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Balanced Scorecard
Steven J Ojala, Ph.D.
The Balanced Scorecard
• What is it?
Definition:
The Balanced Scorecard is a
management tool that provides
stakeholders with a comprehensive
measure of how the organization is
progressing towards the achievement of
its strategic goals.
The Balanced Scorecard
• Balances financial and non-financial measures
An Example
Balanced Scorecard Example
FINANCIAL PEOPLE
We deliver tremendous medical value in a Creating device leadership using our
responsible, predictable manner most valuable assets
KEY STRATEGIES:
Increase revenue through innovative KEY STRATEGIES:
device technology
Metric: Hire, develop, and maintain
• Quarterly sales in devices appropriate resources to achieve
mission, vision, strategic intent
Deliver devices with minimal resources and objectives.
(headcount and dollars)
Metric: Metrics:
• Total headcount and dollars 1) % Training current
Accurately predict financial expenses
Metric: 2) % Development plan
• Adherence to Internal and External expense completion
Plan and Capital Spend Plan.
Provide devices that are profitable and consistent Maintain a work environment that
with corporate FMC targets is attractive to members of the
Metric: team.
• Adherence to Internal and External expense Plan
Metrics:
and Capital Spend Plan
1) Employee Satisfaction (quarterly survey)
Provide device technology with the lowest total
manufacturing cost to our customers 2) % positions 3 yrs in role
Metric:
• COPS by product – supplier/site, depreciation, overhead
3) Safety Record
The Balanced Scorecard
CUSTOMER BUSINESS PROCESS
Meet both external and internal customer Create and deliver superior devices by
needs with the best products in their meeting unmet customer needs .
class
KEY STRATEGIES:
KEY STRATEGIES: Create and deliver superior devices
Provide the best device in its class to by integrating unmet customer
maximize customer satisfaction and needs with innovative
market share. “Perception of poor technology.
quality will never be the reason a
customer does not use our device”. METRICS:
METRICS: • # of patents submitted and
• Post launch survey results approved
(customer preference and • # of projects on schedule
perception of quality) • # of New Product
• Complaints per Million for Introductions
marketed products • Average Cycle times
• Average days for complaint • # of manufacturing
response to customer. improvements
• % on time in full • Yield improvements
• Customer satisfaction Six- • # of Non-conformances
Sigma results • Quality backlog, non-
conformances per lot, %
Japan defects.
The Balanced Scorecard
• The Balance Scorecard is a Feedback
Tool
• It is not a Strategy or Quality program
• Think of it as a “Dashboard”
• Should be done in addition to the other
Quality Improvement Initiatives:
– Six-Sigma
– Lean
– Design for Six-Sigma
The Balanced Scorecard