DESIGN PROPOSAL FOR THE IMPLEMENTATION OF A MEASUREMENT

SYSTEM USING THE METHODOLOGY STRATEGIC BALANCED

SCORDCARD

Table of Contents

CONTENT

1. PROBLEM 3
2. RATIONALE 4
3. GENERAL OBJECTIVE 5
3.1. Specific Objectives 5

1. PROBLEM

Today has been evident the need to be in a finds updating and improving the
internal processes of an organization, this continuous improvement must be
made in order to cope with a highly changing environment. This environment
must be considered a very important variable for which organizations must
undertake a process of adaptation and oriented planning to always keep under
control the situations of uncertainty that presents it, using tools that enable
the identification of strategies, policies and guidelines to follow, further to allow
proper measurement of indicators state of its internal operations. (Jones,
2008)
In the company Expreso Bolivariano the absence of plans effective solutions to
the problems that arise in the process execution action are evidence, this is
due to a design and measurement of indicators that is not aligned with the
strategic plan or are character limited, generating solutions that are not
focused or does not contribute significantly to meeting organizational
objectives, further and is also very effective measurement generates little
communication between areas internally and low response to changes that
may occur in the environment that becomes in a clear threat to the fulfillment
of the mission and organizational vision. It is because of this problem that the
implementation of the Balanced Scorecard tool to be able to focus and verify
that the activities of the company are in line with company goals is necessary.

2. RATIONALE

This project aims to design a proposal permitting a measurement system

through the Balanced Scorecard methodology, which is controlled, timely and
based optimally in the different variables acting on running processes, ensuring
optimization in decision-making by management, better response and
continuous improvement of the management system of the organization. The
Balanced Scorecard allow timely information that allow make appropriate
decisions regarding issues such as competitiveness and permanence in the
market, working methodologies, indices of profitability and improvement

actions that produce a positive impact on organizational dynamics of Expreso

Bolivariano.

3. GENERAL PURPOSE

Designing a proposal of a strategic measurement system through the Balanced

Scorecard methodology for translating the strategy in terms of the operation
by aligning the organization with the strategic plan thus ensuring continuous
improvement processes.
3.1. Specific objectives

Conduct defining the strategic map of Expreso Bolivariano in order to

establish the management policy and objectives of quality concepts.
Design the proposed strategic measurement system for the purpose of
review by the board.

 Designing the implementation timetable strategic measurement system using

Balanced Scorecard methodology.
Conduct internal capacity profile in order to identify the strengths and
weaknesses regarding the opportunities and threats in the environment.
Define appropriate indicators in order to establish responsible for level
targets and indicators for each process designed to fulfill the goals and the
strategic map of the organization through Balanced Scorecard methodology.

4. REFERENCE FRAMEWORK

4.1. Theoretical framework

The balanced scorecard better known as Balanced Scorecard was born out of a
study by David Norton and Robert Kaplan, associated with organizations that
have managed to stay on the market for many years, which show us features
like measurement tools that are clearly defined and allow easy analysis and a
strategy that is clear, easily identifiable by officials of the organization and that
is sustainable over time.

This model allows a focused targeting of a strategic plan and to translate it into
tangible terms, ensuring that senior management every day, has the detailed
information about the status of processes and compliance with the targets of
the organization. It is possible through this methodology, the development of
structured action plans that go hand in hand with the guidelines set forth, ie all
processes point to the fulfillment of common objectives.

Balanced approaches Scoredcard

This methodology bases its operation on four approaches that seek to help the
development of the strategic plan proposed by the organization, these are:

Financial Focus
This approach allows analysis of variables such as profitability, sustainability,
capacity and risk level that allows it to be self-sustaining over time.

Internal Focus
With a changing environment the organization must be constantly updated in
order to adapt to the needs present at the time by the customer under this
concept processes must be involved with continuous improvement, seeking the
best practices and interrelation looking always adequate satisfaction and
interest in the product or service by the customer.

Focus Innovation
Because what the organization offers is a product or service has a certain life
cycle, you should always have a plan of action to improve or simply renew and
make them more attractive in the market. This approach seeks to have new
tools to update the processes of the organization.
Customer Focus
This seeks to maintain the level of customer loyalty and further make the
snowball effect of calling more customers to the organization, always being
aware of current and new requirements that customers can search for a
product or service offered.
Implementation

You must define fundamental steps that allow the implementation of balanced
which are: Definition of the strategic plan, implementation of the type of

measurement, measurement and taking corrective action. This seeks to

develop three phases that allow this system to be successful strategic
measurement. The first speaks of the strategic design of measurement at all
levels of the organization, this phase seeks to align what the directive
proposed in relation to the operative part, in other words that the results
obtained by the measurement are expected by top management .

The second phase is intended that the information reported by the operating
area can be easily accessible for the policy, in this instance the communication
between areas of the organization is structured.

In the last phase of decision making, which is that it can show that parts of the
process can improve and bring us to the right decision in case of major
deviations from the objectives or goals set is done.

4.2. Conceptual framework

It should be clear to a number of terms used in the balanced scoredcard, this
in order to have a proper understanding of the subject, which are listed below:

Strategic Map: Design of fundamental objectives that the company should have
to ensure its growth, evolution and permanence in the market.

Mission: Object of a company that distinguishes them from other similar.

Declares which is the object of the business. It must be clear, positive and
known to all employees.

Target: Target which is drawn for the purpose of compliance in a given period

Indicator: This is used to measure performance and percentage of compliance

with organizational objectives which can be measured through intervals of
time.

Strategy: The set of actions to fulfill a specific strategic plan.

In addition to the terminology is necessary to see that the object of this project
for Expreso Bolivariano S.A. It is to measure its management, in order to
achieve greater interaction processes which will enable growth and steady
improvement of the same, pointing to greater innovation in the transport
sector, allowing us to always be at the forefront of market and thus achieving a
permanent customer satisfaction. Through this methodology be sought not
only measure the organization Jan financial terms as this is highly profitable,
but also allows for optimal performance in all areas ensuring its steady growth
and permanence in the market.

Bibliography

J. Gareth ,. Theory Organizational Design and Change in Organizations.

Mexico: Pearson Education, 2008.

Robert Kaplan s. And David P. Norton. scorecard. Spain: Ed.Gestin, 2000.