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Complete and Balanced Service Scorecard, A: Creating Value Through Sustained Performance Improvement

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Complete and Balanced Service Scorecard, A: Creating Value Through Sustained Performance Improvement

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About

Features

Only guide to using the bestselling Balanced Scorecard methodology to improve performance in service organizations

  • Based on the groundbreaking "Business Scorecard" concept, with over 200,000 copies sold.
  • Addresses the critical issue of how to quantify and assess the performance of service operations.
  • Easy to understand and implement the "service scorecard" from start to finish, effectively measuring growth, leadership, acceleration, collaboration, innovation, execution, and retention.
  • Description

    • Copyright 2009
    • Dimensions: 6x9
    • Pages: 320
    • Edition: 1st
    • Book
    • ISBN-10: 0-13-198600-7
    • ISBN-13: 978-0-13-198600-8
    • eBook (Watermarked)
    • ISBN-10: 0-13-135942-8
    • ISBN-13: 978-0-13-135942-0

    In the U.S., service related activities have become dominant aspects of the economy and currently account for well over 50% of our GNP. The authors' framework eliminates outdated, low-value techniques originally created for manufacturing firms, replacing them with advanced techniques that fully leverage your investments in technology. Tyagi and Gupta begin by explaining why conventional balanced scorecard approaches don't work well for service organizations, discussing issues ranging from the inherent variability of customers, servers, and processes, the crucial importance of engagement, and the unique challenges of service innovation. Next, they introduce a Service Scorecard framework that encompasses the seven key elements of service organization success: Growth, Leadership, Acceleration, Collaboration, Innovation, Execution, and Retention. You'll learn how to set clear performance targets at the function and business level; benchmark performance against best practices; identify improvement opportunities; and capture performance data that offers a leading indicator for financials. Their proven approach is designed for easy understanding and implementation without the need for expensive consultants. Simply put, it offers today's most direct path to measuring performance and optimizing business value in any service organization.

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    Performance Management and Scorecards

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    Table of Contents

    About the Authors  xv

    Foreword by Paul Harmon  xvii

    Foreword by Dean Spitzer, Ph.D.  xxi

    Introduction  xxiii

    Part I   Understanding Service Performance

    Chapter 1        Performance Management and Scorecards  3

    Chapter 2        Performance Challenges in the Service Sector  19

    Chapter 3        Six Sigma for Services 39

    Chapter 4        Performance Management for Services  57

    Part II  Learning Service Scorecard

    Chapter 5        Understanding the Service Scorecard  75

    Chapter 6        Designing a Service Scorecard  97

    Chapter 7        Leadership and Acceleration  115

    Chapter 8        Collaboration  129

    Chapter 9        Innovation and Execution  143

    Chapter 10      Retention and Growth  173

    Part III Practicing Service Scorecard

    Chapter 11      Implementation of the Service Scorecard  195

    Chapter 12      Integration of Service Scorecard and Improvement Initiatives  215

    Chapter 13      Service Scorecard Validation  233

    Chapter 14      Best Practices 251

    Final Thoughts  269

    Bibliography  275

    Index  283

    Updates

    Errata

    PrintNumber ErrorLocation Error Correction DateAdded
    1 pxiii My special thank you goes to Dean Dipak Jain, Dean, Kellogg School of Management, Northwestern University, for planting the seed and providing invaluable suggestions to focus on Service performance issues. My special “thank you” goes to Dipak Jain, Dean, Kellogg School of Management, Northwestern University, for planting the seed and providing invaluable suggestions to focus on Service performance issues. 9/4/2008
    1 pxxv Global correction: Glacier GLACIER 9/4/2008
    1 p29 Customer-introduced variability is unique to service situations due to customer involvement at service production and design stages.

    remove extra space
    Customer-introduced variability is unique to service situations due to customer involvement at service production and design stages. 9/4/2008
    1 p127 For example, if a manufacturing process is yielding 80 percent, the rate of improvement goal could be set between 30 percent and 70 percent of the 20 percent waste. For example, if a typical process is yielding 80 percent, the rate of improvement goal could be set between 30 percent and 70 percent of the 20 percent waste. 9/4/2008

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