Combined Measurements The basic performance indices, just noted, each tell a separate st Any one alone could provide an erroneous measure of the contribution being made. In combination, however, these performance indices are decision-making tool for increased profits through positive and effective in control They provide also a sound, numerical basis for establishing goals, and and for a close, cooperative relationship between the incom-ing-material and the quality function. Equally important, these performance indices make an excellent report for top management. The control and its contributions to profits are translated in terms that are readily under stood and, in graphical form, readily measured. In this discussion, only one area, incoming-material control, has been con sidered. Performance indices covering productivity, effectiveness, and timeli ness of action can likewise be developed for each of the major jobs of total quality control. Periodic reports on all indices a composite, continuing measure of performance for the quality system in a business If positive improvements can regularly be reported in a high percentage of these performance indices, the indications are good that the quality component