Using a balanced scorecard to help measure facilities management performance by Steve Silen‚ Director‚ KPMG Advisory Services For nearly 20 years‚ leading organizations have been using balanced scorecards to strategically measure the financial and non-financial performance of different operational functions within their firms. More recently‚ they have begun leveraging them to measure the performance of their third-party service providers. In the facilities management (FM) function‚ use of a balanced
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KEY BENEFITS OF BALANCED SCORECARD Better Strategic Planning The Balanced Scorecard provides a powerful framework for building and communicating strategy. The business model is visualized in Strategy Maps which forces managers to think about cause-and-effect relationships. The process of creating a Strategy Map ensures consensus is reached over a set of interrelated strategic objectives. This means that both performance outcomes as well as key enablers of future performance (such as the intangibles)
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THE BALANCED SCORECARD IN AN INDONESIAN PHARMACEUTICAL COMPANY A CASE STUDY IN PT. DEXA MEDICA 1. INTRODUCTION 1.1. Background of the Study In modern competitive global economy‚ it is more important than ever to understand the process of value creation in the organization. The need to manage with a high level of customer focus‚ a clearer understanding of core business processes‚ the necessity of motivation and commitment of employees‚ the need for change on a continuous basis‚ and effective
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------------------------------------------------- Balanced scorecard for the automotive industry ------------------------------------------------- ------------------------------------------------- TABLE OF CONTENT 1. Introduction 2. Balanced Score Card development 3. Balanced Score Card in the automotive industry 4.1. Learning and growth perspective 4.2. Financial perspective 4.3. Customer perspective 4.4. Internal business process perspective 4. Summary and
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Balanced Scorecard Analysis of Hyundai and Honda Two of the major players in the global automobile industry are Honda and Hyundai (also known as Hyundai Motor Group). These business organizations have global scope of operations‚ and they have maintained considerable growth and expansion in recent years despite the slowdown of the Western economies. The positions of Honda and Hyundai emphasized the capabilities of these firms to maintain a positive and profitable strategic outlook‚ especially in
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past‚ banks generally would not use customer satisfaction as one of the indicators for the performance evaluation. However‚ customers’ service expectation has become much higher and highly related to the profitability of the bank in the 1990s’. Customers are requesting comprehensive selection of banking products with thorough customer service. Under the trend‚ Citibank added the customer satisfaction as non-financial indicator in the new measurement‚ performance scorecard‚ to evaluate the performance
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Balanced Scorecard and Strategy Map BI430-001 Data Visualization Balanced Scorecard: Part of a system that translates strategy into action. Also‚ gives a balanced view in four perspectives of how well an organization is driving execution and how successful the results are. The four perspectives in the balanced scorecard and strategy map give executives a more balanced view of their organization. Strategy Map: Represents how an organization
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1 In your own words‚ describe the purpose of the operational plan and its relationship to the strategic plan. The purpose of the operational plan is to focus on shorter term objectives usually within 1 up to 3 years. For plans of 2 to 3 years‚ a more detailed breakdown of shorter timeframes should be included within the body of the document. An operational plan provides detailed information on planning‚ resource‚ implementation and funding for projects normally developed from the strategic plan
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The primary purpose of various healthcare organizations’ balanced scorecard is to achieve the long-term adaptation and survival of its processes. Consequently‚ the balanced scorecard that is adopted by the healthcare organizations focuses on achieving their mission‚ program service improvement‚ strategic management‚ and quality management. Besides‚ studies indicate that the health sector adopts the balanced scorecard to focus on achievement of the system mission‚ improve the services and programs
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A Balanced Scorecard for General Practice Andrew Ridley Director of Primary and Community Care Commissioning Tower Hamlets PCT Overview • Why a BSC ? • How was it developed ? • What’s in it ? • How is it being implemented ? • Barriers and issues • Improvements delivered as a result ? • What next ? Why a BSC ? • A Focus on our role as Commissioner • Variation in quality between practices • Are the poor always poor ‚ or the good really always good ? • Support a move from anecdote to transparent
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