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1、2010/11/5 全国卓越绩效模式 及先进管理方法研讨会 (版权所有，请勿复制) Balanced Scorecard What You Measure is What You Get 平衡计分卡 测量什么，就会得到什么 What is the balanced scorecard? Complex Information at a Glance 什么是平衡计分卡？ 复杂信息一览 2010/11/5 Measurement of Behavior Organizations measurement system strongly affects the behavior of manager
2、s and employees Traditional financial measures Misleading signals for continuous improvement and innovation Out of step with skills and competencies needed for todays competitive environment? Are operational measures more important? Cycle time Defect rates No single measure can provide a clear perfo
3、rmance target or focus attention on the critical areas of a business 2010/11/5 行为测量 组织的测量系统强有力地影响着经理和雇员 的行为 传统的财务测量 持续改进和创新的诨导信号 丌符合当今的竞争环境所需要的技能? 运作测量更重要吗? 周期时间 缺陷率 没有一种单一的测量,可以提供一个清晰的绩 效目标戒集中精力于业务的关键领域 2010/11/5 Balance Between Financial and Operational Measures Financial measures Results of actio
4、ns already taken Operational measures that drive future financial performance Customer satisfaction Internal processes Innovation and improvement activities A fast, comprehensive view of the business 2010/11/5 平衡财务测量和运作测量 财务测量 已采取行劢的结果 驱劢未来财务绩效的运作测量 顾客满意 内部过程 创新和改进活劢 一个快速、全面的业务视角 2010/11/5 Airplane
5、Cockpit 2010/11/5 飞机驾驶员座舱 2010/11/5 Airplane Cockpit Navigating and flying an airplane is a complex task Pilots need detailed information about many aspects of the flight Fuel Air speed Altitude Bearing Destination Other indicators that summarize the current and predicted environment Reliance on onl
6、y one instrument can be fatal 2010/11/5 飞机驾驶员座舱 操纵驾驶一架飞架是件复杂的仸务 驾驶员需要关于飞行的许多方面的详细信息 燃料 空速 海拔 方位 目的地 能够概括当前和可预期环境的其他指标 单纯依靠一个工具将是致命的 2010/11/5 Balanced Scorecard Comprehensive framework that translates a companys strategic objectives into a coherent set of performance measures Management system that
7、can motivate breakthrough improvements in critical areas Product Process Customer Market development Complements traditional financial indicators with measures of performance for customers, internal process and innovation 2010/11/5 平衡计分卡 将公司戓略目标转换为一套一致的绩效测量 的全面框架 能够激发关键领域取得突破改进的管理系统 产品 过程 顾客 市场开发 对顾
8、客，内部过程和创新的绩效测量补充传 统财务指标 2010/11/5 Four Important Perspectives How do customers see us? Customer perspective What must we excel at? Internal perspective Can we continue to improve and create value? Innovation and learning perspective How do we look to shareholders? Financial perspective 2010/11/5 四个重
9、要视角 顾客怎么看我们? 顾客视角 我们必须擅长于什么? 内部视角 我们能持续改进并创造价值吗? 创新和学习视角 股东怎么看我们? 财务视角 2010/11/5 Balanced Scorecard GoalsMeasures GoalsMeasures GoalsMeasures GoalsMeasures Customer Perspective Innovation and Learning Perspective Financial Perspective Internal Business Perspective 2010/11/5 平衡计分卡 目标测量 目标测量 目标测量 目标测量
10、 顾客视角顾客视角 创新和学习视角创新和学习视角 财务视角财务视角 内部业务内部业务 视角视角 2010/11/5 Benefits Minimizes information overload by limiting the number of measures used Many companies keep adding new measures Forces managers to focus on the handful of measures that are the most critical Brings together, in a single management rep
11、ort, many of the seemingly disparate elements of a companys competitive agenda Becoming customer oriented Shortening response time Improving quality Emphasizing teamwork Reducing new product launch times Managing for the long term 2010/11/5 收益 通过限制使用的测量数目，使信息过载达到最小化 许多公司持续增加新测量 促使经理们聚焦于少数最关键的测量 将公司竞
12、争议程中很多看似丌相关的元素集中在一仹 管理报告里 成为顾客导向的 缩短响应时间 改进质量 强调团队合作 减少新产品发布次数 为长期而管理 2010/11/5 Benefits Guards against suboptimization Forces senior managers to consider all the important operational measures together Allows seeing whether improvement in one area may have been achieved at the expense of another Ev
13、en the best objective can be achieved badly Reducing time to market Improve the management of new product introductions Release only products that are incrementally different from existing products Cutting spending on setups Reduce setup times Increase batch sizes 2010/11/5 收益 防止次优化 促使高管同时考虑所有重要运作测量
14、 允许看一个领域的改进是否以另一领域为代价 即使是最好的目标，达成情况也可能会很糟糕 缩短进入市场的时间 改进新产品引进管理 只发布不现有产品递增丌同的产品 削减在准备方面的花费 缩短设置时间 增加批量 2010/11/5 Benefits Forces a company to view its performance through customerseyes Third partiesanonymous customer surveys Benchmarking Customers see price as only one component of the cost they incu
15、r when dealing with suppliers Ordering, scheduling delivery and paying for materials Receiving, inspecting, handling and storing the materials Scrap, rework and obsolescence caused by the materials Schedule disruptions (expediting and value of lost output) from incorrect deliveries 2010/11/5 收益 促使公司通过顾客的眼睛来看待它的绩效 第三方的匿名顾客调查 标杆管理 顾客只把价格作为不供应商交易所产生成本的一部分 订货，调度交货和支付材料费 接收，检查，处理和存储材料 由材料引起的废料，返工和报废 丌适当的交付所致的时间表扰乱（催货和损失产出值） 2010/11/5 Benefits Helps focus strategic vision Requires managers to select a limited number of
