Implementation of iso 9000 standards can help organizations build quality management programs and excellence. ISO 9000 addresses key issues like organization, communications, quality awareness, and customer satisfaction to simplify quality management. However, simply implementing ISO 9000 may lead to too much focus on documentation and not enough on business objectives. The Balanced Scorecard also helps organizations translate strategy into metrics and indicators to monitor performance across financial, customer, internal process and learning/growth perspectives. It has evolved from a measurement tool to one that facilitates strategic planning and change management. Both ISO 9000 and the Balanced Scorecard aim to make organizations more customer-oriented and achieve excellence through ongoing management support and internal reporting systems.
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
The Role of Balanced Scorecard for Measuring Competitive Advantage of Contain...inventionjournals
The Balanced Scorecard (BSC) is a valuable management system which is used for different companies to elucidate and translate their strategies into execution; nevertheless the BSC has not been planned for container terminals and ports users' satisfaction in a great extent. This article addresses the issue of deploying BSC as an accepted management tool for measuring competitive advantage of ports users with a focus on container terminals. Use of balanced scorecard helps port and terminal managers to understand better strategic vision as well as their own contribution to implementation of strategic goals. The BSC can be used by the companies which are responsible for handling container terminals operation in order to achieve value, controlling core competencies, satisfying the terminal's users or customers and offering bonus to the terminal's shareholders
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
The Role of Balanced Scorecard for Measuring Competitive Advantage of Contain...inventionjournals
The Balanced Scorecard (BSC) is a valuable management system which is used for different companies to elucidate and translate their strategies into execution; nevertheless the BSC has not been planned for container terminals and ports users' satisfaction in a great extent. This article addresses the issue of deploying BSC as an accepted management tool for measuring competitive advantage of ports users with a focus on container terminals. Use of balanced scorecard helps port and terminal managers to understand better strategic vision as well as their own contribution to implementation of strategic goals. The BSC can be used by the companies which are responsible for handling container terminals operation in order to achieve value, controlling core competencies, satisfying the terminal's users or customers and offering bonus to the terminal's shareholders
The Relationship between Performance Measurement Systems and Corporate Strate...inventionjournals
The study identified the effect of performance measurement in corporate strategy formulation processes in Syrian banks. This has been done through a survey of the views of senior management in the banks of the study sample, the study aimed to identify the level of performance measurement and what is the style of measurement used in these banks, in addition to the identification of strategy formulation processes, and the role that provided performance measurement systems for strategy formulation processes in studied banks. In order to achieve these objectives the researcher prepared a questionnaire, has distributed questionnaires on the banks of the study sample, where the study examined two government banks and seven private banks. The distributed questionnaires has reached (147) form, and the recovered (116), which represented the percentage (78.91%) which is acceptable to represent the community of study. The researcher analyzed data using the Statistical Package for Social Sciences (SPSS) and to identify the descriptive statistics for the sample of the study and its characteristics, as well as to prove the validity of hypotheses.
Benchmarking is an ongoing process involving industries from all walks of life and all categories of production
The principle is that no company is 100% perfect, and if you continuously search for better solutions, you will improve your efficiency and become an exceptional company, which can later form a benchmark for similar companies.
Benchmarking is a legal activity. Because benchmarking has been applied in a formal fashion (following strict rules) to all manner of technical and administrative procedures. There is legal authorities on information exchanges ( major area of antitrust concern applicable to benchmarking )
Benchmarking In Total Quality ManagementPratheep M
This ppt explained the basic concept and history of benchmarking in total quality management. Also explains the objectives, types of benchmarking and the process involved in benchmarking.
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...Chuks Ejechi, MSc, PMP
Not much attention is given to implementation as formulation. It is no news that many good strategies have failed as a result of this. My thinking is that if organisations can picture formulation and implementation as a unit, results will be better.
I term my developed model: Formulate and Implement Strategy Model.
2007 september 15 - Co-Creation Methodologies ...Epistema
Working protocol for setting knowledge value indicators (KVI) and finding best way to source, share and use knowledge company assets. Also useful tools for saving costs and optimize collaboration, within knowledge arena.
Utilizing the BSC and EFQM as a Combination Framework; Scrutinizing the Possi...Waqas Tariq
Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
The Relationship between Performance Measurement Systems and Corporate Strate...inventionjournals
The study identified the effect of performance measurement in corporate strategy formulation processes in Syrian banks. This has been done through a survey of the views of senior management in the banks of the study sample, the study aimed to identify the level of performance measurement and what is the style of measurement used in these banks, in addition to the identification of strategy formulation processes, and the role that provided performance measurement systems for strategy formulation processes in studied banks. In order to achieve these objectives the researcher prepared a questionnaire, has distributed questionnaires on the banks of the study sample, where the study examined two government banks and seven private banks. The distributed questionnaires has reached (147) form, and the recovered (116), which represented the percentage (78.91%) which is acceptable to represent the community of study. The researcher analyzed data using the Statistical Package for Social Sciences (SPSS) and to identify the descriptive statistics for the sample of the study and its characteristics, as well as to prove the validity of hypotheses.
Benchmarking is an ongoing process involving industries from all walks of life and all categories of production
The principle is that no company is 100% perfect, and if you continuously search for better solutions, you will improve your efficiency and become an exceptional company, which can later form a benchmark for similar companies.
Benchmarking is a legal activity. Because benchmarking has been applied in a formal fashion (following strict rules) to all manner of technical and administrative procedures. There is legal authorities on information exchanges ( major area of antitrust concern applicable to benchmarking )
Benchmarking In Total Quality ManagementPratheep M
This ppt explained the basic concept and history of benchmarking in total quality management. Also explains the objectives, types of benchmarking and the process involved in benchmarking.
How to Launch Strategy from Formulation to Organisation's Expected State :Mod...Chuks Ejechi, MSc, PMP
Not much attention is given to implementation as formulation. It is no news that many good strategies have failed as a result of this. My thinking is that if organisations can picture formulation and implementation as a unit, results will be better.
I term my developed model: Formulate and Implement Strategy Model.
2007 september 15 - Co-Creation Methodologies ...Epistema
Working protocol for setting knowledge value indicators (KVI) and finding best way to source, share and use knowledge company assets. Also useful tools for saving costs and optimize collaboration, within knowledge arena.
Utilizing the BSC and EFQM as a Combination Framework; Scrutinizing the Possi...Waqas Tariq
Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
Organizations that use a Balanced Scorecard approach tend to outperform organizations without a formal approach to strategic performance measurement
- World-class companies are 159% more likely to have mature BSC in place than less successful organizations
- Among 164 publicly traded companies, those with well-deployed BSC outperformed the control group by nearly 30% (Advances in Accounting, 2008)
- Organizations using BSC outperform the other companies by about 100 percent in having everyone in the organization understand what the organization's strategy is (Norton, The Strategy-Focused Organization, 2000)
S COMPANIES AROUND THE WORLD transform themselves for c.docxgertrudebellgrove
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
S COMPANIES AROUND THE WORLD transform themselves for c.docxpoulterbarbara
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us.
S COMPANIES AROUND THE WORLD transform themselves for c.docxaryan532920
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. Implementation of iso 9000
To be successful, organisations must prove themselves to be indispensable to their
customers, be attuned to their employees' needs, be willing to partner with their suppliers,
and be considerate of the social, environmental, and safety outcomes of their
performance. These rather new and expanded objectives of business operations, are the
main pillars of business excellence.
Samson and Challis (2002) studied leading international organisations in an effort to
determine why some were more successful than others in their pursuit of excellence.
They identified a total of 14 principles that served as catalysts for business excellence.
The extent to which each organisation embodied these principles appeared to be directly
related to the speed of its journey towards excellence.
Furthermore, the EFQM Excellence Model, which is used to adjudicate the European
Quality Award, and the most frequently discussed model in quality literature (van der
Wiele et aI., 1995, 2001), uses self-assessment as a tool to identify organisational
strengths, as well as areas in which there exists room for improvement. Its outcome is a
structured plan for amelioration, which is subsequently monitored for progress. In
addition to this self-assessment component, the EFQM assists organisations with their
continuous improvement initiatives by facilitating gauging of progress against measures
of total quality management, identification of improvement opportunities benchmarking
and organisational learning (McAdam and Kelly, 2002).
Truly effective use of the excellence models for continuous improvement requires the
input of management and employees. For maximum benefit, it must be effectively
marketed by top management and internalised by the staff of the organisation (van der
Wiele et aI., 2000). Also, to be optimally effective, quality improvements should be
prioritised and should focus on the results category of a business excellence model such
as the EFQM Excellence Model (EFQM, 1999; Seghezzi, 2001), the Malcolm Baldrige
National Quality Award (MBNQA, 2002), or the Canadian Framework for Business
Excellence (CFBE, 2002).
Quality management
The family of ISO 9000 standards can be regarded as the foundation on which
organisations can build their excellence programs. The success of a quality management
program that builds upon the foundation of the ISO 9000 system has been said to relate to
the original motivation for registration (van der Wiele et aI., 2001). The message is that
the added value that an organisation derives from the ISO 9000 standards should be a
result of that organisation's motives for, and approach to, implementation (Cobb, 2003;
Gotzamani and Tsiotras, 2002; Singels et aI., 2001). Issues such as organisation, internal
and external communications, employee awareness of quality, product conformance and
customer satisfaction are all addressed within the ISO 9000 system, simplifying
management commitment to quality. This can be a driving force to go beyond and
achieve business excellence. However, if not done properly, it is also possible that
2. implementation of ISO 9000 may lead to excessive emphasis on the documented
procedures and less emphasis on achieving business objectives (Gotzamani and Tsiotras,
2002).
The importance and relevance of quality cannot be overstated. In recent decades, public,
private, and third-sector organisations have been awakened to the necessity of creating
and ensuring quality in every aspect of their operations. Far beyond "permitting things to
run smoothly", an emphasis on quality in management systems is now considered
essential to an organisation's prosperity. Globalisation and an enhanced concept of
corporate liability are two important societal trends contributing to this emphasis on
quality. There are numerous reports in the literature that describe quality management
practices and the benefits that emanate from implementation of an ISO 9000 system.
Many of these are case studies or reports of the benefits and drawbacks of such systems.
The emphasis is on continuous improvement which is beyond simple conformance to the
ISO 9000 standards.
The Balanced Scorecard
The Balanced Scorecard (BSC) is an instrument which translates the mission and strategy
of an organisation into a broad collection of action metrics and indicators, and which
subsequently provides the structure necessary to serve as control and strategic
measurement system (Kaplan and Norton, 1996). The BSC is applicable to any type of
organisation, albeit with modifications. For example, a BSC for non-profit organisations
must be modified to include a mission perspective and any other additional perspectives
which provide specific information on social demographic factors regarding the
organisation's environment. Viewed as a performance measurement system (PMS), the
BSC is not a new tool as PMSs have existed for a long time in all organisations and in
most cultures, in one form or another. Hence the novelty of the BSC does not reside in its
existence but rather in the attempt to achieve standardisation via conventions and
universal rules (Urrutia de Hoyos, 2001).
The BSC's most standardised antecedent is the "tableau de bord" (Mallo and Merlo,
1995), a tool utilised principally by French companies, and whose configuration and
conceptual basis is very similar to the BSC. One explanation for the lack of
standardisation of PMSs along the line of the tableau de bord and BSC is certainly the
lack of publicised information regarding their existence due to its being an excessively
strategic tool; due to their strategic nature, organisations are very reluctant to disclose
their existence and utilisation.
Development of the BSC
The development of the BSC has gone through three distinct phases.
The First phase
Initially the BSC was intended as a measurement tool, with an operational and tactical
focus. It was a collection of indicators arranged by perspectives or key areas, which
permitted the identification of the determinants of the performance of a business. The
original objective was to overcome the limitations of using only financial indicators.
3. These last only provided information about actual, past performance, and failed to
provide information on the drivers of future performance (Kaplan and Norton, 1996). The
four BSC perspectives - financial, customer, internal processes, learning and growth -
were selected on the basis of the results of a study by David Norton and Harvard
University (Kaplan and Norton, 1992).
The Second phase
In the process of identifying indicators for each of the four perspectives, it was
discovered that by developing strategy maps, not only could the appropriate indicators be
identified, but also management could utilise the BSC for strategic planning. In the first
phase, indicators were identified subsequent to the development and definition of the
organisation's strategy, and had an operational and/or tactical focus. During this phase, it
was discovered that it was not enough to simply identify indicators, it was also necessary
that the indicators were extracted directly from the strategic plan. This so as to identify,
and explicitly describe, the causal relationships with the organisation's strategy. In other
words, the indicators were identified prior to the development and definition of the
organisation's strategy, and as such playa key role in the development and definition of
the strategy. The act of measurement has consequences that exceed simply providing
information on past results. It also directs attention to the future, since the indicators
selected by management are 'de facto' those which are important to management. Hence,
with a clearly defined strategy, coherently communicated and aligned with change
drivers, what was initially an information/measurement tool, and part of the management
control function, was converted into a tool for strategic management (Kaplan and Norton,
2000) and a part of the strategy formation process.
The Third phase
The BSC communicates the organisation's strategic plan via maps in which the cause-
effect relationships between the different strategic objectives can be visualised. This
permits management to utilise the BSC as a tool for change management leading to the
achievement of Business Excellence.
Conclusion
This article explored the broad issues related to business excellence and the application of
ISo 9000 and the BSC as the first steps in achieving excellence. ISO 9000 and the BSC
aim at assisting firms to develop systems and procedures which allow them to achieve
business excellence by becoming more customer-oriented. The implementation of such
systems requires on-going support from senior management; taking into consideration the
role of internal reporting and operational control systems to monitor and proactively
adapt to changing business needs.
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