MIT精益企业的战略度量

- Lord Kelvin
Debbie Nightingale, MIT 2001
8
Quantitative A good metric should:
Provide a clear understanding of progress toward strategic objectives Provide current status, rate of improvement, and probability of achievement Identify performance gaps and improvement opportunities
R.S. Kaplan and D.P. Norton, Harvard Business Review, January-February, 71-79 (1992)
Debbie Nightingale, MIT 2001
14
The Balanced Scorecard Translates Strategy into Operational Terms
H. Mintzberg, The Structure of Organizations, (1979)
Debbie Nightingale, MIT 2001
2
Metrics Are Measurements You Can Use
Metrics are meaningful, quantified measures To be meaningful, a metric must present data or information that allows us to take action – Helps to identify what should be done – Helps to identify who should do it Metrics should be tied to strategy and to “core” processes - they should indicate how well organizational objectives and goals are being met through disciplined “core” processes Metrics should foster process understanding and motivate individual, group, or team action to continually improve the way they do business. (Measurement does not necessarily result in process improvement. Good metrics always do.)
How do customers see us? What must we excel at? Can we continue to improve and create value? How do we look to shareholders? Customer perspective Internal perspective Innovation and learning perspective Financial perspective
Debbie Nightingale, MIT 2001
10
Process Management
A Paradigm Shift
Go from Measure the process and manage the results (Inspection and Corrective Action Approach)
While giving senior managers information from four different perspectives, the balanced scorecard minimizes information overload by limiting the number of measures used.
Debbie Nightin Assessing a Metric System Ask the Following Types of Questions
Does it clearly define what constitutes business excellence? Does it provide the information required to set aggressive yet achievable strategic objectives and stretch goals? Does it accurately portray our progress and probability of achieving both long-term strategic objectives and near-term milestones? Does it identify the root causes of barriers? Does it focus the organization on the priority improvement needs? Does it drive the behavior and actions required to achieve the objectives? Does it align work with value? Is it easy to use? Does it involve everyone?
Customer To achieve customer satisfaction, how should we appear to customers?
Process To sustain competitive advantage, what business processes must we excel at?
Productivity Improvement (Output Increases)
Quality Improvement
Primary Measurements of Process Improvement
Time Savings
Cost Savings
Debbie Nightingale, MIT 2001
Debbie Nightingale, MIT 2001
4
What Are The Characteristics of a “Good” Metric?
Easy to get Answers the questions Produces the desired results
Debbie Nightingale, MIT 2001
5
A “Good” Metric Satisfies 3 Broad Criteria
1. Strategic 2. Quantitative 3. Qualitative
Debbie Nightingale, MIT 2001
6
Strategic A good metric should:
Enable strategic planning and then drive deployment of the actions required to achieve strategic objectives Ensure alignment of behavior and initiatives with strategic objectives Focus the organization on its priorities
Debbie Nightingale, MIT 2001
13
The Balanced Scorecard Addresses Four Key Perspectives
The balanced scorecard allows managers to look at the business from four important perspectives providing the answer to four basic questions:
To Manage the process and measure the results (Prevention Approach)
Debbie Nightingale, MIT 2001
11
Major Categories of Hard Data for NonNon-Financial Performance Metrics
Be perceived as valuable by your organization and the people involved with the metric
Example: Is the effort and cost of collecting the data reasonable? Is the information timely and actionable?
12
Two Edicts
“Effective measurement must be an integral part of the management process.”
“What you measure is what you get”
R.S. Kaplan and D.P. Norton, Harvard Business Review, January-February, 71-79 (1992)
Example: How fast do we need to develop and market new products to grow 20 percent per year?
Debbie Nightingale, MIT 2001