...Discussion Question 1 All these areas linked and supported each other. For USPS, most important performance goals of “Voice of the Employee” were develop employee proficiencies for their assigned tasks in the workplace that did not exist, and develop capabilities to do sophisticated complement planning. (USPS, 1997, p. 21) USPS acknowledged employees were driving force for continuous improvement and anticipated the needs for employee proficiency measurement and complement planning to be bottom-line business-oriented, and in order to achieve them, the organization had a responsibility to create a workplace environment that was characterized by respect for employees, which was illustrated most clearly by the concern for safety. (USPS, 1997, p. 21) In addition, USPS wanted to improve relationships between the management and employees, and created a dialogue between them. The dialogue was characterized by encouraging both the management and employees to work together to face common challenges of growing competition and increasing customer demands, and better appreciate their mutual interests. USPS believed that throughout these efforts, there will be a cultural change and improvement in productivity, which in turn support “Voice of the Business” in the organization. Major performance goals of USPS’s “Voice of the Business” included control costs through reengineering, decreasing rework and cycle time, process management, and substituting capital for labor, achieve productivity...
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...States Postal Service initiated the use of this strategy to measure employee engagement. “The Voice of the Employee was introduced to USPS in response to cases of violence and poor employee relations”. VOE places emphasis on providing safety and security in the workplace and improving employee interactions. Our text states “Researchers have repeatedly demonstrated that when service worker satisfaction is high, customer satisfaction is high, and that when job satisfaction is low, customer satisfaction is low.” (Evans & Lindsay, 2011) Incorporating the use of balanced scorecards allows USPS to determine the VOE by measuring safety based on the requirements of the Occupational Safety and Health Administration. It is noted that employee satisfaction is directly linked to business performance. Employees will do a better job when they are satisfied at work. Employees contribute to improved internal processes and the success of the organization. The voice of the employee delivers a meaningful and sustainable strategy for change for USPS. Management realized that to improve internal processes, employee satisfaction must be improved. Through the use of VOE, suggestions for change, or modifications to standard procedures, are good for the improvement of Voice of the Business (VOB). VOB is the second element of the balanced score card used by USPS. The “Voice of the Business (VOB)”...
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...Laneta Washington Quality in Practice: Using the Balance Scorecard at USPS BSOP 588 Professor Walter Mamak April 3, 2014 There are many different companies that are always focusing on improving their quality management within their organizations. In order for companies to stay at the top of their industry, they must always look to improve and make sure that they are building and meeting all the needs and levels of the business. Many different companies use different techniques and tools to initiate quality management for the business as a whole and then internal and external customers. The ‘Balance Scorecard’ was one of the major tools that USPS used to measure, evaluate, and improve their quality management within the business, with the employees, and of course with their customers. ‘The balance scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organization worldwide to align business activities to the vision and strategy for the organization, improve internal and external communications, and monitor organization performance against strategic goals,’ ("Balanced scorecard basics," 2014). I believe that the balance scorecard is one of the best tools to use when trying to measure and evaluate different levels of the organization; which have a common goal. The voice of the ‘Employee’ is very important when supporting improved internal processes, ‘the Voice of the Business. This is true...
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...The balanced score card has strengthened the productivity of the United States Postal Services. The perception of employee relations and efficient productivity has evolved into a fine tune machine that the government can now put in the fore front of a well-run public organization. I will summarize those changes as I reflect on the case study capturing the challenges and strengths of USPS. In the past, employee relations at the United States Postal Service were viewed unfavorable by the general public. The implementation of the balanced score card effectively addressed those challenges to provide the employees with a voice to management. Employees are on the front line of all process and customer interaction. There is value in having an active listening channel to hear their challenges for the greater good of the organization. Historically, USPS was able to provide a service with the expectation of consistent revenue. With the introduction of completion UPS, Fed Ex, and DHL the traditional structure of USPS was challenged. The competition introduced the concept of stronger efficiency time tables and putting the customer’s needs first. The USPS initiative to listen to their employees allowed for them to put the people that execute the processes as change agents that make them successful and added value for the organization to compete with the new market. Many organizations have now implemented the balance scorecard with the input of employee voice. The voice of...
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...Paper 6/4/2011 Building A Balanced Scorecard The "voice of the employee" focuses on providing a safe and secure workplace in response to instances of violence and poor employee relations. The "voice of the business" focuses on the Breakthrough Productivity Initiative, and the "voice of the customer" improves internal processes by providing a timely and reliable delivery. Postal Operations could use other measures to assure their goals are being met. The United Postal service should focus their efforts on achieving specific, measurable results in many different areas. The USPS could put into place a process that measured revenue according to each department as opposed to just total revenue. Customer Focus could be measured by having customers give feedback, or fill out surveys, or even participate in focus groups. Operational efficiency is measured by evaluating both performance output and how it relates to associated costs. This could be measured by having a cost associated with all items . This is sometimes called "itemizing". Human capital can be measured by the available job force, unemployment rates, and the number of skilled workers in an organization. The President's management agenda consists of measurement criteria which would enable an organization to build on the successful fundamentals of business while, at the same time making sure that the firm can be responsive and adapt to changes. The purpose of the balanced scorecard is to give a measuring tape...
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...1. Explain how the Voice of the Employee supports improved internal processes (Voice of the Business), and how the Voice of the Business supports customer satisfaction (Voice of the Customer). The Voice of the Employee supports improved internal processes because the Voice of the Employee focused on providing a safe and secure workplace in response to instances of violence and poor employee relations. Employees were given an opportunity to voice their opinions and make suggestions to create a happier and safer work environment without any consequence or retaliation regardless of the feedback given. This safe environment encourages employees to be honest and open up about what they really feel should be improved in the workplace. This ties into internal processes because when employees are happy and feel secure in their positions, they are more likely to align their personal goals with the goals of the company. Happy employees are more productive and also more focused on their productivity and are more likely to be better performers and work hard to abide by the quality initiatives. The Voice of the Employee supports the Voice of the Business because the employees are the first line of business, they are the actual people working the internal processes, therefore tackling the Voice of the Employee and growing into a better work environment would be the first step into tackling any issues with internal processes. The Voice of the Business supports customer satisfaction because...
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...Contents I. APP Pharmaceuticals 3 II. Background/Overview of APP Pharmaceuticals 3 III. Introduction to the Problem 4 IV. Literature Review -Philosophy, Culture and Strategy 7 V. Recommendation/Analysis -Philosophy, Culture and Strategy 9 VI. Literature Review/Analysis – Adoption and Driving Strategy Down into the Organization. 10 VII. Recommendation –Balanced Score Card 11 VIII. Recommendation/Analysis – Total Quality Management 15 IX. Reflection 24 X. Bibliography 26 I. APP Pharmaceuticals APP Pharmaceuticals (APP) strives to lade in the United States and Canada to be a leader for injectable pharmaceuticals. The company, philosophy is to provide excellent products and services by hiring dedicated and committed employees to meet our customers’ needs. Our primary goal is to improve the health and care of patients who use our pharmaceutical products. II. Background/Overview of APP Pharmaceuticals APP was established in 1996 and has quickly become one of the industry leaders in providing one stop shopping for very commonly used products to very special products to meet the needs of a wide range of patients. There market produces 142 products in over 400 doses and formulations. A few of the clinical areas they cover are: Cardiac Care, Dialysis, Emergency, Intensive Care, OB/GYN, Operating Rooms, Oncology, Orthopedics, Pediatrics, Psychiatry and Radiology. (APP Pharmaceuticals, unkown) APP is the number three generic injectable supplier in the United States...
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...Benchmarking in HR/ HR Balanced Scorecard /SEM SAP AG HCM EMEA - public - Agenda Benchmarking Balanced Scorecard © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 2 Agenda Benchmarking Balanced Scorecard © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 3 Benchmarking – Definition Benchmarking is the comparison of similar processes across organizations, companies and industries to identify best practices and develop improvement plans and actions (Score Research) [ Learn from the best by enterprise comparison!!! ] [ Learn from each other by enterprise comparison!!! ] © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 4 Integration with Benchmark Provider: Data Flow Payroll Benchmark Provider SEM Measure Catalog (HR Measures) Administration 0100010101 1011001010 1101001010 1010100011 1010100101 1011010101 1001010101 XML Time Management HR Benchmarks Business Content Benchmarks from Provider 0100010101 1011001010 1101001010 1010100011 1010100101 1011010101 1001010101 XML Developments BW Rel. 3.0 HR InfoCube for external Benchmarking © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 5 Measures: Data Flow SAP SEM Objective/Measure Actual Plan B.mark Develop key skills Strategic skills available 17 26 25,5 Employee retention 73 70 68 Improve corporate culture Employee satisfaction 9,1 8,5 9,0 Measure Builder Measure definition Balanced Scorecard MEASURES are defined from a purely business point...
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...Step One: Assessment Step One of the scorecard building process starts with an assessment of the organization’s Mission and Vision, challenges (pains), enablers, and values. Step One also includes preparing a change management plan for the organization, and conducting a focused communications workshop to identify key messages, media outlets, timing, and messengers.Step Two: Strategy In Step Two, elements of the organization’s strategy, including Strategic Results, Strategic Themes, and Perspectives, are developed by workshop participants to focus attention on customer needs and the organization’s value proposition.Step Three: Objectives In Step Three, the strategic elements developed in Steps One and Two are decomposed into Strategic Objectives, which are the basic building blocks of strategy and define the organization's strategic intent. Objectives are first initiated and categorized on the Strategic Theme level, categorized by Perspective, linked in cause-effect linkages (Strategy Maps) for each Strategic Theme, and then later merged together to produce one set of Strategic Objectives for the entire organization. | | | Step Four: Strategy Map In Step Four, the cause and effect linkages between the enterprise-wide Strategic Objectives are formalized in an enterprise-wide Strategy Map. The previously constructed theme Strategy Maps are merged into an overall enterprise-wide Strategy Map that shows how the organization creates value for its customers and stakeholders...
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...Balanced Scorecard The BSC is a planning & management system which can be widely applied to organizations and companies regardless of size or type of business. The technique, extensively used in business and industry, government, and non-profit organizations worldwide, provides a method of aligning business activities to the vision & strategy of the organization, integrating internal & external communications, & keeping a watch on organization performance against strategic goals. It was developed by Robert Kaplan and David Norton of Harvard University in 1990. The line of the balanced scorecard runs deep, and include the revolutionary and path breaking work of General Electric on performance measurement coverage in the late 1950’s and the work of French engineers in the early part of the 20th century in France. Due to the fact that balanced scorecard term is a generic, it is interpreted differently by different people, and in practice, there are wide variations in both understanding and implementation. To some, the balanced scorecard is just a simple control panel indicating performance measures, while to others it is a inclusive planning and management system encompassing the whole organization and planned to focus efforts on business strategy and more significantly on performance and results. The balanced scorecard has steadily developed from its early use as a simple performance measurement framework for non-financial performance measures to a full strategic planning and...
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...WHAT IS A BALANCED SCORECARD? According to Robert Kaplan and David Norton, the founders of the Balanced Scorecard, "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation. (4)" In essence, the Balanced Scorecard is a performance management system used in multitude of organizations throughout the world. It is used to develop an organization’s goals and mission that will enhance the success it has with its customers and employees. HISTORY Although first developed in the early 1990’s by Robert Kaplan and David Norton of the Harvard Business School and coined “Balanced Scorecard” in the early 1990’s, Kaplan and Norton’s method originally stemmed from the pioneering work of General Electric on performance measurement reporting in the 1950’s and the dashboard performance measures from French process engineers in the early 20th century (4) The idea behind this performance measurement tool developed from the fact that traditional performance measurement systems, mostly financial performance indicators, were insufficient in...
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...CASE MEMO VERIZON COMMUNICATIONS INC: IMPLEMENTING A BALANCED SCORECARD By : Pallabi Roy (35) Pranjal Yadav (37) Rudra Prasad Banerjee (43) Sherin S Mathews (49) Sohini Banerjee (52) Srijan Sinha (53) Supratim Datta (55) By : Pallabi Roy (35) Pranjal Yadav (37) Rudra Prasad Banerjee (43) Sherin S Mathews (49) Sohini Banerjee (52) Srijan Sinha (53) Supratim Datta (55) CASE SUMMARY Company profile: Verizon is a global leader in delivering innovation in communications, information and entertainment. It has close to 90.0 million customers. 130 million customer connections (wireless, wireline, broadband and TV) are served every day by them. It has its headquarters in New York City and Operations Center in Basking Ridge, N.J. Its key products and services are: * Wireline voice and data services * Wireless services * Publishing of print and electronic directories Company Evolution: Originally, before the passage of the Act, Bell Atlantic, NYNEX, and other “baby bell” companies were formed. Then in 1996, Congress passed the Telecommunications Act which aimed at deregulation in the telecommunications industry. The total value of mergers and acquisitions had increased considerably after the passage of the act. Soon after this, Bell Atlantic / GTE merger was announced. The entity thus created was named as Verizon. Verizon had more than $22 billion in cash flow. * It had $6 billion revenues and 260,000 employees * It was the largest...
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...ISSN 1940-204X COORS BALANCED SCORECARD: A DECADE OF EXPERIENCE Hugh Grove University of Denver Tom Cook University of Denver Ken Richter Coors Brewing Company IntroductIon By the end of 1997, Coors had finished the implementation of a three-year Computer Integrated Logistics (CIL) project to improve its supply chain management. Coors defined its supply chain as every activity involved in moving production from the supplier’s supplier to the customer’s customer. (Since by Federal law, Coors cannot sell directly to consumers, Coors customers are its distributors whose customers are retailers whose customers are consumers.) Coors supply chain included the following processes: purchasing, research and development, engineering, brewing, conditioning, fermenting, packaging, warehouse, logistics, and transportation. This CIL project was a cross-functional initiative to reengineer the business processes by which Coors logistics or supply chain was managed. This reengineering project improved supply chain processes and applied information technology to provide timely and accurate information to those involved in supply chain management. The project objective was to increase company profitability by reducing cycle times and operating costs and increasing customer (distributor) satisfaction. The software vendor used for this project was the German company, Systems Applications & Products (SAP), 1 that provided the financial and materials planning software modules. The SAP planning...
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...CHAPTER 10 1. What is the difference between a “dashboard” and a “scorecard”? Why is it important that managers know the difference between the two? What can they learn from each? A dashboard is a container for various types of reports, including scorecards. It might consist of one or more pages, and it might have more than one module on each page. The modules are called Web Parts. A typical dashboard might contain a scorecard, an analytic report, and an analytic chart, but many variations are possible. Some dashboards provide users with a high level of interactivity, and others display static images. The degree and kind of interactivity depend on the program that is used to create the dashboard. Each Web Part maintains a connection to its data source. The Web Parts can function independently of one another, or they can be linked together, so that what you click in one determines what you can see in the others. Together, the reports provide a clear picture of current organization performance. http://office.microsoft.com/en-us/sharepoint-server-help/what-is-the-difference-between-a-dashboard-and-a-scorecard-HA101772797.aspx A scorecard measures performance against goals. Typically, a scorecard displays graphic indicators that visually convey the overall success or failure of an organization in its efforts to achieve a particular goal. The scorecard is based on a collection of key performance indicators (KPIs), each of which represents an aspect of organizational performance...
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...named The Balanced Scorecard-Measures That Drive Performance, then the underlying assumptions and paradigm of this research will be discussed and identified. After that, some criticize will be raised from the view of other paradigms, the difference of underlying assumptions will be explained in the end. Paper of Balanced Scorecard In 1992, Robert S. Kaplan and David P. Norton published the paper named The Balanced Scorecard - Measures That Drive Performance, this paper is based on a year-long research project with 12 companies at the leading edge of performance measurement. It changed the traditional performance measurement (which only concerns the financial performance of the company) by introducing four aspects of performance : financial perspective; customer perspective; internal process perspective and learning and innovation perspective. The paper argues that managers could have a better understanding and control of their companies by answering the basic questions related to these perspectives. For example: How do customers see us(customer perspective); What must we excel at(internal perspective); Can we continue to improve and create value(innoviation and learning perspective); How do we look to shareholders(financial perspective). The paper also demonstrated some examples of how to build the balanced scorecard for the company and developed the performance measurement system from balanced scorecard. This paper could be considered as the fundamental of the balanced scorecard...
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