Keeping Score: Using the Right Metrics to Drive World-Class Performance

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Overview

Keeping Score ensures that you look at the right metrics. The author contends that metrics must focus on the past, present, and future and be based on the needs of the customers, shareholders, and employees. Measuring everything is more damaging than measuring nothing -- pinpointing the vital measures is the key to success. Integrating the "balancing scorecard" concept with a Baldrige approach, Keeping
Score
will show you how to-
  • Evaluate your current approach to measurement
  • Pinpoint incorrect performance measurements
  • Select the right financial metrics
  • Measure customer satisfaction and value
  • Measure quality of products and services before they reach customers
  • Perform process measurement
  • Track supplier performance
  • Measure employee satisfaction
  • Redesign metrics and systems used to collect and report data

All organizations spend thousands of hours collecting and reading data. However, many of these hours are nothing more than wasted time because organizations analyze the wrong metrics - which leads to inaccurate decision making.

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Editorial Reviews

Booknews
Shows how to pinpoint key measures when measuring and analyzing organizational data, demonstrating how to evaluate the current approach to measurement and how to redesign inadequate metrics and systems used to collect and report data. Details methods for measuring financial performance, customer satisfaction, product/service quality, operational performance, and employee satisfaction. For corporate and organizational managers. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9781563273551
  • Publisher: Taylor & Francis
  • Publication date: 10/28/2006
  • Edition description: New Edition
  • Pages: 224
  • Sales rank: 438,717
  • Product dimensions: 6.00 (w) x 8.90 (h) x 0.50 (d)

Meet the Author

Mark Graham Brown has spent the past 18 years consulting with major corporations on improving their performance. His current clients include: Air Products & Chemicals, Appleton Papers, Cargill, IBM, and Pacific Bell. He served as a Baldrige Examiner for three years and as the overseer for the California Quality Awards during 1994 and 1995.
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Table of Contents

Acknowledgements
Introduction
PART I: EVALUATING YOR MEASUREMENT SYSTEM
Chapter 1: Measurement: The Key to World-Class Performance
Chapter 2: Problems with Most Measurement Systems
Chapter 3: Evaluating Your Existing Measurement System
PART II: SELECTING THE RIGHT METRICS
Chapter 4: Keeping Score in World-Class Organizations
Chapter 5: Measuring Financial Performance
Chapter 6: Measuring Customer Satisfaction and Value
Chapter 7: Measuring Product/Service Quality
Chapter 8: Measuring Processes and Operational Performance
Chapter 9: Measuring Supplier Performance
Chapter 10: Measuring Employee Satisfaction
PART III: REDESIGNING YOUR MEASUREMENT SYSTEM
Chapter 11: How to Design Your Own Measurement System
Chapter 12: Linking Measures to Strategy and Key Success Factors
Chapter 13: Reporting and Analyzing Performance Data
Chapter 14: Linking Measures, Goals, and Plans
Bibliography Index

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