Performance Pyramid
From Wikireedia
(Difference between revisions)
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== See also== | == See also== | ||
* [[Balanced Scorecard]] | * [[Balanced Scorecard]] | ||
| + | * [[Fitzgerald and Moon]] | ||
*http://www.som.cranfield.ac.uk/som/dinamic-content/research/cbp/IJOPM2010.pdf | *http://www.som.cranfield.ac.uk/som/dinamic-content/research/cbp/IJOPM2010.pdf | ||
[[Category:Operations]] | [[Category:Operations]] | ||
__NOTOC__ | __NOTOC__ | ||
Revision as of 08:59, 15 June 2012
Cross and Lynch 1991 viewed businesses as performance pyramids
- Objectives are top down and measurements are top up
- Quality and delivery should equal Customer satisfaction but watch that Reducing costs do not lead to a fall in staisfaction
- The left side are external influences and the right is internal
- It starts at the individual level all the way to corporate level
- Provides a more integrated approach than Fitzgerald and Moon
- Focuses on the right priorities
Performance measurements Benefits and Problems
- Develops agreed Measures
- Clarifies the Objectives of the Org
- Greater understanding of Process
- Helps faciitate comparison between divisions
- Promotes Accountability to stakeholder
- Helps sets Targets for managers
Problems
- Tunnel Vision - Undue focus on measurements to the detriment of other areas (e.g Doctors must see a patient in 48 hours)
- Sub-optimizatoin - focus on one measurement to the dertiment of others
- Myopia. Focusing too much on short-term measures and not looking looking long-term
- Measurement fixation- meeting student quotas but leading to higher drop out rates
- Misrepresentation - Not presenting the data correctly
- Mis-intrepreting the data -
- Ossification - keeping of out of date measures
Stakeholders
Who are they?, how many?, what to they want?, do they want the same things?, what is the time frame?
