BSC Flexibility & the Customer Perspective Essay

BSC Flexibility & the Customer Perspective - Essay ExampleDavid P. Norton and Dr. Robert S. Kaplan pioneered the approach in the 1990s. The case study is from the British Airport Authority (BAA) at Heathrow Airports Terminal 5 project. They termed their balanced scorecard as the T5 BSC. T5 was a action management system based on discern execution indicators and measures. This paper also compares the Nortons BSC approach to the T5 BSC approach. T5 BSC based on 5 key executing indicators, 10 key measures, and 37 performance data. The performance indicators were selected as high-level quality indicators to drive the projects objectives & requirements, identify the stakeholders, agreement of benchmarks, performance of inspections and try on from the begin to the completion of the project. The indicators related tot the key measures gave general directions of the project through enablers, monitoring progress, or ascertaining outcomes. The performance data were the metrics that were m easured for from each one stage of the project. Team members did this in order to monitor performance. The key measures would be regularly reported and published (Basu, Little & Millard, 2009). The main objective of any quantity system should to encourage managers and other employees to work towards implementing the organizations strategies. Through the translation of strategy into measure of the balanced scorecard, all parties can know objectives and goals. ... roject, key performance indicators and key measures of the project were made to meet the requirements of the T5 Agreement and its complexity, spanning road, rail, and air constructions. The T5 balanced scorecard has incorporated the balancing principles of Nortons balanced scorecard fours aspects i.e. teaching & growth, customer, internal processes and financial. In the T5 BSC, the leading indicators are give by the benchmarks agreed & the verifications planned and work supervised. On the other, in Nortons BSC, the leadi ng indicators are given by learning & growth aspect. Considering the outcome indicators, the handover agreed and work complete in T5 can be related to the customer aspect in Norton & Kaplan BSC. Norton and Kaplans BSC aspect of internal process can be related to T5s inspected and protected, and compliance assured measurement indicators. On further analysis, not all the measures as groups in each of T5 indicators act according to Kaplan and Nortons BSC aspects. For example, the financial aspect relates to the total estimated cost of NCRs, a key measure of the compliance assured performance indicator. It can also be argued that the T5 KPIs and key measures have gaps related to the growth and financial BSC aspects but the assembly and manufacturing level performance indicators would not be evaluate to counter this. Kaplan and Nortons Balanced Scorecard Aspects T5 Balanced Scorecard Customer Handovers confirmed RFT Closed outstanding work items corroborate O&M manuals Confirmed Mainte nance work plans Learning & growth Agreed test & inspection plans agreed Supervisors RFT-trained Financial Set Samples/benchmarks Total estimated cost of NCRs Internal processes Inspections with respect to the crop benchmark & quality standards Checks confirming