Processes are characterized by quantitative values that act as performance goals, drivers of the activity and a means of competitive evaluation.  The numeric value of these metrics has to be defined in the context of the market sector that the individual company operates in.  For example, Boeing might be happy with inventory turns of 4 per year, but for the same process (in a very different market sector) Wal-Mart might consider anything less than 12 inventory turns a year a disaster.

VMO has the significant role to play in driving the process performance of organizations to their maximum.  VMO will become a litmus test for top management’s ability to tackle the growing global competitiveness facing their businesses and as a gauge of a company’s determination to be a leader in their market space.