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Figure 2.

7
A Strategy Map for Operations

Shareholder
Value

Productivity
strategy

Customers

Low total
cost of
supply

Competitive
prices

Develop supplier
relationships

Processes

Maximize
use of
existing
assets

Become
industry
cost leader

Finances

Produce products &


services

Growth
strategy

Perfect
quality

Distribute to
customers

- Lower cost of ownership


- Just-in-time delivery

- Lower cost of production


- Continuous improvement

- Lower cost to serve


- Enhanced quality

- High-quality supply
- Supplier partnership
- Nonessentials outsourced

- Reduced cycle time


- Full asset utilization
- Working capital efficiency

- Responsive delivery time

Learning
&
Growing

Human
capital

Generate
new
revenue
sources

Increase
value of
customer
accounts

Organizational
capital

Speedy,
timely
delivery

Excellent
selection

Provide post-sales
service
- Quick response to customers
- Enhanced post-sales value

Manage risk
- Financial risk
- Operating risk
- Technological risk

Information
capital

Table 2.2
The Balanced Scorecard Worksheet

Key Performance Indicator

Finances

Objectives

Productivity

Become industry cost leader

% reduction in cost per unit

Growth

Increase market share

Market share

Customers

Dimension

Quality

Zero defects

% good quality first pass

Timeliness

On-time delivery

% of on-time deliveries

Integrate into production

% orders delivered to assembly

Reduce inspections

Processes

K P I Results
to Date

Score

20%

10%

50%

50%

40%

80%

100%

80%

80%

95%

90%

95%

50%

40%

80%

% suppliers ISO 9000 certified

90%

60%

67%

Reduce time to produce

Cycle time

10 mins.

12 mins.

83%

Improve quality

# warranty claims

200

1000

20%

Distribution

Reduce transportation costs

% FTL shipments

75%

30%

40%

Post-sales
Service

Improve response to customer inquiries

% queries satisfied on first pass

90%

60%

67%

Reduce inventory obsolescence

Inventory turnover

12

50%

Reduce customer backlog

% order backlogged

10%

20%

50%

No. of six sigma black belts

25

8%

% trained in SPC

80%

50%

63%

% customers who can track orders

100%

60%

60%

% suppliers who use EDI

80%

50%

63%

# of employee suggestions

100

60

60%

% of products new this year

20%

10%

50%

Suppliers
Products

Risk
Learning & Growing

Goal for
2006

Human
capital
Information
capital
Organizational
capital

Develop quality improvement skills


Provide technology to improve processes
Create innovative culture

Figure 2.8
A Radar Chart of the Balanced Scorecard for Operations

Learning
& Growing
Information capital

Human
capital

Risk

Organizational
Capital

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Finances
Productivity

Growth

Quality

Timeliness
Service

Distribution

Processes

Suppliers
Products

Customers

Figure 2.9
A Dashboard for the Balanced Scorecard
Productivity

Quality

Growth

Timeliness

100%

0%

100%

0%

Finances

Risk

Distribution

Customers

Products
Human
capital

Service
Suppliers

100%

0%

Processes

Organizational
capital

Information
Capital

0%
Learning and Growing

100%

Mean
Performance
65%

87%

73%
52%
40%
67%
50%
35%
61%
55%

Order for graph


51%
50%
80%
80%
95%
73%
52%
40%
67%
50%
35%
61%