Metrics for Operations Managers

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Metrics for Operations Managers

Lauren Ertle


QSO-300 – October 18, 2016

The most important metrics for operations managers would be the Triple Bottom Line (TBL), customer satisfaction score, and cash flow. TBL metric helps the operational managers endorse the goal of sustainability throughout business practices; it entails the three measures of profit, people, and planet. An issue with the TBL is that it is problematic to compare the people and planet transactions based on the cash (Schweisguth). All three accounts must be considered individually; the TBL improves the economic performance of the organization by guaranteeing that all stakeholders in the company work towards the overall efficiency of the company (Schweisguth).

Customer satisfaction score is useful in determining the level of customer satisfaction for every unit and every unit of the organization; operational managers would be able to regulate the nature of the internal, as well as the external, customers over a definite period (Beard). The score would help identify the functions that need the most attention, and this score will improve the overall financial performance of the business (Beard).

A third key metric would be cash flow; cash flow seeks to evaluate the cash influxes and depletions. This is the most important aspect of improving management. Under this metric, the operational manager considers the metric including the Days Sales Outstanding (DSO) and Days Payable Outstanding (DPO) (Cash Flow). The data of DSO and DPO would assist in improving adequate quality of the cash flow metric.


Beard, R. (2013, September 2). Customer Satisfaction Metrics: 6 metrics you need to be tracking. Retrieved October 18, 2016, from

Cash Flow Indicator Ratios. (2007). Retrieved October 18, 2016, from

Schweisguth, M. (2010, January 26). Getting Real About Measurement: How to Size up the Triple Bottom Line. Retrieved October 18, 2016, from

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