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LO3
The Balanced Scorecard Approach
What is a Balanced
Scorecard?
The Balanced Scorecard is a strategic planning
and management system used to align business
activities to the vision and strategy of the
organization by monitoring performance against
strategic goals.
Balanced Scorecard
Concept
Was first published in 1992 by Kaplan and
Norton, a book followed in 1996.
Traditional performance measurement that only
focus on external accounting data are
obsolete.
The approach is to provide 'balance' to the
financial perspective.
Why Use a Balanced
Scorecard?
Improve organizational performance by
measuring what matters
Increase focus on strategy and results
Align organization strategy with workers on a
day-to-day basis
Focus on the drivers key to future
performance
Improve communication of the organization’s
Vision and Strategy
Prioritize Projects / Initiatives
4 Original Business
Perspectives
The Balanced
Scorecard model
suggests that we
view the
organization from
4 perspectives.
Then Develop
metrics, collect
data and analyze it
relative to each of
these
perspectives
Adapted from The Balanced Scorecard by Kaplan & Norton
4 Business Perspectives
Questions
Financial
What must we do to create sustainable economic
value?
Internal Business
To satisfy Process
our stakeholders, what must be our levels of
productivity, efficiency, and quality?
Learning and Growth
How does our employee performance management
system, including feedback to employees, support high
performance?
Customer
What do our customers require from us and how are we
doing according to those requirements?
Balanced Scorecard Measurements
Key Implementation Success
Factors
Obtaining executive sponsorship and
commitment
Involving a broad base of leaders, managers
and employees in scorecard development
Choose the right Scorecard Champion
Beginning interactive (two-way) communication
first
Viewing the scorecard as a long-term journey
rather than a short-term project
Getting outside help if needed
Balanced Scorecard
Example STRATEGY MAP
PROCESS: MANUFACTURING EXCELLENCE
THEME: ROCE > xx%, VOLUME = xx,xxx units
OBJECTIVES
BALANCED SCORECARD
MEASUREMENT TARGET
ACTION PLAN
INITIATIVE BUDGET
FINANCIAL
PERSPECTIVE • Operating Cost & Efficiency • Cost/Unit, Efficiency • Monthly Monitoring
Long-Term Shareholder • Weekly/Monthly
Value ROCE > xx% • Capacity Utilization • % Utilization
Monitoring
• Trial Prod.
• Capability Utilization
• Spare Parts Prod • Monthly Monitoring
Improve Grow
Productivity Revenue •Weekly/Monthly
• Brand / Image • Warranty Cost t
Monitoring
CUSTOMER
PERSPECTIVE • Low Cost Manufacturing • Man-hour per Unit • Weekly Monitoring
INTERNAL
PERSPECTIVE • Productivity • Cycle Time • Hourly Monitoring CAPEX
ENSURE OPERATIONAL EXCELLENCE WITH
INNOVATION AS WELL BEING SOCIALLY
• Delivery
• Meet Daily Plan
• WIP
• Daily Monitoring
• Daily Monitoring RM xx M
RESPONSIBLE • KAIZEN • Monthly follow-up
• Continuous Improvement
• ICC • Specific Programmed
Operational Process • NPI • Timely Introduction • Weekly Follow-up
Excellence Innovation
• Industrial Accident • Cross Audits
Alliances with Socially • Safety & Health
• Commuting Accident • Defensive Driving
SBUs Responsible • Toxic Waste Disposal • Facility Readiness
• Environment
• ISO 9002 • Certification