平衡计分卡UTAB-BSC-PAPER.ppt

v4.0,Action title,Subtitle,Unit/measure,First level,Second level,Third level,*,.,v1.3,Action title,Subtitle,Unit/measure,First level,Second level,Third level,UTAB The Balanced Scorecard Project,Uddeholm Tooling AB,Introduction and Discussion Paper,2,Getting an overview on the Balanced Scorecard concept,Following the process of cascading down a Balanced Scorecard,Viewing an example of a Balanced Scorecard Project,Looking at a proposed work plan,Discussing the next steps,Objectives of this Presentation,The aim of this presentation is to be informed about the following aspects:,3,1 The Balanced Scorecard Concept,Designing the Balanced Scorecard,Implementing the,Balanced Scorecard,2 Balanced Scorecard Example,3 Project Approach and Project Plan,4 Summary,5 References,6 Next Steps,Contents,4,The purpose of the Balanced Scorecard.,“.is to translate strategy into measures,that uniquely communicate,your vision to the organisation.”,5,The Balanced Scorecard(BSC)is based on a very simple Philosophy,What gets measured,gets done!,6,Traditional Management Systems are backward looking and track only the outcome of processes,Possibility to take corrective actions in the process,High,Low,Client,Request,Order,Order,Processing,Production,Distribution,Billing,Account,Management,Monetary,Transaction,Accounting,Financial,Result,Traditional Controlling starts at the end of the whole process chain!,This procedure of backward looking leads to a considerable,time lag of several weeks/months,.,9,Aspects of a Management and Measurement System like BSC,Balanced Scorecard(BSC)helps to focus on strategic activities,Objectives,Activities,and Results,A shared vision and common goals lead to focused alignment of the organization towards strategic priorities,Communication,Motivation,Alignment,Focus,Communicated objectives will lead to more transparency and motivation,Clear responsibilities assure rapid action,Individual contribution becomes visible,Changes of individual behaviour occur,Shift towards a learning organization,Responsibility,Incentives,Actions,Measuring motivates!,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,10,Let us ask ourselves some,maybe provocative questions.,11,In many Companies there is just a limited Common Understanding concerning the Strategic Priorities?,When you ask the Management Team members for the strategy are you sure to obtain always the same answer?,To what extent is there an overall agreement on the strategic priorities?,To what extent are all projects and internal activities aligned to the achievement of these targets?,Alignment,Focus,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,12,To what Extent is the Strategy transparent and comprehensible to the Employees?,Are all employees able to answer questions on,the,financial and customer focused objectives?,Does,the,internal steering system tell the same story“as the strategy?,To what extent had,the,employees been involved in the development of,the,KPI(Key Performance Indicators)?,Communication,Motivation,13,Do the actual Roles,Responsibilities and Incentive Systems reflect the Strategic Objectives of,the Company,?,Do the employees succeed in describing their daily share in obtaining the financial and customer related targets?,Are the responsibilities for reaching the objectives clearly defined?,Does the actual incentive system support the obtaining of,the,strategic objectives?,Responsibility,Incentives,Action,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,14,The Balanced Scorecard is both,an Instrument to Implement the Strategy and an Instrument,to,Measure,the,Results,Analysis of Status quo,Strategic Scenarios,Strategy,Development,Process,(quarterly,annual),Management,Process,(weekly,monthly),Balanced Scorecard,Measurement of Results&continuous Feedback,Implementation of the Strategy,Definition of Strategy,TopDown,Bottom Up,Gap-Analysis,Where are we today?What are the priorities in closing gaps?,What are the objectives?When to be met?,Objectives,KPI definition,How to define/balance measurement categories?,Improvements,How to close the gaps?,Plan/Actual comparison,How did we perform compared to plan?,Financial,Perspective,Vision/Strategy,Customer,Perspective,Learn&Innovation,Perspective,Internal Process,Perspective,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,15,Defining a balanced set of objectives,and the respective key performance indicators(,KPIs,),Measuring progress achieved -because“only what you measure gets done”!,Forcing management to focus on a small,yet balanced handful of measures deemed most critical to achieve the overall objectives,The underlying principles of the Balanced Scorecard are simple but powerful.,The Balanced Scorecard defines Objectives in order to align the organization and to support target oriented changes,Underlying principles of Balanced Scorecard,Financial Perspective,What are our financial goals?,Vision/Strategy,Customer Perspective,How do we look to,our customers?,Learning&Innov.Perspective,How to enable,innovation,change,and improvement?,Internal Process Perspective,What does good,look like internally?,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,16,In Acknowledgement of the Strategic Core Themes we screen the Causes and Effects for all four Perspectives.,Financial,Perspective,Customer,Perspective,Internal,Processes,Perspective,Learning&,Innovation,Perspective,Strategic,core themes,Exceptionally effective,management,of the existing,core business,Effective introduction,of successful new product,Growth through,good investments,Increasing the market,value,Ensuring customer loyalty,Increasing sales per customer,Making better use of,existing technology,Increasingsales,Offeringunique,added value,Improvingplanning,Realising the budget and,sales plan,Performing as good in,core as in,non-core areas,Increasing profitability,Making buying,UTAB anpositive,experience,Making the,“basic topics”right,Opening up new distribution,channels,Offering the bestservice,Developing the brand image,Improving delivery,Improvingproduction,Welldirectedinvestments,Developing,a company,attitude of,constant improvement,Living up to the company values,Hiring good,and develop,them to the best,Holding on to motivated and loyal employees,WORKING EXAMPLE,Causes and Effects,Gaining new customers,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,17,The Cause-Effect-Chains forms the Basis for the Definition of the Objectives.,Financial Perspective,Shareholder value,Growth,Capital efficiency,Customer perspective,Customer service,Cost-performance ratio,Customer loyalty,Internal,Processes,Perspective,Productivity,Development time,Customer focus,Learning&,Innovation,Perspective,Ability to work in a team,Employee motivation,Staff efficiency,Increasing the market,value,Increasing sales per customer,Making better use of,existing technology,Increasingsales,Improvingplanning,Realising the budget and,sales plan,Performing as good in,core as in,non-core areas,Increasing profitability,Making buying,UTAB anpositive,experience,Opening up new distribution,channels,Offering the bestservice,Developing the brand image,Improving delivery,Improvingproduction,Welldirectedinvestments,Developing,a company,attitude of,constant improvement,Living up to the company values,Hiring good,and develop,them to the best,Holding on to motivated and loyal employees,Gaining new customers,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,18,Learning and Innovation Perspective,Internal Processes Perspective,Customer Perspective,Financial Perspective,How,can we map our vision as strategic goals?,How do,we want to measure and track our strategic success,?,Which performance do we exactly strive for,in these,areas?,Which initiatives allow us to meet the targets?,Which person is respon,-sible,for this initiative,?,The Balanced Scorecard Design links Objectives to KPIs,Targets,Initiatives and finally Responsibilities,Balanced Scorecard Design to be done for all four perspectives,Objectives,KPIs,Target figures,baseline/year n,Activities,Initiatives,Respon-,sibility,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,19,.and give the Input for the Definition of KPIs and Target figures,Customer perspective,Internal,Processes,Perspective,Objective,KPI,Target Figures,Customer service,Cost-performance ratio,Customer loyalty,Customer satisfaction index,Price-basket,Ratio of sales to new and,already existing customers,Improvement by 30%in 2003,20%above average by competitors,60%at end of 2003,Productivity,Development time,Customer focus,Turnover per working hour,Time to market,Number of developmentpartnerships with customers,30%improvement until 2003,Reduction to x months,Doubling within 2 years,Learning&Innovation Perspective,Motivation index,Turnover per working hour,+30%at end of 2003,+20%until end of 2003,Employee motivation,Staff efficiency,Team work ability,Financial Perspective,Shareholder value,Growth,Capital efficiency,Increase of dividend,Share of turn-over by new products,ROCE,+x%per year,25%until end of 2003,17%until year 2004,Vision/Strategy,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,20,The Implementation of the Balanced Scorecard means Drilling Down to all Relevant Company Levels,Cascading down the Balanced Scorecard,The implementation process ensures that each level understands its contribution to the higher level and the overall strategic objectives.,Uddeholm Tooling AB,Corporate Scorecard,Depart-ments,Hot Forming,Department,Scorecard,MachiningDepartment,Scorecard,xyzDepartment,Scorecard,Sub-,Depart-,ments,Heat Treatment,Scorecard,Forging,Scorecard,.,.,Activities,Initiatives,Projects.,Activity n,.,.,.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,21,Objectives and Targets on all levels are directly linked with the Corporate BSC,Corporate Balanced Scorecard,(objectives,measures,targets for integration),Finally the Balanced Scorecard tells a congruent story of strategy at all levels of the organization,Cascading down the Balanced Scorecard,Departmental Scorecards,(objectives,measures,targets),Clear functional priorities and alignment,Activities,Initiatives,Projects.,“Management by Objectives”,Clear responsibilities,for each one,“ALL FIT TOGETHER”,Top-level consensus,on,“,W,hat is,important,.,”,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Fin,Persp.,Cust,Persp.,Learn,Persp.,Int,Persp.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,Financial,Perspec.,Customer,Perspec.,Learn&Innovation,Perspec.,Internal Proc,Perspec.,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,22,1 The Balanced Scorecard Concept,Designing the Balanced Scorecard,Implementing the,Balanced Scorecard,2 Balanced Scorecard Example,3 Project Approach and Project Plan,4 Summary,5 References,6 Next Steps,Contents,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,23,?,FUTURE,The Vision of a Mayor Sales Organisation was developed,but not understood by the Employees,“We become number one!”,Wide product basket adding value to the customer,The leading sales organisation,Exploit local market places,Improving customer focus year on year,Best in Europe by building the xy brand,Exceed customer expectations in such a way as to differentiate positively,Vision stated by Management,“I dont think where were going is understood”,“There is no clearly articulated vision”,“I personally disagree”,“It would be nice to have a view what we want to be”,Were transitioning from the Old to the New and dont know what New needs”,Statements given by Employees,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,24,Top Executive Interviews,Strategic objectives and priorities of top management,Identification of strategic themes and key success factors,Management Workshops,Alignment of strategic objectives and priorities,Development of“Corporate Scorecard”,Objectives,KPIs,Targets,Communication and Alignment,Strategic initiatives,Link to compensation and reward systems,Customer Perspective,Retain customer loyalty,Increase customer spend,Attract new customers,Financial Perspective,Grow Sales,Maximise Profit,Invest Wisely,Build better,Operate better,Supply better,Technology better,Internal ProcessesPerspective,Learning and Innovation,Perspective,Recruit the best,Develop people to be the best,Retain the most loyal&committed people,Live the values,Vision/Strategy,The Balanced Scorecard was developed in a Workshop driven Process,High Level Process And Result,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,25,For every Perspective the actual Objectives,KPIs and Target Figures had been developed,Customer Perspective,Retain customer loyalty,Increase customer spend,Attract new customers,2.,Increase customer spend,Best product offer,Best loyalty club,Best service in UK,As strong in sales as in service,On track,Customer plan-Innovation,Customer plan-Service,Customer plan Additional gadgets,Gap or Time Lag,Best company to buy image,No service reputation,Loyalty Card behaviour,1.,Retain Customer Loyalty,Understand customers better than anyone,Best Value for money,Most enjoyable place to shop,On track,Price basket,Customer plan-fundamentals,Gap or Time Lag,Customer image,Value image,No.of dissatisfied customers,3.,Attract new customers,Develop and open new sales offices,Develop and open new channels,Personify ABC Ltd values,On track,Projected revenue from new products,New channels development plan,Gap or Time Lag,Value of new customers,Actual new sales offices,Brand image,Example“Customer,Perspective”,Financial,Perspective,Vision/Strategy,Customer,Perspective,Learn&Innovation,Perspective,Internal Process,Perspective,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,26,A Balanced Scorecard reflects all the defined KPIs that affect how well the Unit is doing,ROCE,Share of turn-over,by new products,Increase of dividend,Customer satisfaction index,Price-basket,Ratio of sales to new and,already existing customers,additional KPIs,Turnover per working hour,Time to market,Number of developmentpartnerships,with customers,additional KPIs,additional KPIs,additional KPIs,Motivation index,Turnover per working hour,additional KPIs,Customer,Perspective,Learning&Innovation,Perspective,Internal Processes,Perspective,Finance,Perspective,WORKING,EXAMPLE,KPI,11/12/2025,UTAB BSC PAPER 9D-2002 WI.PPT,27,Progress against Targets for each KPI is shown by the colour code,Keeping the system simple and,visible,ensures that the majority of effort is spent on investigatin