Improving laboratory performance is gaining growing interest in the era of value-based healthcare (VBHC), where improving the ratio of patient outcomes to costs is key. High-quality research is preferably carried out both quickly and economically. Also small inefficiencies can become costly in laboratories containing costly equipment. By reducing the error rate or by enhancing the laboratory layout and logistics, improved laboratory performance can be achieved. In this phase of change, performance measures (PIs) play an important role since they can be used to measure laboratory performance. As defined by the Institute of Medicine (IOM), a quality indicator is defined as an objective measure assessing critical areas of health care (patient safety, effectiveness, equity, patient centeredness, timeliness, and efficiency). It is based on facts associated with certain domains and can be applied across settings and over time in a consistent and comparable manner. In other words, a quality indicator is an instrument that allows us, by choosing a certain comparative criterion, to measure the output of the laboratory. Any possible quality measure must primarily meet 2 inclusion criteria: it must be a laboratory feature indicator and must cover at least 1 IOM health care domain. Many view quality management as a productivity-reducing problem. However, to increase output by optimization, efficiently controlled software may be used. When a system is tested to achieve an objective as effectively as possible, optimization is the outcome. Therefore, re-examine the quality program through the assessment of quality indicators to improve productivity. Laboratories should log their outcomes, track patterns statistically, and investigate to determine the root cause of their issues. Never be embarrassed that there have been such events; no laboratory is flawless. Alternatively, be proud to say that your quality system works, and that you are able to detect issues and strengthen your procedures. Instead of letting a client or an assessor point them out for you, it is often easier to find issues in-house. With their pants down, no one wants to be caught. Do not encourage you to make it happen. Before they fix you, take the initiative to fix your issues. To conduct measurements and generate income, most laboratories use their equipment. Equipment starts to malfunction over the course of time. The ability to analyze past success and foresee potential failures is the secret to maintaining the capability and consistency of measurement. It is therefore essential for laboratories to track, monitor and evaluate the rates of equipment failure.