Register your product to gain access to bonus material or receive a coupon.
Complete and Balanced Service Scorecard, A: Creating Value Through Sustained Performance Improvement
- By Rajesh K. Tyagi, Praveen K. Gupta
- Published Jul 1, 2008 by FT Press.
Book
- Sorry, this book is no longer in print.
About
Features
Only guide to using the bestselling Balanced Scorecard methodology to improve performance in service organizations
Description
- Copyright 2009
- Edition: 1st
- Book
- ISBN-10: 0-13-198600-7
- ISBN-13: 978-0-13-198600-8
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 The authors' framework eliminates outdated, low-value techniques originally created for manufacturing firms, replacing them with advanced techniques that fully leverage your investments in technology.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.
Sample Content
Online Sample Chapter
Performance Management and Scorecards
Sample Pages
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 |