResultsComparison of the results for all methods showed significant differences in measured values between the frequently used methods (ANOVA: p < 0.001). The largest differences were observed for LMWH and UFH measurements. These differences may be caused by differences in method composition, such as the addition of dextran sulphate. Substantial interlaboratory variation in anti-FXa monitoring was observed for all parameters, particularly at low concentrations. Our results showed that below 0.35 IU/mL, the CVs for UFH and LMWH increase dramatically and results below this limit should be used with caution.ConclusionsOur study demonstrates that the choice of the anti-FXa method is particularly important for UFH and LMWH measurement. The variation in measurements may have an effect on clinical implications, such as therapeutic ranges. Furthermore, the longitudinal EQA data demonstrated a constant performance and, in at least 50% of the cases, improvement in the CV% of the anti-Xa results over time.

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Ali, Zannah, Bukar Mohammed, and Muhammad Dunama. "AN OVERVIEW OF CONSTRUCTION PERFORMANCE MEASUREMENT TOWARD PRODUCTIVITY IMPROVEMENT." International Journal of Innovative Research in Education, Technology & Social Strategies 8, no. 1 (March 25, 2021): 96–108. http://dx.doi.org/10.48028/iiprds/ijiretss.v8.i1.10.

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The awareness of construction performance measurement which involves setting new operating targets and standards has been raised among majority of construction organizations. This is so because of the ever-increasing requirements and expectations of the clients which necessitated continuous improvement in the cost, timing and quality of construction output. Productivity as an important issue in any industry can only be improved when the effect of changes applied on method, effort and system that can be measured. This paper reviewed internal performance measurement which makes a construction organization focuses on identifying improvement areas within its structure through comparing its business operations with others who do it better, through setting new targets to meet. The paper identified key performance indicators of internal performance measurement which include; time, cost, quality, client satisfaction, effective communication, safety and health and risk management. Lastly, the paper reviewed external performance measurement which makes the construction industry as a whole attempt to improve its productivity through designing tools and techniques applicable to construction. The paper concluded that, in order to improve construction performance, it is essential to have accurate measurements reflecting current trends and practice toward effective productivity. The construction industries should effectively take up internal performance measurements and be more open to external performance measurements that have been successful in other industries and assess if adaptable to construction projects.

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Radlovački, Vladan, Ivan Beker, Bato Kamberović, Mladen Pečujlija, and Milan Delić. "Organizaiton Performance Measurement and Quality Information System in Serbia - Quality Managers' Estimate." International Journal of Industrial Engineering and Management 2, no. 1 (March 30, 2011): 13–20. http://dx.doi.org/10.24867/ijiem-2011-1-102.

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Stede, Wim A. Van der, Chee W. Chow, and Thomas W. Lin. "Strategy, Choice of Performance Measures, and Performance." Behavioral Research in Accounting 18, no. 1 (January 1, 2006): 185–205. http://dx.doi.org/10.2308/bria.2006.18.1.185.

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We examine the relationship between quality-based manufacturing strategy and the use of different types of performance measures, as well as their separate and joint effects on performance. A key part of our investigation is the distinction between financial and both objective and subjective nonfinancial measures. Our results support the view that performance measurement diversity benefits performance as we find that, regardless of strategy, firms with more extensive performance measurement systems—especially those that include objective and subjective nonfinancial measures—have higher performance. But our findings also partly support the view that the strategy-measurement “fit” affects performance. We find that firms that emphasize quality in manufacturing use more of both objective and subjective nonfinancial measures. However, there is only a positive effect on performance from pairing a qualitybased manufacturing strategy with extensive use of subjective measures, but not with objective nonfinancial measures.

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Rodewald, Lance, Edmond Maes, John Stevenson, Bridget Lyons, Shannon Stokley, and Peter Szilagyi. "Immunization Performance Measurement in a Changing Immunization Environment." Pediatrics 103, Supplement_1 (April 1, 1999): 889–97. http://dx.doi.org/10.1542/peds.103.s1.889.

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Objective. The measurement of performance in the delivery of recommended vaccinations for children is used frequently as a marker for quality of care and as an outcome for studies of interventions to improve immunization coverage levels. The critical element of immunization performance measurement is the determination of immunization status. This methodologic review 1) discusses immunization status as a measure of quality of primary care for children, 2) describes immunization status measures used in immunization intervention studies, and 3) examines selected technical issues of immunization status measurement. Methods and Topics. 1) Description of the characteristics of immunization status measurements obtained by a systematic review of studies published between 1980 and 1997 on interventions to raise immunization coverage, and 2) illustration of technical considerations for immunization status measurement using one local database and one national database of immunization histories. Technical issues for immunization status measurement include 1) the need to use documented immunization histories rather than parental recall to determine immunization status, 2) the need to link records across providers to obtain complete records, 3) the sensitivity of immunization status to missing immunization data, and 4) the potential of measures incorporating combinations of immunizations to underestimate the degree of vaccination in a population. Conclusions. Immunization performance measurement has many characteristics of a robust quality of care measure, including high acceptance by primary care providers of routine vaccination, association of immunization status with the conduct of other clinical preventive services, agreed-on technical and programmatic standards of care, and legislative requirements for medical record documentation. However, it is not without challenges. Careful attention to technical issues has potential to improve immunization delivery health services research.

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Voloshina, Elena S., and Nina I. Dunchenko. "MEASUREMENT OF QUALITY MANAGEMENT SYSTEM PERFORMANCE IN MEAT PROCESSING." Theory and practice of meat processing 2, no. 3 (January 1, 2017): 21–30. http://dx.doi.org/10.21323/2414-438x-2017-2-3-21-30.

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Zaadoud, Brahim. "The performance measurement of the primary health care quality." International Journal of Integrated Care 19, no. 4 (August 8, 2019): 268. http://dx.doi.org/10.5334/ijic.s3268.

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Chang, Hsin Hsin. "Development of performance measurement systems in quality management organisations." Service Industries Journal 26, no. 7 (October 2006): 765–86. http://dx.doi.org/10.1080/02642060600898286.

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Santana, Maria Jose, and Henry T. Stelfox. "Quality indicators used by trauma centers for performance measurement." Journal of Trauma and Acute Care Surgery 72, no. 5 (May 2012): 1298–303. http://dx.doi.org/10.1097/ta.0b013e318246584c.

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35

Martin, Matthew J. "Individualized Performance Measurement to Improve Quality, Accountability, and Satisfaction." Nurse Leader 12, no. 3 (June 2014): 71–75. http://dx.doi.org/10.1016/j.mnl.2013.10.001.

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36

Kerfai, Nejla, Bahia Bejar Ghadhab, and Dhafer Malouche. "Performance measurement and quality costing in Tunisian manufacturing companies." TQM Journal 28, no. 4 (June 13, 2016): 588–96. http://dx.doi.org/10.1108/tqm-10-2013-0119.

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Purpose – The purpose of this paper is to present the results of an exploratory survey on the implementation of quality costs programmes in Tunisian manufacturing companies. It aims also to observe the impact of quality cost system (QCS) adoption on operational performance by the manufacturing companies. Design/methodology/approach – An interview-based survey was employed in order to investigate the extent and consequences of implementing quality costs programmes in Tunisian manufacturing companies. A questionnaire was developed and used in the interviews across a sample of Tunisian companies. Findings – A factor analysis revealed that companies which adopted QCS have less internal and external failures costs than others. It also revealed that these companies invest more in prevention and appraisal actions than others. It showed that QCS adoption has positive consequences on the companies’ performance. Research limitations/implications – The presented results are limited by the low response rate and the small sample size. Since the respondents belong to manufacturing companies, the research results could be only indicative of this type of companies. Originality/value – The results of the research presented in this paper reflect the general practices and perceptions of manufacturing companies on quality performance measures in Tunisia. It provides a new sight of quality costs programmes practiced in Tunisian manufacturing companies. It highlights the implementation of QCS in manufacturing companies.

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Ennew, Christine T., Geoffrey V. Reed, and Martin R. Binks. "Importance‐Performance Analysis and the Measurement of Service Quality." European Journal of Marketing 27, no. 2 (March 1993): 59–70. http://dx.doi.org/10.1108/03090569310026402.

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Hyder, Joseph A., Nathalie Roy, Elliot Wakeam, Roland Hernandez, Simon P. Kim, Angela M. Bader, Robert R. Cima, and Louis L. Nguyen. "Performance Measurement in Surgery Through the National Quality Forum." Journal of the American College of Surgeons 219, no. 5 (November 2014): 1037–46. http://dx.doi.org/10.1016/j.jamcollsurg.2014.06.018.

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39

Abdul Rasit, Zarinah, Nurul Huda Abdul Satar, Aliza Ramli, and Marshita Hashim. "Total Quality Management and Organizational Performance: the Role of Performance Measurement System." International Journal of Engineering & Technology 7, no. 4.15 (October 7, 2018): 265. http://dx.doi.org/10.14419/ijet.v7i4.15.23004.

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Escalation in globalization, information and advancement in manufacturing technologies have constantly contribute to the increase in demand and in the competitive manufacturing business environment. Align with the challenges facing the companies, there is a need for companies to devise relevant strategies to help them cope with the changes and sustain their competitiveness. Total Quality Management (TQM) is a management philosophy and strategy that can help improve the quality of product and production processes. Prior research highlights the importance of implementing performance measurement system (PMS) in assisting the implementation of TQM practices. Incorporating contingency theory and socio-technical system theory, this study aims to examine the relationship between TQM practices and organisational performance and to determine the influence of PMS use in the relationship. Data were collected using self-administered questionnaire survey on a sample of Malaysian manufacturing companies. Our results support the view that more extensive PMS benefits performance as we find that, firms implementing TQM with more advanced PMS especially those that include financial and nonfinancial measures have higher performance. The results revealed that the relationship is more significant for companies using more advanced PMS compared to companies that used traditional PMS.

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Otheitis, Nikolaos, and Martin Kunc. "Performance measurement adoption and business performance." Management Decision 53, no. 1 (February 9, 2015): 139–59. http://dx.doi.org/10.1108/md-02-2014-0108.

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Purpose – Seaborne trade accounts for 90 per cent of world’s total trade activity. Ship management is a highly skilled discipline with a high degree of complexity yet it has failed to follow with the same pace the advancements of performance measurement systems (PMSs) like other industries. Business performance measurement has only recently become a relevant topic in shipping. The purpose of this paper is to evaluate the adoption of PMS in the shipping industry. Design/methodology/approach – A questionnaire was developed based on the performance measurement literature and submitted to 100 shipping companies around the world obtaining 41 usable questionnaires covering 13 countries from Europe, Asia and America. Findings – The adoption of performance measurement differs based on type of business: liquid bulk (tanker) vessels and bulk carriers or containers. Quality and safety management systems have fostered the adoption of performance measurement positively in tankers impacting decision making and the performance of shipping companies using PMS. Research limitations/implications – While the sample is representative of the situation of the industry, it represents the results of one point in time. Practical implications – The use of PMSs can be a tool to achieve superior performance but it may be fostered by, and has to be aligned with the needs of, internal and external stakeholders. Early adopters in the shipping industry are among the leaders in the industry. Originality/value – The paper is a unique contribution to performance measurement since it explores the adoption of PMSs and its impact in performance at industry level in a global industry.

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Sinclair, David, and Mohamed Zairi. "Effective process management through performance measurement: Part III-an integrated model of total quality-based performance measurement." Business Process Management Journal 1, no. 3 (1995): 50–65. http://dx.doi.org/10.1108/14637159510103220.

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Sinclair, David, and Mohamed Zairi. "Effective process management through performance measurement: Part II – benchmarking total quality-based performance measurement for best practice." Business Process Management Journal 1, no. 2 (1995): 58–72. http://dx.doi.org/10.1108/14637159510798284.

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F. K. Teye, E. Alkkiomaki, A. Simojoki, M. Pastell, M. Hautala, and J. Ahokas. "Instrumentation, Measurement and Performance of Three Air Quality Measurement Systems for Dairy Buildings." Applied Engineering in Agriculture 25, no. 2 (2009): 247–56. http://dx.doi.org/10.13031/2013.26328.

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44

Duewer, David L., Margaret C. Kline, Katherine E. Sharpless, and Jeanice Brown Thomas. "NIST Micronutrients Measurement Quality Assurance Program: Characterizing the Measurement Community's Performance over Time." Analytical Chemistry 72, no. 17 (September 2000): 4163–70. http://dx.doi.org/10.1021/ac991480j.

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Duewer, David L., Margaret C. Kline, Katherine E. Sharpless, Jeanice Brown Thomas, Maria Stacewicz-Sapuntzakis, and Anne L. Sowell. "NIST Micronutrients Measurement Quality Assurance Program: Characterizing Individual Participant Measurement Performance over Time." Analytical Chemistry 72, no. 15 (August 2000): 3611–19. http://dx.doi.org/10.1021/ac991481b.

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Leus, Olga, and Anatoly Maslak. "MEASUREMENT AND ANALYSIS OF TEACHERS’ PROFESSIONAL PERFORMANCE." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 2 (May 25, 2018): 308–19. http://dx.doi.org/10.17770/sie2018vol1.3097.

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The relevance of the measurement and analysis of teachers’ professional performance is based on the fact that teachers largely determine the quality of education at schools. The measurement of the latent variable "teacher’s professional performance" is done within the framework of the theory of latent variables based on the Rasch model. It was shown that the set of indicators has a high differentiating ability. The results of the measurement of this latent variable are used to compare the quality of professional activities of teachers of mathematics, history, Russian language, and literature as well as primary school teachers. No statistically significant differences were found between the professional performance of teachers of mathematics, history, and primary school teachers. The quality of professional activity of teachers of Russian language and literature is lower. The results of the measurement of teachers’ professional performance were used for comparison of schools. As one would expect, the highest quality of professional performance of teachers is in high schools and lowest in the primary schools; secondary schools occupy an intermediate position. Teachers’ professional performance is defined operationally, using a set of indicators. This set of indicators can be adjusted to clarify the content of the latent variable "teacher’s professional performance".

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Zaadoud, B., Y. Chbab, and A. Chaouch. "The Performance Measurement Frameworks in Healthcare: Scopus Study." Journal of Health Management 23, no. 2 (June 2021): 275–93. http://dx.doi.org/10.1177/09720634211011694.

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Object: The purpose of this article is to analyse and compare the frameworks of performance measurement in primary health care in the world. The objective is to determine whether the frameworks of performance measurement in primary health care have an influence on the performance of health centres. Method: We conducted a systematic review of the literature to: (a) identify a conceptual framework for measuring quality management systems; and (b) assess the effects of the conceptual framework on quality improvement and quality of care outcomes. We chose frameworks highly cited in the literature and analysed and compared these frameworks. Results: Eight dimensions were identified for assessing performance in primary health care facilities (PHCFs) in more than 50% frameworks: effectiveness, safety, accessibility, equity, efficiency, acceptability, patient-centredness and timeliness. Conclusion: Even if the links are not established within the framework of a scientific research, quality approaches are generally recognised as an essential tool to help establishments improve their quality of care and the safety of their patients. Until now, the evaluation of the quality of care in the 'PHCF' is not yet in place, a blatant need for performance measurement tools, relevant information, coherence between the operational and strategic levels, integration of organizational objectives in the measurement of performance in order to direct the structures towards a true management by quality.

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Ogunnowo, Babatunde Enitan, and Salami Suberu Sule. "Measurement of Customer Perceptions of Logistics Service Quality." Jurnal Teknik Industri 22, no. 1 (February 28, 2021): 43–56. http://dx.doi.org/10.22219/jtiumm.vol22.no1.43-56.

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Currently, logistics service providers experience a high increase in activity. It makes logistics service providers compete with each other in service quality. To be able to compete, logistics service providers need to measure customer perceptions on logistics service satisfaction. The results of measuring customer perceptions can be used to improve the quality of logistics services. This study attempted to measure customer perceptions of third-party logistics (3PL) service users by considering competitor performance factors. This study integrated the Customer Satisfaction Index (CSI) method and the Competitive Zone of Tolerance based Importance Performance Analysis (CZIPA) method to measure customer perceptions and determine the priority attributes for improvement account competitors' performance factors. Based on the research, the CSI method was proven to measure customer perceptions of 3PL service users. CZIPA can determine the attributes that were prioritized for improvement based on the performance of competitors.

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Gajic, Biljana. "Integrated corporate performance measurement systems." Ekonomski anali 44, no. 161 (2004): 151–64. http://dx.doi.org/10.2298/eka0461151g.

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Corporate performance measurement is a key prerequisite for successful management, a process of guiding the enterprise from the existing to the particular, desired performance. Traditional performance measurement systems, based on the use of financial indicators, do not satisfy the needs of modern enterprises. They provide the measurement of the past results, but they do not provide enough quality information for improvement of performance in the future. Nowadays, a great number of different performance measurement systems have been developed. They have a more complex approach to performance analysis, using both financial and non financial indicators grouped in a certain number of performance perspectives. The disadvantages of this modern performance measurement systems can be diminished through their integration, which leads to creating new, integrated performance measurement systems.

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Campion, Francis X., Leanne R. Larson, Pamela J. Kadlubek, Craig C. Earle, and Michael N. Neuss. "Advancing Performance Measurement in Oncology: Quality Oncology Practice Initiative Participation and Quality Outcomes." Journal of Oncology Practice 7, no. 3S (May 2011): 31s—35s. http://dx.doi.org/10.1200/jop.2011.000313.

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American Society of Clinical Oncology Quality Oncology Practice Initiative has grown to include 973 practices as of 2010. Practices demonstrated rates of end-of-life care and other measures of quality.

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