Understanding how your manufacturing business performs is essential to remaining competitive, but is extremely difficult to do. The main purpose of this book is to provide directors, managers, change agents and consultants with simple but effective tools to help design and implement performance measurement systems, such as the Balanced Scorecard. It contains specific tools which will be of interest to practising managers and consultants. These tools and techniques have been developed over many years and honed through application in companies such as Rolls-Royce Aerospace and Federal Mogul. Besides large multi-nationals, the techniques have also been used effectively in medium and smaller sized entreprises and are appropriate to any manufacturing company employing fifty people or more. Supporting material is available online at [...] This book also forms part of a three-volume set covering business strategy, performance, and competencies.
Understanding how your manufacturing business performs is essential to remaining competitive, but is extremely difficult to do. The main purpose of this book is to provide directors, managers, change agents and consultants with simple but effective tools to help design and implement performance measurement systems, such as the Balanced Scorecard. It contains specific tools which will be of interest to practising managers and consultants. These tools and techniques have been developed over many years and honed through application in companies such as Rolls-Royce Aerospace and Federal Mogul. Besides large multi-nationals, the techniques have also been used effectively in medium and smaller sized entreprises and are appropriate to any manufacturing company employing fifty people or more. Supporting material is available online at [...] This book also forms part of a three-volume set covering business strategy, performance, and competencies.
Über den Autor
Dr Mike Bourne joined the faculty at Cranfield School of Management in October 2000 and works on a number of projects involving assisting a number of blue chip companies with the development of their use of data and performance measures. Mike's career includes a research post at the Institute for Manufacturing, Cambridge and a wide variety of positions in industry, including periods in production management, business systems, strategy and acquisitions.
Inhaltsverzeichnis
Part I. Process Overview: 1. What is performance and why measure it?; 2. What does a performance measurement system include?; 3. The process of performance measurement system design; 4. Summary of phase 1 of the procedure; 5. Summary of phase 2 of the procedure; 6. Participation; 7. Internal participation; 8. External participation; 9. Process and project management; 10. Launching the process; 11. Further reading; Part II. Selecting a Facilitator: 12. Launching the process; 13. The workbook; 14. What are our main customer-product groups?; 15. What are our business objectives?; 16. Are we achieving our business objectives?; 17. Have we chosen the right measures?; 18. Using our measures to manage the business; 19. What can we use to drive performance towards our objectives?; 20. Which performance drivers are the most important?; 21. How do we know these drivers are working?; 22. Have we chosen the right measures for the drivers?; 23. Using these measures to drive business performance.
