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Sample records for program emissions scorecard

  1. Using Balanced Scorecard (BSC) approach to improve ergonomics programs.

    Science.gov (United States)

    Fernandes, Marcelo Vicente Forestieri

    2012-01-01

    The purpose of this paper is to propose foundations for a theory of using the Balanced Scorecard (BSC) methodology to improve the strategic view of ergonomics inside the organizations. This approach may help to promote a better understanding of investing on an ergonomic program to obtain good results in quality and production, as well as health maintenance. It is explained the basics of balanced scorecard, and how ergonomists could use this to work with strategic enterprises demand. Implications of this viewpoint for the development of a new methodology for ergonomics strategy views are offered.

  2. Characteristics of "Tween" Participants and Non-Participants in the VERB[TM] Summer Scorecard Physical Activity Promotion Program

    Science.gov (United States)

    Nickelson, Jen; Alfonso, Moya L.; McDermott, Robert J.; Bumpus, Elizabeth C.; Bryant, Carol A.; Baldwin, Julie A.

    2011-01-01

    Creating community-based opportunities for youth to be physically active is challenging for many municipalities. A Lexington, Kentucky community coalition designed and piloted a physical activity program, "VERB[TM] summer scorecard (VSS)", leveraging the brand equity of the national VERB[TM]--It's What You Do! campaign. Key elements of…

  3. Disease management 360 degrees: a scorecard approach to evaluating TRICARE's programs for asthma, congestive heart failure, and diabetes.

    Science.gov (United States)

    Yang, Wenya; Dall, Timothy M; Zhang, Yiduo; Hogan, Paul F; Arday, David R; Gantt, Cynthia J

    2010-08-01

    To assess the effect of TRICARE's asthma, congestive heart failure, and diabetes disease management programs using a scorecard approach. EVALUATION MEASURES: Patient healthcare utilization, financial, clinical, and humanistic outcomes. Absolute measures were translated into effect size and incorporated into a scorecard. Actual outcomes for program participants were compared with outcomes predicted in the absence of disease management. The predictive equations were established from regression models based on historical control groups (n = 39,217). Z scores were calculated for the humanistic measures obtained through a mailed survey. Administrative records containing medical claims, patient demographics and characteristics, and program participation status were linked using an encrypted patient identifier (n = 57,489). The study time frame is 1 year prior to program inception through 2 years afterward (October 2005-September 2008). A historical control group was identified with the baseline year starting October 2003 and a 1-year follow-up period starting October 2004. A survey was administered to a subset of participants 6 months after baseline assessment (39% response rate). Within the observation window--24 months for asthma and congestive heart failure, and 15 months for the diabetes program--we observed modest reductions in hospital days and healthcare cost for all 3 programs and reductions in emergency visits for 2 programs. Most clinical outcomes moved in the direction anticipated. The scorecard provided a useful tool to track performance of 3 regional contractors for each of 3 diseases and over time.

  4. Use of Balanced Scorecard Methodology for Performance Measurement of the Health Extension Program in Ethiopia.

    Science.gov (United States)

    Teklehaimanot, Hailay D; Teklehaimanot, Awash; Tedella, Aregawi A; Abdella, Mustofa

    2016-05-04

    In 2004, Ethiopia introduced a community-based Health Extension Program to deliver basic and essential health services. We developed a comprehensive performance scoring methodology to assess the performance of the program. A balanced scorecard with six domains and 32 indicators was developed. Data collected from 1,014 service providers, 433 health facilities, and 10,068 community members sampled from 298 villages were used to generate weighted national, regional, and agroecological zone scores for each indicator. The national median indicator scores ranged from 37% to 98% with poor performance in commodity availability, workforce motivation, referral linkage, infection prevention, and quality of care. Indicator scores showed significant difference by region (P < 0.001). Regional performance varied across indicators suggesting that each region had specific areas of strength and deficiency, with Tigray and the Southern Nations, Nationalities and Peoples Region being the best performers while the mainly pastoral regions of Gambela, Afar, and Benishangul-Gumuz were the worst. The findings of this study suggest the need for strategies aimed at improving specific elements of the program and its performance in specific regions to achieve quality and equitable health services. © The American Society of Tropical Medicine and Hygiene.

  5. Biodiesel Emissions Analysis Program

    Science.gov (United States)

    Using existing data, the EPA's biodiesel emissions analysis program sought to quantify the air pollution emission effects of biodiesel for diesel engines that have not been specifically modified to operate on biodiesel.

  6. Balanced Scorecard voor inkoop

    NARCIS (Netherlands)

    van der Honing, R.; Schotanus, Fredo

    2003-01-01

    Een Balanced Scorecard kan ontwikkeld worden voor de hele organisatie, maar ook voor onderdelen daarvan. In dit artikel wordt ingegaan op de ontwikkeling van een Balanced Scorecard voor de inkoopafdeling

  7. Presenting an algorithm of integer nonlinear multiple objective programming in conditions of uncertainty for balanced scorecard method (case study in Islamic Azad University, Semnan Branch

    Directory of Open Access Journals (Sweden)

    Hamidreza Karkehabadi

    2012-08-01

    Full Text Available Balanced scorecard is a performance appraisal method planned for measuring the organizational efficiency to develop their strategies. Organization’s strategies in a specified period are the main inputs in this model. Furthermore, due to nature, experts' opinions play the vital role in determining the strategies. In this research, the proposed algorithm is designed by using fuzzy set covering problem and non-linear multiple objective integer programming (zero and one variables, so that it can be useful to choose the best combination of strategies for specified period of time with the least deviation in experts` opinions. The presented model is carried out in Islamic Azad University, Semnan Branch. The results indicate that the designed model can provide the best combination of strategies for entering into the balanced scorecard system.

  8. Characteristics of 'tween' participants and non-participants in the VERB™ summer scorecard physical activity promotion program.

    Science.gov (United States)

    Nickelson, Jen; Alfonso, Moya L; McDermott, Robert J; Bumpus, Elizabeth C; Bryant, Carol A; Baldwin, Julie A

    2011-04-01

    Creating community-based opportunities for youth to be physically active is challenging for many municipalities. A Lexington, Kentucky community coalition designed and piloted a physical activity program, 'VERB™ summer scorecard (VSS)', leveraging the brand equity of the national VERB™--It's What You Do! campaign. Key elements of VSS subsequently were adopted in Sarasota County, FL. This study identified characteristics of Sarasota's VSS participants and non-participants. Students in Grades 5-8 from six randomly selected public schools completed a survey assessing VSS participation, physical activity level, psychosocial variables, parental support for physical activity and demographics. Logistic regression showed that VSS participants were more likely to be from Grades 5 to 6 versus Grades 7 and 8 [odds ratio (OR) = 6.055] and perceive high versus low parental support for physical activity (OR = 4.627). Moreover, for each unit rise in self-efficacy, the odds of VSS participation rose by 1.839. Chi-squared automatic interaction detector (CHAID) analysis suggested an interaction effect between grade and school socioeconomic status (SES), with a large proportion of seventh and eighth graders from high SES schools being non-participants (76.6%). A VSS-style program can be expected to be more effective with tweens who are younger, in a middle SES school, having high self-efficacy and high parental support for physical activity.

  9. Aplication of Balanced Scorecard

    OpenAIRE

    Fixová, Markéta

    2011-01-01

    This thesis that deals with the issue of "Application of the Balanced Scorecard method" focuses on establishing a strategy of the K company that makes its business in the field of transport and logistics. For the purposes of this study a method of Balanced Scorecard is used to express the strategic goals. Linking of these is shown in a strategy map. Theoretical part evaluates importance and reasons for chosing the Balanced Scorecard technique. Analysis of current situation finished with the S...

  10. Balanced Scorecards in Managing Higher Education Institutions: An Indian Perspective

    Science.gov (United States)

    Umashankar, Venkatesh; Dutta, Kirti

    2007-01-01

    Purpose: The paper aims to look at the balanced scorecard (BSC) concept and discuss in what way it should be applied to higher education programs/institutions in the Indian context. Design/methodology/approach: The paper is based on extant literature on the balanced scorecard concept per se, as well as applications of BSC in higher education as…

  11. TARP Monthly Housing Scorecard

    Data.gov (United States)

    Department of the Treasury — Treasury and the U.S. Department of Housing and Urban Development (HUD) jointly produce a Monthly Housing Scorecard on the health of the nation’s housing market. The...

  12. Advanced Emissions Control Development Program

    Energy Technology Data Exchange (ETDEWEB)

    A.P.Evans; K.E. Redinger; M.J. Holmes

    1998-04-01

    The objective of the Advanced Emissions Control Development Program (AECDP) is to develop practical, cost-effective strategies for reducing the emissions of air toxics from coal-fired boilers. Ideally, the project aim is to effectively control air toxic emissions through the use of conventional flue gas cleanup equipment such as electrostatic precipitators (ESPS), fabric filters (baghouse), and wet flue gas desulfurization. Development work to date has concentrated on the capture of mercury, other trace metals, fine particulate and hydrogen chloride. Following the construction and evaluation of a representative air toxics test facility in Phase I, Phase II focused on the evaluation of mercury and several other air toxics emissions. The AECDP is jointly funded by the United States Department of Energy's Federal Energy Technology Center (DOE), the Ohio Coal Development Office within the Ohio Department of Development (oCDO), and Babcock& Wilcox-a McDermott company (B&W).

  13. Application of Balanced Scorecard

    OpenAIRE

    Barej, Lukáš

    2015-01-01

    The concept of the Balanced Scorecard taking a part in the strategic management of a company, is a main focus of this thesis. There are the theoretical and methodological parts of the Balanced Scorecard characterized individually, as well as the development and the history of this concept. This thesis is dealing with a draft of the practical implementation of the mentioned methods. The practical part of the thesis is following the theoretical introduction where the practical part is focused o...

  14. Strategic Balanced Scorecard Simulation

    DEFF Research Database (Denmark)

    Nielsen, Steen; Nielsen, Erland Hejn

    2012-01-01

    The purpose of this article is to show how a System Dynamics Modelling approach can be integrated into the Balanced Scorecard (BSC) for a case company with special focus on the handling of causality in a dynamic perspective. The case company’s BSC model includes five perspectives and a number...

  15. Implementace metody Balanced Scorecard

    OpenAIRE

    Neuwirth, Pavel

    2014-01-01

    Diplomová práce je zaměřena na hodnocení výkonnosti společnosti pomocí metody Balanced Scorecard. Teoretická část práce popisuje východiska měření výkonnosti, metody Balanced Scorecard a postup při její implementaci. Analytická část vychází z teoretických poznatků z první části a hodnotí situaci společnosti finanční analýzou poměrových ukazatelů, strategickou analýzou a následným sestavením návrhu implementace metody Balanced Scorecard v konkrétní společnosti. Thesis is focused on evaluati...

  16. The U.S.-China Military Scorecard: Forces, Geography, and the Evolving Balance of Power, 1996-2017

    Science.gov (United States)

    2015-01-01

    The U.S.-CHINA Military Scorecard Forces, Geography, and the Evolving Balance of Power 1996–2017 Eric Heginbotham Michael Nixon, Forrest E...Military Scorecard : Forces, Geography, and the Evolving Balance of Power, 1996-2017 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT...Military Scorecard : Forces, Geography, and the Evolving Balance of Power, 1996–2017 modified Lanchester equations) is publicly available and widely used by

  17. Effectiveness of the Balanced Scorecard

    DEFF Research Database (Denmark)

    Lichen, Alex Yu; Perera, Sujatha; Crowe, Susan

    2008-01-01

    Many of the claimed benefits of the Balanced Scorecard (BSC) rely on the linkage of its performance measures to strategy and on causal relations among its measures. Using a survey research method, this study examines the extent to which adopters of BSC consider these features and whether...... they result in more effective performance measurement systems. A survey of medium and large Australian manufacturing organisations reveals that varying forms of scorecards are used in practice and that managers who perceive that their scorecard measures are linked to strategy and affect each other in a causal...

  18. Policy scorecard for gender mainstreaming: gender equity in health policy.

    Science.gov (United States)

    Keleher, Helen

    2013-04-01

    To examine whether gender mainstreaming for women's health is included in national and state health policies. A policy analysis tool (Policy Scorecard) was developed and then applied to Australia's National Health Priority Areas as well as policies of three Australian States. Despite Australia's leadership in women's health policy, its health policies are largely devoid of gender equity concerns at both national and state levels. Mainstreaming of gender equity outcomes has not yet occurred in Australia. Applying the Policy Scorecard for Gender Mainstreaming to local and country-specific policies is revealing of governments' commitment to women, and how well gender equity goals are embedded into policies and programs. Policy analysis using this gender-sensitive Policy Scorecard provides opportunities for advocacy to advance women's health and gender equity at any level of government, in any country. © 2013 The Authors. ANZJPH © 2013 Public Health Association of Australia.

  19. Including risk in the balanced scorecard

    African Journals Online (AJOL)

    kirstam

    8Key words: balanced scorecard, risk management, enterprise risk management, performance management, risk scorecard ... 2The BSC provided a new approach to performance measurement by adding non-financial ...... literature in organization studies: research themes, data sources, and methodological refinements.

  20. [Balanced scorecard in health].

    Science.gov (United States)

    Leyton-Pavez, Carolina Elena; Huerta-Riveros, Patricia Carolina; Paúl-Espinoza, Iván Renato

    2015-01-01

    To evaluate the installation of strategies in the higher complexity hospitals (HMC, in Spanish) of public health in Chile starting from the results of the Balanced Scorecard (BSC), during the years 2011-2012. The implementation of the BSC is described, the strategies and indicators identified, and the results of the 57 HMC compared and analyzed. Starting from the comparison of the results it is discovered that the BSC allows to evaluate the installation of the strategies. Differences are identified in the installation of the strategies by geographical area, with North presenting a higher score (20.21), followed by Center (10.41) and South (19.50), which can be explained by the size and complexity of this establishments, variables that should be incorporated in the evaluation of the results of the BSC.

  1. PENERAPAN BALANCED SCORECARD PADA PEMERINTAH DAERAH

    OpenAIRE

    Wahyudin Nor

    2012-01-01

    ABSTRAK   Balanced scorecard (BSC) merupakan sebuah sitem manajemen (bukan sistem pengukuran semata) yang memungkinkan organisasi menggambarkan dengan jelas visi dan strateginya dan mengaplikasikan visi dan strategi tersebut dalam  tindakan. Balanced scorecard memberikan umpan balik seputar proses bisnis internal dan outcome eksternal dalam rangka meningkatkan kinerja dan pencapaian strategis secara berkelanjutan. Konsep balanced scorecard mengukur kinerja organisasi melalui e...

  2. SCOPE: a scorecard for osteoporosis in Europe

    NARCIS (Netherlands)

    Kanis, J.A.; Borgstrom, F.; Compston, J.; Dreinhofer, K.; Nolte, E.; Jonsson, L.; Lems, W.F.; McCloskey, E.V.; Rizzoli, R.; Stenmark, J.

    2013-01-01

    The scorecard summarises key indicators of the burden of osteoporosis and its management in each of the member states of the European Union. The resulting scorecard elements were then assembled on a single sheet to provide a unique overview of osteoporosis in Europe. Introduction: The scorecard for

  3. Pitfalls in Using the Balanced Scorecard

    DEFF Research Database (Denmark)

    Nørreklit, Hanne; Jakobsen, Morten; Mitchell, Falconer

    2008-01-01

    The balanced scorecard has quickly become a leading management tool. But business performance measurement is notoriously difficult, so any system, including the balanced scorecard, is likely to have unanticipated and often dysfunctional consequences. This article briefly reviews the main...... attractions of the balanced scorecard and then shows how these apparent advantages might lead to problems....

  4. PENERAPAN BALANCED SCORECARD PADA PEMERINTAH DAERAH

    Directory of Open Access Journals (Sweden)

    Wahyudin Nor

    2012-07-01

    Full Text Available ABSTRAK   Balanced scorecard (BSC merupakan sebuah sitem manajemen (bukan sistem pengukuran semata yang memungkinkan organisasi menggambarkan dengan jelas visi dan strateginya dan mengaplikasikan visi dan strategi tersebut dalam  tindakan. Balanced scorecard memberikan umpan balik seputar proses bisnis internal dan outcome eksternal dalam rangka meningkatkan kinerja dan pencapaian strategis secara berkelanjutan. Konsep balanced scorecard mengukur kinerja organisasi melalui empat perspektif yakni perspektif keuangan, pelanggan, proses bisnis internal, serta pertumbuhan dan pembelajaran. Pada awalnya, balanced scorecard hanya digunakan oleh organisasi bisnis untuk mengukur kinerjanya, saat ini balanced scorecard juga digunakan oleh organisasi publik termasuk pemerintah daerah. Organisasi publik adalah organisasi yang bertujuan menyediakan layanan pada publik, tanpa mengejar keuntungan. Agar dapat digunakan oleh organisasi publik, balanced scorecard perlu dimodifikasi.   Kata-kata kunci: balance scorecard, organisasi publik, pemerintah daerah

  5. A Balanced Scorecard With Strategy Map: Measuring the Value of a Nursing Sabbatical.

    Science.gov (United States)

    Embree, Jennifer L; Swenty, Constance F; Schaar, Gina

    2015-01-01

    Seasoned nurses frequently resign from their positions due to burnout. An innovative idea that could support nurse retention is nurse sabbaticals. Balanced scorecards with strategy maps can display financial benefit, positive customer experience, and operational and human capital development required to initiate and sustain a professional nurse sabbatical. A balanced scorecard with strategy map is an effective tool that demonstrates connection between the organizational mission and the outcomes of a nurse sabbatical program.

  6. Total Performance Scorecard Redefining Management to Achieve Performance with Integrity

    CERN Document Server

    Rampersad, Hubert

    2003-01-01

    In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organiz

  7. Going International: The Balanced Scorecard.

    Science.gov (United States)

    Rojas, Alicia M.

    2001-01-01

    Explains the balanced scorecard as a management system that provides a framework for strategic measurement which translates the vision and strategy of the organization in operational terms by four indicators: financial, process, employee and client satisfaction, and results. Also considers the importance of cultural differences in performance…

  8. Driving Improvement with a Balanced Scorecard

    Science.gov (United States)

    Cowart, Scott K.

    2010-01-01

    This article describes how a school district's use of a transparent tool coalesced support for systemic improvement. The author was looking for a way to push improvement in his 4,000-student school system when he discovered the balanced scorecard, a strategic tool for performance management. The author details how the balanced scorecard helped him…

  9. Kritieke Succes Factoren en de Balanced Scorecard

    NARCIS (Netherlands)

    Van Veen-Dirks, P.M.G.; Wijn, M.F.C.M.

    1999-01-01

    Zowel de Balanced Scorecard als de bepaling van Kritieke Succes Factoren kunnen worden beschouwd als methoden om te komen tot de tegenwoordig zo noodzakelijk geachte niet-financiele indicatoren. Over de relatie tussen Balanced Scorecard en Kritieke Succes Factoren bestaat echter veel

  10. 75 FR 22418 - FHA TOTAL Mortgage Scorecard

    Science.gov (United States)

    2010-04-28

    ... URBAN DEVELOPMENT FHA TOTAL Mortgage Scorecard AGENCY: Office of the Chief Information Officer, HUD... samples at FHA's request, and appeals in writing for loss of privilege to use the scorecard. DATES... information technology, e.g., permitting electronic submission of responses. This notice also lists the...

  11. Advanced Emissions Control Development Program: Phase III

    Energy Technology Data Exchange (ETDEWEB)

    G.T. Amrhein; R.T. Bailey; W. Downs; M.J. Holmes; G.A. Kudlac; D.A. Madden

    1999-07-01

    The primary objective of the Advanced Emissions Control Development Program (AECDP) is to develop practical, cost-effective strategies for reducing the emissions of air toxics from coal-fired boilers. The project goal is to effectively control air toxic emissions through the use of conventional flue gas clean-up equipment such as electrostatic precipitators (ESPs), fabric filters (baghouses - BH), and wet flue gas desulfurization systems (WFGD). Development work concentrated on the capture of trace metals, fine particulate, hydrogen chloride and hydrogen fluoride, with an emphasis on the control of mercury. The AECDP project is jointly funded by the US Department of Energy's Federal Energy Technology Center (DOE), the Ohio Coal Development Office within the Ohio Department of Development (OCDO), and Babcock and Wilcox, a McDermott company (B and W). This report discusses results of all three phases of the AECDP project with an emphasis on Phase III activities. Following the construction and evaluation of a representative air toxics test facility in Phase I, Phase II focused on characterization of the emissions of mercury and other air toxics and the control of these emissions for typical operating conditions of conventional flue gas clean-up equipment. Some general comments that can be made about the control of air toxics while burning a high-sulfur bituminous coal are as follows: (1) particulate control devices such as ESP's and baghouses do a good job of removing non-volatile trace metals, (2) particulate control devices (ESPs and baghouses) effectively remove the particulate-phase mercury, but the particulate-phase mercury was only a small fraction of the total for the coals tested, (3) wet scrubbing can effectively remove hydrogen chloride and hydrogen fluoride, and (4) wet scrubbers show good potential for the removal of mercury when operated under certain conditions, however, for certain applications, system enhancements can be required to achieve

  12. PERANCANGAN BALANCED SCORECARD UNTUK PENGEMBANGAN STRATEGI DI SEAMEO BIOTROP

    Directory of Open Access Journals (Sweden)

    Dewi Suryani

    2014-09-01

    Full Text Available ABSTRACTThe objectives of the research were 1 Outlining the vision, mission, and strategy of SEAMEO into strategic objectives in four perspectives of the Balanced Scorecard, 2 Determining KPIs, targets, strategic initiatives, and strategy map which can be implemented by Seameo Biotrop , 3 Designing a causal relationship of the strategic objectives through strategic map, and 4 Formulating managerial implications for Seameo Biotrop. The result showed that in the financial perspective four key indicators were identified, in the customer perspective five key indicators were identified, and both in the internal business process and the learning and growth perspective three key indicators were identified. In the financial perspective, amount of funding received from the Government shows the highest contribution to the institution's performance, meanwhile in the customer perspective, number of regular/new research/program conducted in collaboration with academia, research and development organizations, and other related industries shows the highest contribution to institution's performance. In the internal business process perspective, number of MOU signed and implemented shows the highest contribution to the institution’s performance, and in the growth and learning perspective, ratio of labor productivity shows the highest contribution to the institution's performance. Keywords: seameo biotrop, balanced scorecard, KPIABSTRAKTujuan dari penelitian ini adalah 1 menguraikan visi, misi, dan strategi Seameo menjadi tujuan strategis dalam empat perspektif Balanced Scorecard, 2 menentukan KPI, target, inisiatif strategis, dan peta strategi yang dapat diterapkan oleh Seameo Biotrop, 3 merancang hubungan sebab akibat dari tujuan strategis melalui peta strategis, dan 4 merumuskan implikasi manajerial untuk Seameo Biotrop. Metode analisis data yang digunakan adalah Balanced Scorecard dan Key Performance Indicator. Hasil penelitian menunjukkan bahwa dalam

  13. ALI Conservation Scorecards Input Data Layers

    Data.gov (United States)

    Department of the Interior — In 2014 and 2015, the Arid Lands Initiative developed “Conservation Scorecards” for their Priority Core Areas (PCAs) and Priority Linkage Areas (PLAs). To create...

  14. Umsetzung der Unternehmensstrategie mit der Balanced Scorecard

    Science.gov (United States)

    Crespo, Isabel; Bergmann, Lars; Portmann, Stefan; Lacker, Thomas; Lacker, Michael; Fleischmann, Jürgen; Kozó, Hans

    Die Balanced Scorecard (BSC) ist ein Ansatz zum strategischen Management, der neben der Ausrichtung des Unternehmens auf finanzielle Zielwerte ebenso großes Gewicht auf so genannte weiche Faktoren legt, die den wirtschaftlichen Erfolg eines Unternehmens erst ermöglichen. Das entscheidende Merkmal der Balanced Scorecard ist dabei, dass sie ein ausgewogenes System strategischer Ziele herstellt, welches das Unternehmen hinsichtlich der vier Perspektiven Finanzen, Kunden, interne Prozesse und Mitarbeiter und Potenziale strategisch ausrichtet (Kaplan u. Norton 1997).

  15. Using a balanced scorecard to improve the performance of an emergency department.

    Science.gov (United States)

    Huang, Shu-Hsin; Chen, Ping-Ling; Yang, Ming-Chin; Chang, Wen-Yin; Lee, Haw-Jenn

    2004-01-01

    The performance of the emergency department significantly improved after implementing the balanced scorecard including hours of continuing education attended by the staff, staff job satisfaction, the rate of incomplete laboratory tests within 30 minutes, the average monthly inappropriate return rate, and hospital profit. The results can assist administrators plan for the future. Although this was a pilot program for implementing a balanced scorecard in an emergency department, the indicators used in this study may also be reasonable for a hospital that has limited resources.

  16. Hands-on Scorecarding in the Higher Education Sector

    Science.gov (United States)

    Scholey, Cam; Armitage, Howard

    2006-01-01

    The balanced scorecard, introduced by Robert Kaplan and David Norton, has evolved from an improved performance measurement system to an integrated strategic planning, implementation, and scorecarding system. Simple yet powerful second-generation balanced scorecards depict the organization's strategy through a series of strategy maps and scorecards…

  17. A Balanced Scorecard Approach to Public Relations Management Assessment.

    Science.gov (United States)

    Fleisher, Craig S.; Mahaffy, Darren

    1997-01-01

    Describes a new managerial approach to assessing public relations/communications (PR/C) performance using a "balanced scorecard." Reviews the current state of PR/C management assessment; illustrates the balanced scorecard framework; highlights its strengths and weaknesses; describes the process of applying the scorecard to PR/C units;…

  18. Medical records department and balanced scorecard approach.

    Science.gov (United States)

    Ajami, Sima; Ebadsichani, Afsaneh; Tofighi, Shahram; Tavakoli, Nahid

    2013-01-01

    The Medical Records Department (MRD) is an important source for evaluating and planning of healthcare services; therefore, hospital managers should improve their performance not only in the short-term but also in the long-term plans. The Balanced Scorecard (BSC) is a tool in the management system that enables organizations to correct operational functions and provides feedback around both the internal processes and the external outcomes, in order to improve strategic performance and outcomes continuously. The main goal of this study was to assess the MRD performance with BSC approach in a hospital. This research was an analytical cross-sectional study in which data was collected by questionnaires, forms and observation. The population was the staff of the MRD in a hospital in Najafabad, Isfahan, Iran. To analyze data, first, objectives of the MRD, according to the mission and perspectives of the hospital, were redefined and, second, indicators were measured. Subsequently, findings from the performance were compared with the expected score. In order to achieve the final target, the programs, activities, and plans were reformed. The MRD was successful in absorbing customer satisfaction. From a customer perspective, score in customer satisfaction of admission and statistics sections were 82% and 83%, respectively. The comprehensive nature of the strategy map makes the MRD especially useful as a consensus building and communication tool in the hospital.

  19. Measuring and monitoring IT using a balanced scorecard approach.

    Science.gov (United States)

    Gash, Deborah J; Hatton, Todd

    2007-01-01

    Ensuring that the information technology department is aligned with the overall health system strategy and is performing at a consistently high level is a priority at Saint Luke's Health System in Kansas City, Mo. The information technology department of Saint Luke's Health System has been using the balanced scorecard approach described in this article to measure and monitor its performance for four years. This article will review the structure of the IT department's scorecard; the categories and measures used; how benchmarks are determined; how linkage to the organizational scorecard is made; how results are reported; how changes are made to the scorecard; and tips for using a scorecard in other IT departments.

  20. Does the balanced scorecard support organizational viability?

    NARCIS (Netherlands)

    Achterbergh, J.M.I.M.; Beeres, R.J.M.; Vriens, D.J.

    2003-01-01

    In this paper we assess whether the balanced scorecard (BSC) supports the necessary functions for organizational viability. To this purpose, we use the viable system model (VSM) as a means to describe the functions required for organizational viability. Then we use the VSM as a template to assess

  1. Sustainability as a part of balanced scorecard

    Directory of Open Access Journals (Sweden)

    Lucie Sara Zavodna

    2013-05-01

    Full Text Available Sustainability is a trend, which is more seriously discussed on the international and national level. But also companies in the local level are pushed to have strategies and visions, which enable better future for society, our planet and local economy. Sustainability is one of the conditions – it allows companies to implicate social, economic and environmental pillars to the company´s strategy and management. The question, which remains today is, how to measure social, economic and environmental impact on society? And more – how to enable future generations to have the same conditions as we have today? The paper provides format for a possible bridge between current strategic Balanced Scorecard system and future trend of sustainability. One of the special tools, which can be used for measuring sustainability, is Balanced Scorecard (by Kaplan and Norton in 1990s with the complement of sustainable metrics. The paper introduces three possible methods, which can be used by implementing sustainability into the Balanced Scorecard. One of these methods is described in detail. There is a focus on the sustainable indicators included as the fifth area in Balanced Scorecard model.

  2. Applying the Balanced Scorecard to Education

    Science.gov (United States)

    Karathanos, Demetrius; Karathanos, Patricia

    2005-01-01

    Although the application of the balanced scorecard (BSC) in the business sector is well documented, very little research has been reported regarding the adaptation or application of the BSC in the education sector. In this article, the authors (a) describe how the Baldrige Education Criteria for Performance Excellence has adapted the concept of…

  3. Identifying Balance in a Balanced Scorecard System

    Science.gov (United States)

    Aravamudhan, Suhanya; Kamalanabhan, T. J.

    2007-01-01

    In recent years, strategic management concepts seem to be gaining greater attention from the academicians and the practitioner's alike. Balanced Scorecard (BSC) concept is one such management concepts that has spread in worldwide business and consulting communities. The BSC translates mission and vision statements into a comprehensive set of…

  4. Managing Service Quality with the Balanced Scorecard.

    Science.gov (United States)

    Poll, Roswitha

    In order to evaluate and utilize library data for the management process, a German project, sponsored by the German Research Council, uses the Balanced Scorecard as the concept for integrated quality management. Performance indicators across the following four perspectives are combined to produce a balanced evaluation of the library: (1) users,…

  5. Teaching the Balanced Scorecard through Simulation

    Science.gov (United States)

    Capelo, Carlos; Lopes, Ana Isabel; Mata, Ana

    2012-01-01

    Kaplan and Norton introduced the Balanced Scorecard (BSC) which is based on a systems perspective of the business strategy and performance measurement. Many organizations around the world are using the BSC to define, implement and manage strategy. Nevertheless there exist studies that identify problems and limitations associated with the…

  6. The Balanced Scorecard: Beyond Reports and Rankings.

    Science.gov (United States)

    Stewart, Alice C.; Carpenter-Hubin, Julie

    2001-01-01

    Discusses the use of performance indicators by higher education institutions for internal assessment as well as external reporting. Describes the balanced scorecard developed by Robert S. Kaplan and David P. Norton in 1992, a set of measures that allow for a holistic, integrated view of business performance. Explores how to create and use the…

  7. Transcribing the balanced scorecard into system dynamics

    DEFF Research Database (Denmark)

    Nielsen, Steen; Nielsen, Erland Hejn

    2013-01-01

    The purpose of this paper is to show how a System Dynamics Modelling approach can be integrated into the Balanced Scorecard (BSC) for a case company with special focus on the handling of causality in a dynamic perspective. The BSC model includes five perspectives and a number of financial and non...

  8. SUSTAINABILITY AS A PART OF BALANCED SCORECARD

    Directory of Open Access Journals (Sweden)

    LUCIE SARA ZAVODNA

    2013-05-01

    Full Text Available Sustainability is a trend, which is more seriously discussed on the international and national level. But also companies in the local level are pushed to have strategies and visions, which enable better future for society, our planet and local economy. Sustainability is one of the conditions – it allows companies to implicate social, economic and environmental pillars to the company´s strategy and management. The question, which remains today is, how to measure social, economic and environmental impact on society? And more – how to enable future generations to have the same conditions as we have today? The paper provides format for a possible bridge between current strategic Balanced Scorecard system and future trend of sustainability. One of the special tools, which can be used for measuring sustainability, is Balanced Scorecard (by Kaplan and Norton in 1990s with the complement of sustainable metrics. The paper introduces three possible methods, which can be used by implementing sustainability into the Balanced Scorecard. One of these methods is described in detail. There is a focus on the sustainable indicators included as the fifth area in Balanced Scorecard model.

  9. Emissions Scenarios, Costs, and Implementation Considerations of REDD Programs

    Energy Technology Data Exchange (ETDEWEB)

    Sathaye, Jayant; Andrasko, Ken; Chan, Peter

    2011-04-11

    Greenhouse gas emissions from the forestry sector are estimated to be 8.4 GtCO2-eq./year or about 17percent of the global emissions. We estimate that the cost forreducing deforestation is low in Africa and several times higher in Latin America and Southeast Asia. These cost estimates are sensitive to the uncertainties of how muchunsustainable high-revenue logging occurs, little understood transaction and program implementation costs, and barriers to implementation including governance issues. Due to lack of capacity in the affected countries, achieving reduction or avoidance of carbon emissions will require extensive REDD-plus programs. Preliminary REDD-plus Readiness cost estimates and program descriptions for Indonesia, Democratic Republic of the Congo, Ghana, Guyana and Mexico show that roughly one-third of potential REDD-plus mitigation benefits might come from avoided deforestation and the rest from avoided forest degradation and other REDD-plus activities.

  10. World Bank Group/World Bank Corporate Scorecards, April 2016

    OpenAIRE

    World Bank Group

    2016-01-01

    This pamphlet presents the World Bank Group and World Bank Corporate Scorecards updated with latest data available for Tier 3 (Performance Tier) as of December 31, 2015. Tiers 1 and 2 present data from end of fiscal year 2015. The World Bank Group Corporate Scorecard monitors the implementation of the World Bank Group Strategy. The Scorecard provides an apex view of the results and performance indicators of the three World Bank Group institutions—the World Bank (WB), ...

  11. Kinerja PT Wotraco Bali Raya (Ditinjau dari Balanced Scorecard)

    OpenAIRE

    FRESSATRIA, FRESSATRIA; ANTARA, MADE; WIJAYANTI, PUTU UDAYANI

    2012-01-01

    Performance PT Wotraco Bali Raya (In terms of Balanced Scorecard) Balanced scorecard is a management system for companies to invest in the long termin order to achieve certain financial results that enable the development of a business organization rather than simply managing the bottom line to boost short-termresults. The purpose of this study was to determine the performance of PT Wotraco Bali Raya viewed from four perspectives of balanced scorecard namely financial perspective, customer pe...

  12. Scorecards, dashboards, and KPIs keys to integrated performance measurement.

    Science.gov (United States)

    Wyatt, Jamie

    2004-02-01

    Many providers are using a balanced scorecard to measure performance. Another tool that can be used with the balanced scorecard is a visual dashboard. Visual dashboards can help managers easily access and analyze their key performance indicators (KPIs), saving time and confusion. The experience of St. Luke's Episcopal Health System shows that successful application of a balanced scorecard requires integrating information and using the visual dashboards to provide immediate organizationwide access to KPIs.

  13. RANCANGAN SISTEM INFORMASI DENGAN BALANCED SCORECARD UNTUK PENILAIAN KINERJA KOPERASI

    National Research Council Canada - National Science Library

    Supriyati Supriyati; Mustafid Mustafid; Beta Noranita

    2016-01-01

    .... Balanced Scorecard Method (BSC) is one of performance assessment methods that measures 4 perspectives which are customer, financial, internal business process, also growth and learning perspective...

  14. Applying the balanced scorecard in healthcare provider organizations.

    Science.gov (United States)

    Inamdar, Noorein; Kaplan, Robert S; Bower, Marvin

    2002-01-01

    Several innovative healthcare executives have recently introduced a new business strategy implementation tool: the Balanced Scorecard. The scorecard's measurement and management system provides the following potential benefits to healthcare organizations: It aligns the organization around a more market-oriented, customer-focused strategy It facilitates, monitors, and assesses the implementation of the strategy It provides a communication and collaboration mechanism It assigns accountability for performance at all levels of the organization It provides continual feedback on the strategy and promotes adjustments to marketplace and regulatory changes. We surveyed executives in nine provider organizations that were implementing the Balanced Scorecard. We asked about the following issues relating to its implementation and effect: 1. The role of the Balanced Scorecard in relation to a well-defined vision, mission, and strategy 2. The motivation for adopting the Balanced Scorecard 3. The difference between the Balanced Scorecard and other measurement systems 4. The process followed to develop and implement the Balanced Scorecard 5. The challenges and barriers during the development and implementation process 6. The benefits gained by the organization from adoption and use. The executives reported that the Balanced Scorecard strategy implementation and performance management tool could be successfully applied in the healthcare sector, enabling organizations to improve their competitive market positioning, financial results, and customer satisfaction. This article concludes with guidelines for other healthcare provider organizations to capture the benefits of the Balanced Scorecard performance management system.

  15. Spreadsheet-Based Program for Simulating Atomic Emission Spectra

    Science.gov (United States)

    Flannigan, David J.

    2014-01-01

    A simple Excel spreadsheet-based program for simulating atomic emission spectra from the properties of neutral atoms (e.g., energies and statistical weights of the electronic states, electronic partition functions, transition probabilities, etc.) is described. The contents of the spreadsheet (i.e., input parameters, formulas for calculating…

  16. Quality Assurance Program Plan for radionuclide airborne emissions monitoring

    Energy Technology Data Exchange (ETDEWEB)

    Vance, L.M.

    1993-07-01

    This Quality Assurance Program Plan (QAPP) describes the quality assurance requirements and responsibilities for radioactive airborne emissions measurements activities from regulated stacks are controlled at the Hanford Site. Detailed monitoring requirements apply to stacks exceeding 1% of the standard of 10 mrem annual effective dose equivalent to the maximally exposed individual from operations of the Hanford Site.

  17. Balanced scorecard i Durapart AS : en studie av balanced scorecard i en attføringsbedrift

    OpenAIRE

    Haugetun, Roar; Aarnes, John Christian Akre

    2008-01-01

    Masteroppgave i Industriell økonomi og informasjonsledelse, Universitetet i Agder, Grimstad Temaet for utredningen er Balanced Scorecard, også på norsk kalt balansert målstyring, på toppledernivå og avdelingsnivå i attføringsbedriften Durapart AS. Robert S. Kaplan og David P. Norton har laget en modell, Balanced Scorecard, som hovedsakelig er et verktøy som handler om at bedrifter skal kunne styre etter og måle andre områder enn kun de finansielle, som tradisjonelt og historisk...

  18. Dueling Scorecards: How Two Colleges Utilize the Popular Planning Method

    Science.gov (United States)

    Ballentine, Howard; Eckles, Jay

    2009-01-01

    The Balanced Scorecard is a planning model used extensively in business to provide direction and accountability to an organization. Despite the demonstrated success of the model, it has not been widely used in higher education. This article compares and contrasts the use of the Balanced Scorecard by two small, private colleges. The article…

  19. Introducing the Balanced Scorecard: Creating Metrics to Measure Performance

    Science.gov (United States)

    Gumbus, Andra

    2005-01-01

    This experiential exercise presents the concept of the Balanced Scorecard (BSC) and applies it in a university setting. The Balanced Scorecard was developed 12 years ago and has grown in popularity and is used by more than 50% of the Fortune 500 companies as a performance measurement and strategic management tool. The BSC expands the traditional…

  20. Redesigning an innovation section of the Balanced Scorecard ...

    African Journals Online (AJOL)

    Redesigning an innovation section of the. Balanced Scorecard model: An African perspective. J.K. Khomba, F.N.S. Vermaak & D.G. Gouws. 1ABSTRACT. 1The Balanced Scorecard model was designed for Western countries that operate within a capitalist system. Africa differs from such. Western countries with regard to ...

  1. INDICATORS OF BALANCED SCORECARD FOR IT-CONSULTING COMPANY

    OpenAIRE

    Tikhonov Egor Nikolaevich

    2012-01-01

    Justification for using the balanced scorecard for IT consulting companies in the sphere of information technologies and the search for suitable indicators for balanced scorecard is the main purpose of work. Results of this work - Indicators, which are used to measure the project implementation effectiveness of consulting companies in information technology. The results can be used to develop practical recommendations for IT consulting companies.

  2. Including risk in the balanced scorecard: Adoption rate and ...

    African Journals Online (AJOL)

    This finding is interesting because it would indicate that the previously reported and conceptualised problem of complexity does not seem to have such a great impact as previously thought. Key words: balanced scorecard, risk management, enterprise risk management, performance management, risk scorecard, risk ...

  3. The balanced scorecard: sustainable performance assessment for forensic laboratories.

    Science.gov (United States)

    Houck, Max; Speaker, Paul J; Fleming, Arron Scott; Riley, Richard A

    2012-12-01

    The purpose of this article is to introduce the concept of the balanced scorecard into the laboratory management environment. The balanced scorecard is a performance measurement matrix designed to capture financial and non-financial metrics that provide insight into the critical success factors for an organization, effectively aligning organization strategy to key performance objectives. The scorecard helps organizational leaders by providing balance from two perspectives. First, it ensures an appropriate mix of performance metrics from across the organization to achieve operational excellence; thereby the balanced scorecard ensures that no single or limited group of metrics dominates the assessment process, possibly leading to long-term inferior performance. Second, the balanced scorecard helps leaders offset short term performance pressures by giving recognition and weight to long-term laboratory needs that, if not properly addressed, might jeopardize future laboratory performance. Copyright © 2012 Forensic Science Society. Published by Elsevier Ireland Ltd. All rights reserved.

  4. Counterinsurgency Scorecard Update: Afghanistan in Early 2015 Relative to Insurgencies Since World War 2

    Science.gov (United States)

    2016-01-01

    diagnostic purposes. If a given COIN strategy is not producing a positive scorecard balance , careful scrutiny of the scorecard can suggest whether the...total scorecard factors had a preponderance on one side or the other. Other cases with relatively balanced scorecards had relatively modest totals on...more professional or better motivated (panel failed to reach consensus). This finding is concerning because the current scorecard balance of 7.5 good

  5. [Development and evolution of a balanced scorecard in primary health care: Lessons learned].

    Science.gov (United States)

    Bartolomé-Benito, E; Jiménez-Carramiñana, J; Sánchez-Perruca, L; Bartolomé-Casado, M S; Dominguez-Mandueño, A B; Marti-Argandoña, M; Hernández-Pascual, M; Miquel-Gómez, A

    To describe the design, implementation, and monitoring of eSOAP (Primary Health Care Balanced Scorecard) and its role in the deployment of strategic objectives and clinical management, as well as to show the lessons learned during six years of follow-up. Descriptive study areas: methodology (conceptual framework, strategic matrix, strategic map, and processes map), technology and standardisation. As of December 2014, 9,046 (78%) professionals are registered in eSOAP. A total of 381 indicators were measured from 16 data sources, of which 36% were of results (EFQM model), 39.1% of clinical management, and 20% were included in the Program Centre Contract. The Balanced Scorecard has enabled to deploy all strategic lines of Primary Health Care, and has enabled the healthcare professionals to evaluate the evolution of results over time, and at patient level (e.g. 16% increase in control of diabetic patients). A total of 295,779 reports were generated and 13,080 professionals were evaluated by goals. There was an increased use of the eSOAP application by the professionals. The Balanced Scorecard was the key in deploying Primary Health Care strategies. It has helped clinical management and improved relevant indicators (health, patient experience, and costs), such as the management models that we used as references (EFQM Kaplan and Norton), and new emerging scenarios (Triple aim). Copyright © 2016 SECA. Publicado por Elsevier España, S.L.U. All rights reserved.

  6. BALANCED SCORECARD SEBAGAI PENGUKURAN KINERJA MASA DEPAN: SUATU PENGANTAR

    Directory of Open Access Journals (Sweden)

    Monika Kussetya Ciptani

    2000-01-01

    Full Text Available Performance measurement is an essential thing for a company. To become the winner in this global competition world, the company has to show a performance improvement from period to period. Recently, financial performance measurement is not enough to reflect the real business performance. That why Kaplan developed Balanced Scorecard Concept. The Balanced Scorecard Concept measure the organization's performance through four perspectives that are the financial perspective, customer perspective, internal business process perspective and learning and growth perspective. In dead, the Balanced Scorecard Concept is a concept in translating strategy into action to achieve organization's gool in the long term. The action is measured and controlled continually. This article count on the implementation of the Balanced Scorecard Concept in some companies in USA. Many problems a difficulties which occur on the implementation of the concept could became opinion and suggestions for some companies who want to implement the Balanced Scorecard. However, Balanced Scorecard will help organizations (companies to measure their performance more comprehensive and accurate. Abstract in Bahasa Indonesia : Penilaian kinerja merupakan hal yang esensial bagi perusahan. Untuk memenangkan persaingan global yang semakin ketat ini, kinerja sebuah organisasi haruslah mencerminkan peningkatan dari satu periode ke periode berikutnya. Dewasa ini pengukuran kinerja secara finansial tidaklah cukup mencerminkan kinerja organisasi sesungguhnya, sehingga dikembangkan suatu konsep Balanced Scorecard. Konsep Balanced Scorecard mengukur kinerja suatu organisasi dari empat perspektif yaitu perspektif finansial, perspektif customer, perspektif proses bisnis internal, perspektif pertumbuhan dan pembelajaran. Konsep Balanced Scorecard ini pada dasarnya merupakan penerjemahan strategi dan tujuan yang ingin dicapai oleh suatu perusahaan dalam jangka panjang, yang kemudian diukur dan dimonitor

  7. INTEGRASI METODE BALANCED SCORECARD DAN SISTEM MANAJEMEN PENGENDALIAN

    National Research Council Canada - National Science Library

    Sriwidadi, Teguh

    2012-01-01

    .... The balanced scorecard (BSC) is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision...

  8. The balanced scorecard: an integrative approach to performance evaluation.

    Science.gov (United States)

    Oliveira, J

    2001-05-01

    In addition to strict financial outcomes, healthcare financial managers should assess intangible assets that affect the organization's bottom line, such as clinical processes, staff skills, and patient satisfaction and loyalty. The balanced scorecard, coupled with data-warehousing capabilities, offers a way to measure an organization's performance against its strategic objectives while focusing on building capabilities to achieve these objectives. The balanced scorecard examines performance related to finance, human resources, internal processes, and customers. Because the balanced scorecard requires substantial amounts of data, it is a necessity to establish an organizational data warehouse of clinical, operational, and financial data that can be used in decision support. Because it presents indicators that managers and staff can influence directly by their actions, the balanced-scorecard approach to performance measurement encourages behavioral changes aimed at achieving corporate strategies.

  9. Balanced scorecard - a novel management philosophy; Balanced scorecard - eine neue Management-Philosophie

    Energy Technology Data Exchange (ETDEWEB)

    Pendzialek, W.

    1999-09-20

    The article briefly explains the management philosophy elaborated by Kaplan and Norton, USA. (orig./CB) [German] Bei dem von Kaplan und Norton in den USA entwickelte Managementkonzept der Balanced Scorecard wird eine Uebergewichtung der finanziellen Ergebnisse verhindert. Es wird eine Ausgewogenheit zwischen langfristigen und kurzfristigen Zielen, monetaeren und nichtmonetaeren Kennzahlen, Spaet- und Fruehindikatoren sowie internen und externen Leistungsanforderungen angestrebt. Dies fuehrt zu einer vernetzten und multidimensionalen Betrachtungsweise. (orig./RHM)

  10. 76 FR 71559 - Acid Rain Program: Notice of Annual Adjustment Factors for Excess Emissions Penalty

    Science.gov (United States)

    2011-11-18

    ... AGENCY Acid Rain Program: Notice of Annual Adjustment Factors for Excess Emissions Penalty AGENCY.... SUMMARY: The Acid Rain Program under title IV of the Clean Air Act provides for automatic excess emissions penalties in dollars per ton of excess emissions for sources that do not meet their annual Acid Rain...

  11. 78 FR 64496 - Acid Rain Program: Notice of Annual Adjustment Factors for Excess Emissions Penalty

    Science.gov (United States)

    2013-10-29

    ... AGENCY Acid Rain Program: Notice of Annual Adjustment Factors for Excess Emissions Penalty AGENCY.... SUMMARY: The Acid Rain Program under title IV of the Clean Air Act provides for automatic excess emissions penalties in dollars per ton of excess emissions for sources that do not meet their annual Acid Rain...

  12. Does the balance scorecard work: an empirical investigation

    OpenAIRE

    Neely, Andrew

    2008-01-01

    Commentators suggest that between 30 and 60% of large US firms have adopted the Balanced Scorecard, first described by Bob Kaplan and David Norton in their seminal Harvard Business Review paper of 1992 (Kaplan and Norton, 1992; Marr et al, 2004). Empirical evidence that explores the performance impact of the balanced scorecard, however, is extremely rare and much that is available is anecdotal at best. This paper reports a study that set out to explore the performance impact of...

  13. Latar Belakang, Potensi dan Dampak Balanced Scorecard dalam Pengukuran Financial

    OpenAIRE

    Setiawan, Amelia

    2001-01-01

    Financial accounting model that we used emphasizes on financial measure. Rapid technological innovation especially in information technology requires new capabilities for competitive success. The need to build long-range competitive capabilities and the fact about historical-cost financial accounting created a new tool for management in financial measure: the balanced scorecard. The Balanced Scorecard emphasizes that financial and nonfinancial measure must be part of information system for em...

  14. Hotel Section Management by Using Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Anna Lysy

    2009-04-01

    Full Text Available The paper presents some problems in using Balanced Scorecard (BSC in a hotel section. Fundamental element, which marks out BSC conception, is consolidation around vision and strategy appointed by the hotel management. Well compiled strategy should join all the targets and indexes, which compose four perspectives in BSC. Hotel section is the main gaining centre in the hotel, because the service quality is the main target of management strategy. BSC is a tool, which should not only measure effectiveness, but also implement changes, as soon as possible, so that the effects and expected results will be quick achieved. Most of the companies, which have used this conception, have treated it as a basic management system that joins strategy and operational activity. Therefore it is necessary to improve, modernize and create new sub perspectives in compiled BSC.

  15. Balanced scorecard model for Paulinian educational institutions

    Directory of Open Access Journals (Sweden)

    Sr. Evangeline Lorenzo Anastacio

    2016-05-01

    Full Text Available The researcher aimed to come up with a mission-centered strategic management system for Paulinian schools using the Balanced Scorecard (BSC approach. To achieve this project, a consensus was derived from 39 schools in the Philippines run by the Sisters of St. Paul of Chartres (SPC using the Delphi technique. The resulting BSC model included five perspectives, namely, spirituality, internal processes, learner and external community, learning organization, and fiscal resources perspectives. Strategic objectives with the corresponding key performance indicators (KPIs were identified. Unique to the resulting BSC model is the inclusion of spirituality perspective which ensures the conscious infusion of long-lasting values in all aspects of the school.

  16. The imaging 3.0 informatics scorecard.

    Science.gov (United States)

    Kohli, Marc; Dreyer, Keith J; Geis, J Raymond

    2015-04-01

    Imaging 3.0 is a radiology community initiative to empower radiologists to create and demonstrate value for their patients, referring physicians, and health systems. In image-guided health care, radiologists contribute to the entire health care process, well before and after the actual examination, and out to the point at which they guide clinical decisions and affect patient outcome. Because imaging is so pervasive, radiologists who adopt Imaging 3.0 concepts in their practice can help their health care systems provide consistently high-quality care at reduced cost. By doing this, radiologists become more valuable in the new health care setting. The authors describe how informatics is critical to embracing Imaging 3.0 and present a scorecard that can be used to gauge a radiology group's informatics resources and capabilities. Copyright © 2015 American College of Radiology. Published by Elsevier Inc. All rights reserved.

  17. Maximizing Strategy with an Effective Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Wendy Endrianto

    2016-03-01

    Full Text Available The research was conducted by studying the literature on the topic discussed. Presented descriptively in a systematic way to address each of the key discussion on this research, then connecting factors correlated with each other were finally seeking a conclusion the most effective method in meeting the company's goals. Then, through this study it can be concluded that in order to synergize between vision, mission and strategy of the company in regard to improving the company's performance is by communicating the balanced scorecard from top management down to the lower level of management so that all elements of the company know their respective roles in order to achieve company’s goal.

  18. Strategic Management of Electronic Commerce: An Adaptation of the Balanced Scorecard.

    Science.gov (United States)

    Hasan, Helen; Tibbits, Hendrika

    2000-01-01

    The balanced scorecard is a formal management technique built on the premise that measurement is a prerequisite to strategic management. A case study of the implementation of the balanced scorecard in a public utility is analyzed to suggest how the basic concepts and philosophy of the balanced scorecard can be retained in its adaptation to the…

  19. A Survey and Analysis of Aircraft Maintenance Metrics: A Balanced Scorecard Approach

    Science.gov (United States)

    2014-03-27

    Graphical Representation of Balanced Scorecard ( Kaplan and Norton , 1996) . 19 Figure 3. Aircrew Mission/Training Scheduling and Execution Processes...strategies. The creators of the balanced scorecard framework, Kaplan and Norton , realized the vital importance of having an easily understood, yet...satisfaction, internal processes and innovation and improvement activities. According to authors Kaplan and Norton , the balanced scorecard was

  20. Balanced Scorecard--A Strategic Management System of the Higher Education Institution

    Science.gov (United States)

    Hladchenko, Myroslava

    2015-01-01

    Purpose: The purpose of this paper is to focus on the comparative analysis of the Balanced Scorecards of four higher education institutions and aims to define the general framework of the Balanced Scorecard for the higher education institution which concerns: the structure and elements of the Balanced Scorecard; development of the Balanced…

  1. DESIGNING COMPANY PERFORMANCE MEASUREMENT SYSTEM USING BALANCE SCORECARD APPROACH

    Directory of Open Access Journals (Sweden)

    Cecep Mukti Soleh

    2015-05-01

    Full Text Available This research aimed to design how to measure company performance by using balance scorecard approach in coal transportation services industry. Depth interview was used to obtain qualitative data determination of strategic objectives, key performance indicators, strategic initiatives, and in charge units for each balanced scorecard perspectives while the quantitative data were obtained from weighting through questionnaires and analyzed using paired comparison to get a perspective what mostly affected the performance of the company. To measure the achievement of corporate performance, each KPI used (1 the scoring system with the methods that higher is better, lower is better and precise is better; (2 traffic light system with the help of green, yellow, red for identification of target achievement. This research result shows that in the balance scorecard perspective, the most influences on the overall performance of the company include the customer's perspective (31%, financial perspective (29%, internal business processes (21%, learning, and growth 19%. Keywords: balance scorecard, paired comparison, coal transportation serviceABSTRAKPenelitian ini bertujuan untuk merancang pengukuran kinerja perusahaan dengan menggunakan pendekatan balance scorecard di industri jasa pengangkutan batu bara. Data kualitatif diperoleh melalui indepth interview digunakan untuk menentukan sasaran strategik, indikator kinerja utama, inisiatif strategi dan penanggungjawab setiap divisi setiap perspektif balance scorecard, sedangkan data kuantitatif digunakan untuk pembobotan melalui kuesioner dan dianalisis dengan menggunakan metode paired comparisson untuk mendapatkan perspektif yang paling berpengaruh terhadap kinerja perusahaan. Ukuran pencapaian kinerja perusahaan dari setiap KPI menggunakan; (1 scoring system dengan bantuan metode higher is better, lower is better dan precise is better;(2 traffic light system dengan menggunakan bantuan warna hijau, kuning, merah

  2. Effektmåling ved implementering af The Balanced Scorecard på kvægsbedrifter

    DEFF Research Database (Denmark)

    Olsen, Jakob Vesterlund; Lund, Mogens

    The Balanced Scorecard is used in many firms all over the world. Literature on cre-ating a Balanced Scorecard is overwhelming. The actual benefits of implementing the Balanced Scorecard are though not that well described. In Danish Dairy farming three Balanced Scorecards have been implemented...

  3. PERANCANGAN MANAJEMEN KINERJA PENYELENGGARAAN PENDIDIKAN DAN PELATIHAN DENGAN ANCANGAN MANAGEMENT BY OBJECTIVES (MBO DAN PERSPEKTIF BALANCED SCORECARD

    Directory of Open Access Journals (Sweden)

    Ika Susanti

    2012-05-01

    Full Text Available This research is aimed to make a performance management design based on MBO and Balanced Scorecard perspective approach in order to improve education and training administration. Performance accountability stimulates public sector organizations to improve their performance continuously and to build a performance management system that is oriented not only toward the budget and its realization, but also toward results. This paper discusses MBO and Balanced Scorecard perspective approach in planning and controlling its programs. In addition, this model can be used as a strategic controller for the management to measure the organization’s success and failure. This is a qualitative research approached by a case study using the method of participant observation through questionnaires, in depth-interviews, and focused group discussions. The success of education and training administration is determined by performance achievements of the individual, division, and organization that include financial aspect, participants of the education and training program, Standard Operating Procedure (SOP, administrators of the program, technology, and innovation. The resulted design is a four-stage flowchart describing planning, implementation, measurement, and performance evaluation.Keywords : Performance Management, Design, Education and Training, Management by Objectives (MBO, Balanced Scorecard Perspective

  4. Aviation and the environment : initial voluntary airport low emissions program projects reduce emissions, and FAA plans to assess the program's overall performance as participation increases.

    Science.gov (United States)

    2008-11-01

    In 2003, Congress established a program to reduce airport ground emissions at commercial service airports in areas failing to meet or maintain air quality standards. The Federal Aviation Administration (FAA) administers the Voluntary Airport Low Emis...

  5. Multidimensional effect of the Balance scorecard in a manufacturing corporation

    Directory of Open Access Journals (Sweden)

    Katarína Teplická

    2006-09-01

    Full Text Available This paper gives a main information about the Balance scorecard and its perspectives and decribes the creation of perspective maps. The balance scorecard is a strategy that offers instruments, techniques and concepts for the management. This strategy shows how the firm fills the main goals. The balance Scorecard is a strategical system of the output measurement in the firm, measuring the firm´s efficiency by four perspectives: the financial perspective,customer perspective, perspective of the internal firm´s processes and the perspective of learning and development. In the paper are decribed and created maps presenting the organizational goals, values, attributes and the realisation arrangement. The Balance Scorecard is the important instrument of the competitiveness. The implementation of this instrument in the firm is very costly but the results are very positive. Balance Scorecard strategy and its implementation can be supported by the software product ARIS. The main task of the ARIS implementation in the firm is based on the vision, conception and the implementation. This software product lightens the processes of evaluation. Some information about this product is presented in the paper.

  6. Achieving excellence in veterans healthcare--a balanced scorecard approach.

    Science.gov (United States)

    Biro, Lawrence A; Moreland, Michael E; Cowgill, David E

    2003-01-01

    This article provides healthcare administrators and managers with a framework and model for developing a balanced scorecard and demonstrates the remarkable success of this process, which brings focus to leadership decisions about the allocation of resources. This scorecard was developed as a top management tool designed to structure multiple priorities of a large, complex, integrated healthcare system and to establish benchmarks to measure success in achieving targets for performance in identified areas. Significant benefits and positive results were derived from the implementation of the balanced scorecard, based upon benchmarks considered to be critical success factors. The network's chief executive officer and top leadership team set and articulated the network's primary operating principles: quality and efficiency in the provision of comprehensive healthcare and support services. Under the weighted benchmarks of the balanced scorecard, the facilities in the network were mandated to adhere to one non-negotiable tenet: providing care that is second to none. The balanced scorecard approach to leadership continuously ensures that this is the primary goal and focal point for all activity within the network. To that end, systems are always in place to ensure that the network is fully successful on all performance measures relating to quality.

  7. Use of the balanced scorecard in health care.

    Science.gov (United States)

    Zelman, William N; Pink, George H; Matthias, Catherine B

    2003-01-01

    Since Kaplan and Norton published their article proposing a balanced scorecard, the concept has been widely adopted by industry and health care provider organizations. This article reviews the use of the balanced scorecard in health care and concludes that the balanced scorecard: (1) is relevant to health care, but modification to reflect industry and organizational realities is necessary; (2) is used by a wide range of health care organizations; (3) has been extended to applications beyond that of strategic management; (4) has been modified to include perspectives, such as quality of care, outcomes, and access; (5) increases the need for valid, comprehensive, and timely information; and (6) has been used by two large-scale efforts across many health care organizations in a health care sector, which differ, namely in the units of analysis, purposes, audiences, methods, data, and results.

  8. The practical implementation of enterprise balanced scorecard analysis system

    Directory of Open Access Journals (Sweden)

    Pollack G.A.

    2017-01-01

    Full Text Available The use of balanced scorecard system requires to use some measurable key performance indicators in every part of an enterprise activity, not only for the enterprise itself and its subdivisions, but for every employee. These actions need the introduction/application of a corporate information system. In this work we suggest the most commonly used Russian software “1C: Enterprise Platform” (Accounting system of enterprise. We present the practical implementation of the system of real-time monitoring, analysis and control for the implementation of actions concerned with financial component of the enterprise-balanced scorecard. The formed module (expansion can be applied in pattern “1C: ERP” (Enterprise Recourse Planning. The conclusion is made about the possibility of the above information system expansion for the implementation of all components of the enterprise balanced scorecard system.

  9. The Development of the Romanian Scorecard HTA System.

    Science.gov (United States)

    Radu, Ciprian-Paul; Chiriac, Nona Delia; Pravat, Alexandra Mihaela

    2016-09-01

    To present the characteristics of the scorecard health technology assessment (HTA) implemented since 2014 and to show the results of this HTA process by the end of 2015. The health care context and the Romanian HTA legislation were studied while considering the reasons behind HTA introduction, the key stakeholders, and the HTA process as a whole. A critical appraisal was done covering public HTA reports and the decisions made by the Ministry of Health. The scorecard HTA model is in place from 2014 and is based on six criteria: France HTA decision, UK HTA decision, Germany HTA decision, the number of European Union countries with reimbursement, the development of a local real-world data study, and a budget impact assessment. By December 2015, more than 200 HTA dossiers were evaluated and the scorecard HTA results were reflected in three processes of the drug reimbursement list update. Consequently, 25 new drugs, 11 fixed-dose combinations, 2 new indications, and 4 orphan drugs received unconditional inclusion, and 5 drugs received conditional inclusion via commercial arrangements. Moreover, the scorecard system was used for delisting drugs: 16 were delisted and another 21 were moved to a lower level of reimbursement (20%). The implementation of the scorecard HTA started in 2014 using combined information from Romania and other countries. Although the scorecard HTA system makes no direct evaluation of the value of drugs, authorities consider it to be effective, being designed only to favor cost-saving drugs and to promote high discounts. Copyright © 2016 International Society for Pharmacoeconomics and Outcomes Research (ISPOR). Published by Elsevier Inc. All rights reserved.

  10. Keunggulan Balanced Scorecard Sebagai Sistem Manajemen Strategis Yang Holistik

    OpenAIRE

    Lianto, Lianto

    2011-01-01

    For many organizations, the Balanced Scorecard has evolved from a measurement tool to what Kaplan and Norton have described as a Strategic Management system. While the original intent of the Balanced Scorecard system was to balance historical financial numbers with the drivers of future value for the firm, as more and more organizations experimented with the concept they found it to be a critical tool in aligning short-term actions with their strategy. In this paper, I'll explore each of the ...

  11. Using the balanced scorecard in the development of community partnerships.

    Science.gov (United States)

    Tsasis, Peter; Owen, Susan M

    2009-02-01

    The benefits of community partnerships have been well established in the health service literature. However, measuring these benefits and associated outcomes is relatively new. This paper presents an innovative initiative in the application of a balanced scorecard framework for measuring and monitoring partnership activity at the community level, while adopting principles of evidence-based practice to the partnership process. In addition, it serves as an excellent example of how organizations can apply scorecard methodology to move away from relationship-based partnerships and into new collaborations of which they can select - using a formal skill and competency assessment for partnership success.

  12. Climate change science : high quality greenhouse gas emissions data are a cornerstone of programs to address climate change

    Science.gov (United States)

    2009-02-24

    This testimony focuses on (1) the importance of quality data on emissions in the context of a program intended to limit greenhouse gas emissions, and (2) key considerations in developing reliable data on greenhouse gas emissions. This testimony is ba...

  13. Accountability in public health units: using a modified nominal group technique to develop a balanced scorecard for performance measurement.

    Science.gov (United States)

    Robinson, Victoria A; Hunter, Duncan; Shortt, Samuel E D

    2003-01-01

    Little attention has been paid to the need for accountability instruments applicable across all health units in the public health system. One tool, the balanced scorecard was created for industry and has been successfully adapted for use in Ontario hospitals. It consists of 4 quadrants: financial performance, outcomes, customer satisfaction and organizational development. The aim of the present study was to determine if a modified nominal group technique could be used to reach consensus among public health unit staff and public health specialists in Ontario about the components of a balanced scorecard for public health units. A modified nominal group technique consensus method was used with the public health unit staff in 6 Eastern Ontario health units (n=65) and public health specialists (n=18). 73.8% of the public health unit personnel from all six health units in the eastern Ontario region participated in the survey of potential indicators. A total of 74 indicators were identified in each of the 4 quadrants: program performance (n=44); financial performance (n=11); public perceptions (n=11); and organizational performance (n=8). The modified nominal group technique was a successful method of incorporating the views of public health personnel and specialists in the development of a balanced scorecard for public health.

  14. Redesigning an innovation section of the Balanced Scorecard ...

    African Journals Online (AJOL)

    The purpose of this study was therefore to redesign the innovation perspective of the Balanced Scorecard model to suggest a new management approach for organisations based in Africa. In this study, exploratory factor analysis and correlation analysis using SPSS Version 16.0 were employed to identify four correlated ...

  15. The balanced scorecard--measures that drive performance.

    Science.gov (United States)

    Kaplan, R S; Norton, D P

    1992-01-01

    Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements and the numbers will follow," the argument goes. But managers do not want to choose between financial and operational measures. Executives want a balanced presentation of measures that allow them to view the company from several perspectives simultaneously. During a year-long research project with 12 companies at the leading edge of performance measurement, the authors developed a "balanced scorecard," a new performance measurement system that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve--the activities that drive future financial performance. Managers can create a balanced scorecard by translating their company's strategy and mission statements into specific goals and measures. To create the part of the scorecard that focuses on the customer perspective, for example, executives at Electronic Circuits Inc. established general goals for customer performance: get standard products to market sooner, improve customers' time-to-market, become customers' supplier of choice through partnerships, and develop innovative products tailored to customer needs. Managers translated these elements of strategy into four specific goals and identified a measure for each.

  16. The Integrated Scorecard in support of corporate sustainability strategies.

    Science.gov (United States)

    Journeault, Marc

    2016-11-01

    Organizations have increasingly recognized the importance and benefits of developing a sustainability strategy that incorporates environmental and social responsibilities. However, the simultaneous integration of the economic, environmental and social aspects remains a major concern for organizations. The Sustainability Balanced Scorecard (SBSC) represents one of the most promising strategic tools to help organizations face these challenges and support their sustainability strategy. However, past research has provided unclear, incomplete and even contradictory SBSC frameworks while offering little knowledge about how to integrate stakeholder management as well as environmental and social performance within the balanced scorecard to successfully support a corporate sustainability strategy. The aim of this study is to address these issues and limitations by proposing the Integrated Scorecard, a specific SBSC that integrates the three pillars of sustainability performance within four different perspectives, namely environmental, social and economic performance, stakeholder management, internal business processes, and skills and capabilities. This study provides a conceptual approach to the Integrated Scorecard and illustrates, through the use of two practical illustrations, the ability of this framework to support the corporate sustainability strategy by identifying the core sustainability objectives that organizations should achieve when creating value, facilitating the understanding of the contribution of environmental and social initiatives on economic performance, allowing the monitoring and measurement of the strategy's level of achievement, and creating synergy between sustainability performance management and reporting. Copyright © 2016 Elsevier Ltd. All rights reserved.

  17. The Balanced Scorecard as a Framework for Strategic Action

    Directory of Open Access Journals (Sweden)

    Maxwell dos Santos Celestino

    2011-12-01

    Full Text Available The professor Robert Kaplan and consultant David Norton proposed the Balanced Scorecard nineteen years ago. From that time, the concept has been adopted by all sorts of organizations - manufacturing and services, for-profit and nonprofit, public and private - in almost all developed and developing nations in the world. During this period, the Balanced Scorecard has evolved from its original purpose as an improved system of performance measurement to become the basis of a new management system that aligns and focuses the organization on actions meant to establish and refine their strategy. This evolution and refinement of the concept of the Balanced Scorecard have been documented by Kaplan and Norton in additional articles in the Harvard Business Review at Harvard University and in several books. But because of the changes that have occurred over the past nineteen years, we seek to highlight the current state of the art and to explain how to become an organization focused on strategy using the Balanced Scorecard. To this end, we review the Scorecard’s literature in recent years, to understand the extent of these applications and the interdependence between tangible and intangible resources, considering not only the performance of the company at one point in time, but its time path and system dynamics.

  18. Successful Applications of the Balanced Scorecard in Higher Education

    Science.gov (United States)

    Beard, Deborah F.

    2009-01-01

    Are there management tools that professionals use in business that academics have used successfully in higher education? The answer to that question is "yes", and the balanced scorecard (BSC) is one such tool. The author reports on measures that administrators chose for the BSCs of 2 educational institutions whose successes have been…

  19. Performance Management in Schools: Could the Balanced Scorecard Help?

    Science.gov (United States)

    Storey, Anne

    2002-01-01

    Describes and examines the nature of the Balanced Scorecard as a conceptual framework and as a management information tool. Identifies and discusses the potential and the limitations of the approach in a school context. Outlines a research agenda. (Contains 3 figures and 33 references.) (AUTHOR/WFA)

  20. Design Principles for the Development of the Balanced Scorecard

    Science.gov (United States)

    Keser Ozmantar, Zehra; Gedikoglu, Tokay

    2016-01-01

    Purpose: The purpose of this paper is to investigate the development and implementation process of the balanced scorecard (BSC) approach in an educational institution in the context of the Turkish educational system. It also aims, on the basis of the results of the applications in a particular school, to define principles through which the…

  1. Motives, Diffusion and Utilization of the Balanced Scorecard in Denmark

    DEFF Research Database (Denmark)

    Nielsen, Steen; Sørensen, René

    2003-01-01

    The Balanced ScoreCard (BSC) has achieved great attention in Denmark by now but no large surveys exist concerning motives for implementing BSC in Denmark. A questionnaire survey of 53 respondents from Danish medium-sized and larger manufacturing companies showed that areas such as "working...

  2. Delivering Training Strategies: The Balanced Scorecard at Work

    Science.gov (United States)

    Baraldi, Stefano; Cifalinò, Antonella

    2015-01-01

    Aligning the value of training to organizational goals is an emerging need in human resource management. This study, aiming at expanding the research on training evaluation from a strategic management perspective, examines whether the use of the Balanced Scorecard approach can enable an effective delivery of training strategies, thus strengthening…

  3. Motives, Diffusion and Utilisation of the Balanced Scorecard in Demark

    DEFF Research Database (Denmark)

    Nielsen, Steen; Sørensen, René

    2004-01-01

    The Balanced ScoreCard (BSC) has achieved great attention in Denmark by now but no large surveys exists concerning motives for implementing BSC in Denmark. A questionnaire survey of 53 respondents from Danish medium-size and large manufacturing companies showed that areas such as 'strategy work...

  4. Implementation and Performance Evaluation Using the Fuzzy Network Balanced Scorecard

    Science.gov (United States)

    Tseng, Ming-Lang

    2010-01-01

    The balanced scorecard (BSC) is a multi-criteria evaluation concept that highlights the importance of performance measurement. However, although there is an abundance of literature on the BSC framework, there is a scarcity of literature regarding how the framework with dependence and interactive relationships should be properly implemented in…

  5. [BALANCED SCORECARD AS A MANAGEMENT TOOL IN CLINICAL NUTRITION].

    Science.gov (United States)

    Gutiérrez López, Cristina; Mauriz, Jose L; Culebras, Jesús M

    2015-07-01

    Nowadays, balanced scorecards have updated traditional management systems in the business sector. In this way, Kaplan and Norton propose performance measurement through several perspectives with a logical sequence: internal processes and learning impact client services, so that financial performance is affected. The aim of the present paper is to analyze the main characteristics of balanced scorecard when it is applied to non-for-profit companies and, specifically to the health sector in the clinical nutrition field. This model improves the economic vision of management with clinical indicators that represent healthcare professional's perspective. The balanced scorecard would allow a proper monitoring and tracking system for the main healthcare indicators. This contributes to a better control in comparison with standards that are associated with adequate quality assistance. Owing to the role of management accounting and cost calculations, the definition of healthcare professionals as clients or users, and clinical results relevance, it is necessary to adapt the balanced scorecard to the specific characteristics of the clinical field, redefining both perspectives and indicators. Copyright AULA MEDICA EDICIONES 2014. Published by AULA MEDICA. All rights reserved.

  6. Ratify, Reject or Revise: Balanced Scorecard and Universities

    Science.gov (United States)

    Sayed, Naqi

    2013-01-01

    Purpose: The purpose of this paper is to examine the use of the Balanced Scorecard (BSC) in universities. Initially directed toward profit-oriented businesses, the BSC has since been adopted by many non-profit organisations with seemingly diverse objectives. A number of primarily publicly-funded universities and institutions, which are part of…

  7. Strategic Reporting Tool: Balanced Scorecards in Higher Education

    Science.gov (United States)

    Lyddon, Jan W.; McComb, Bruce E.

    2008-01-01

    In this toolbox article, the authors describe the recommended steps for creating a community college balanced scorecard that measures and reports on key performance indicators based on targets and signal values to end-users, college constituents and external stakeholders. Based on extensive experience in the field, the authors provide a…

  8. Strategy Revitalization in Academe: A Balanced Scorecard Approach

    Science.gov (United States)

    McDevitt, Roselie; Giapponi, Catherine; Solomon, Norman

    2008-01-01

    Purpose: The purpose of this paper is to present a unique version of the balanced scorecard developed and applied by the faculty of a university division. Design/methodology/approach: The paper uses a case study approach and uses the experiences of the faculty of a business school to describe the process and benefits of developing a custom…

  9. For which purposes do managers use the balanced scorecard?

    NARCIS (Netherlands)

    Wiersma, E.

    2009-01-01

    The accounting literature frequently publishes articles that establish the adoption rates of accounting information systems, such as the Balanced Scorecard (BSC) or Activity-Based Costing, and subsequently examines the factors that drive this adoption. However, much less is known about the specific

  10. Balanced scorecard: application in the General Panarcadian Hospital of Tripolis, Greece.

    Science.gov (United States)

    Koumpouros, Yiannis

    2013-01-01

    The purpose of this paper is to discuss the application of the balanced scorecard (BSC) in the Greek public health sector. The basic balanced scorecard theory has been adopted in the characteristics and individualities of the Greek public health system. The theoretical model developed was applied in the General Panarcadian Hospital of Tripolis (GPHT) in Greece. GPHT is a representative paradigm of a big regional Greek public hospital. It has about 300 beds and many clinics and specialties (internal medicine, cardiology, general surgery, intensive care unit, artificial kidney unit, etc.). Strategic management was performed for almost three years. The BSC model was formulated in an appropriate software program. The problems (both technical and managerial) faced during a three-year period along with the results of this management approach are presented in the current paper. The paper highlights some important gaps in the Greek public health system, while proposing actions to be taken. The BSC theory can be very successful under certain conditions. Special attention is given to the peculiarities of the Greek public health situation. The paper presents for the first time a real life example of applying BSC in the Greek public health sector.

  11. Evaluating operational specifications of point-of-care diagnostic tests: a standardized scorecard.

    Science.gov (United States)

    Lehe, Jonathan D; Sitoe, Nádia E; Tobaiwa, Ocean; Loquiha, Osvaldo; Quevedo, Jorge I; Peter, Trevor F; Jani, Ilesh V

    2012-01-01

    The expansion of HIV antiretroviral therapy into decentralized rural settings will increasingly require simple point-of-care (POC) diagnostic tests that can be used without laboratory infrastructure and technical skills. New POC test devices are becoming available but decisions around which technologies to deploy may be biased without systematic assessment of their suitability for decentralized healthcare settings. To address this, we developed a standardized, quantitative scorecard tool to objectively evaluate the operational characteristics of POC diagnostic devices. The tool scores devices on a scale of 1-5 across 30 weighted characteristics such as ease of use, quality control, electrical requirements, shelf life, portability, cost and service, and provides a cumulative score that ranks products against a set of ideal POC characteristics. The scorecard was tested on 19 devices for POC CD4 T-lymphocyte cell counting, clinical chemistry or hematology testing. Single and multi-parameter devices were assessed in each of test categories. The scores across all devices ranged from 2.78 to 4.40 out of 5. The tool effectively ranked devices within each category (p0.80; ptechnology. It is particularly relevant for countries and testing programs considering the adoption of new POC diagnostic tests.

  12. Understanding the Global Special Operations Network’s Value to Counterterrorism: A Balanced Scorecard Approach

    Science.gov (United States)

    2013-12-01

    Scorecard as a means to align short-term actions with their strategy (Niven, 2008). Since 1996, when Kaplan and Norton published the Balanced ... Kaplan , R. S. & Norton , D. P. (1996). The balanced scorecard . Boston, MA: Harvard Business School Press. Livingston, Thomas K. (2011). Building...Joint Special Operations Task Force (JSOTF), Balanced Scorecard (BSC), Robert Kaplan , strategy map 15. NUMBER OF PAGES 111 16. PRICE CODE 17

  13. Investigation of the effect of the Colorado vehicle inspection program on carbon monoxide emissions

    Energy Technology Data Exchange (ETDEWEB)

    Wolff, B.H.

    1987-01-01

    In order to demonstrate ability to meet air quality standards set by the Federal Government, specifically, by the Environmental Protection Agency (E.P.A.), Colorado implemented an Automobile Inspection and Readjustment (A.I.R.) program. As the A.I.R. program matured it became evident, through continued monitoring, covert investigations, and preliminary studies, that major discrepancies existed in the program's data and that Colorado would not be able to show sufficient reductions in vehicle emissions using the present program standards. The focus of this study was to explore those discrepancies and pinpoint where they may be occurring. To do so, the researcher collected data from a roadside pullover survey and compared this data with that reported by the A.I.R. mechanics. The following research questions were asked: (1) What is the actual effect of the A.I.R. program on emissions. (2) What is the reported effect of the A.I.R. program on CO emissions. (3) Are cars being pre-tuned to reduce CO emissions prior to the reported initial readings. (4) Are cars being readjusted after the A.I.R. inspection. Major results revealed that apparently no actual CO reductions were realized as a consequence of the A.I.R. program. Evidence showed that vehicles were not pre-tuned to reduce emissions prior to the reported initial reading, and that vehicles were not readjusted after the A.I.R. inspection.

  14. Analysis on laser plasma emission for characterization of colloids by video-based computer program

    Science.gov (United States)

    Putri, Kirana Yuniati; Lumbantoruan, Hendra Damos; Isnaeni

    2016-02-01

    Laser-induced breakdown detection (LIBD) is a sensitive technique for characterization of colloids with small size and low concentration. There are two types of detection, optical and acoustic. Optical LIBD employs CCD camera to capture the plasma emission and uses the information to quantify the colloids. This technique requires sophisticated technology which is often pricey. In order to build a simple, home-made LIBD system, a dedicated computer program based on MATLAB™ for analyzing laser plasma emission was developed. The analysis was conducted by counting the number of plasma emissions (breakdowns) during a certain period of time. Breakdown probability provided information on colloid size and concentration. Validation experiment showed that the computer program performed well on analyzing the plasma emissions. Optical LIBD has A graphical user interface (GUI) was also developed to make the program more user-friendly.

  15. Implementing a balanced scorecard as a strategic management tool in a long-term care organization.

    Science.gov (United States)

    Schalm, Corinne

    2008-01-01

    The Capital Care Group, the largest public sector continuing care organization in Canada, had no ready access to information on its own performance and therefore was limited in its pursuit of evidence-informed decision-making. To remedy this, it was decided to introduce a balanced scorecard. A literature review was conducted together with interviews with 10 other health care organizations which had implemented balanced scorecards. With this information, a workshop was held that resulted in a framework and about 120 potential indicators. Subsequently the number of indicators was reduced to 29, using pre-determined criteria. Development of a corporate balanced scorecard facilitated executive strategic thinking and clarified the organization's strategic direction. In parallel, scorecards were developed at the level of care centres. These had a common core of indicators, plus some site-specific ones. Development of the corporate scorecard took three years and an additional six months for the care centre scorecards. A formal implementation plan has been accepted by the executive team. Key to this is communicating to staff the role of scorecards for strategic management and not just performance measurement. Traditional thinking needs to change from a short-term operational focus to long-term strategy. In addition, champions need to be identified in each care centre and they need to be networked together. Finally, the scorecard is being integrated into existing operational management as a routine component together with resources to support its use. The balanced scorecard has focused on its role as a strategic management tool. The indicators and dimensions need to be customized to the organization. Senior management must be seen to be driving its introduction. It is worth spending sufficient time developing and implementing a scorecard rather than trying to rush its introduction. The scorecard needs to be integrated with existing management processes and sufficient

  16. The usefulness of a clinical 'scorecard' in managing patients with sore throat in general practice

    Directory of Open Access Journals (Sweden)

    Bakare Tony MO

    2010-07-01

    Full Text Available Abstract Background Objective: To evaluate the usefulness of a clinical scorecard in managing sore throat in general practice. Design: Validation study of scorecard for sore throat with a throat swab culture used as the 'gold standard'. Setting: A solo family practice in rural New South Wales, Australia Participants: Patients attending with sore throat. Methods Patients from the age of 5 years and above presenting with the main symptom of a sore throat, and who have not had any antibiotic treatment in the previous two weeks, were invited to participate in the study. The doctor completed a scorecard for each patient participating and took a throat swab for culture. Adult patients (> 16 yrs were asked to complete a patient satisfaction questionnaire, while guardians accompanying children (5 yr to Main outcome measures: 1. Ability of a new scorecard to differentiate between bacterial and non-bacterial sore throat. 2. Patients' trust in the scorecard. Results The scorecard has a sensitivity of 93.33%, a specificity of 63.16%, a positive predictive value of 50% and a negative predictive value of 96%. The sensitivity is better than other sore throat scorecards that have been published but with a slightly lower specificity. There was a high level of patient trust in the scorecard was (85.8% agreement. Patients also trusted their doctor's judgement based on the scorecard (90.6% agreement. Conclusions As the scorecard has a high sensitivity but only a moderate specificity, this means that it is more reliable for negative results, i.e. when the result suggests a viral infection. When the result favours a bacterial sore throat, then a high sensitivity can mean that there are a number of false positives. GPs can be confident in withholding antibiotics when the scorecard indicates a viral infection.

  17. RANCANGAN SISTEM INFORMASI DENGAN BALANCED SCORECARD UNTUK PENILAIAN KINERJA KOPERASI

    Directory of Open Access Journals (Sweden)

    Supriyati Supriyati

    2016-01-01

    Full Text Available Performance assessment  in a company is needed to evaluate the progress in one year has passed in order to make an improvement in the next year. Balanced Scorecard Method (BSC is one of performance assessment methods that measures 4 perspectives which are customer, financial, internal business process, also growth and learning perspective. In this research, performance assessment is measured by BSC method with 14 key personal indicators (KPI. Performance assessment is shown as assessment chart and target achievement graphic in every KPI for each perspective, also conclusion the conclusion of performance assessment that indicates the condition of the koperasi. Results of this research are in the form of web-based applications that is a part of information management system in koperasi. This system are giving information to all koperasi members about the performance update, so the members can give a suggestion to improve koperasi and their welfare also. Keywords : Balance Scorecard; Performance Assessment;  KPI Koperasi

  18. CSR BALANCED SCORECARD SYSTEMS AND BUSINESS PERFORMANCES: SMEs CASE STUDY

    Directory of Open Access Journals (Sweden)

    Edward Sek Khin Wong

    2016-01-01

    Full Text Available This paper aims to examine the performance measurement using the CSR Balanced Scorecard system in SMEs firms in Malaysia. It investigates the relationships of the four perspectives of CSR Balanced Scorecard system toward performance measurement. The purpose of this paper is to in- vestigate whether or not the improvement of the non-financial CSR measures will lead to the im- provement of performance measures. To test these relationships, data were collected using the four perspectives approach introduced by Utting (2007. The finding indicates that the organizational business performance can be greatly increased by putting greater emphasis to CSR measures. The results also reveal that the increases of firms customer’s satisfaction is caused by the increase imple- mentation of CSR measurement. At the end of the article, the implications of this study for SME industries and some suggestions are discussed for future studies.

  19. INTEGRASI METODE BALANCED SCORECARD DAN SISTEM MANAJEMEN PENGENDALIAN

    Directory of Open Access Journals (Sweden)

    Teguh Sriwidadi

    2012-11-01

    Full Text Available This article discusses sales force performance measurement at PT Merapi Utama Pharma and integrates performance measurement and management control system. The balanced scorecard (BSC is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The balanced scorecard suggests that we view the organization from four perspectives : the learning and growth perspective, the internal business processes perspective, the customer perspective, and the financial perspective.The management control system used is levers of control framework, included beliefs control system, boundary control system, diagnostic control system, and interactive control systems. 

  20. Kinerja Pusat Pertanggungjawaban Rumah Sakit dalam Perspektif Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Andi Nurcahya

    2017-01-01

    Full Text Available This research object being studied are representative of each of the staff of the hospital. The number of respondents in this study were as many as 30 of the 38 respondents in this hospital were sampled by simple random sampling which will then be asked to fill out questionnaires related to the five variables studied dala this study. According to the research found that the leadership competencies and positive effect on employee satisfaction. Furthermore, job satisfaction has positive influence on employee performance are also positively affects employee performance accountability hospital center performance with the balanced scorecard perspectives. in addition, also found that the competence and leadership have a direct positive effect on the performance of responsibility centers hospital with balanced scorecard perspectives.

  1. Balanced Scorecard: Perspektif Baru dalam Menilai Kinerja Organisasi

    Directory of Open Access Journals (Sweden)

    Barbara Gunawan

    2015-12-01

    Full Text Available Dengan semakin kompleksnya kondisi lingkungan organisasi, diperlukan ukuran-ukuran kinerja yang komprehensif sehingga akan terlihat kondisi berbagai sisi organisasi. Hal tersebut memberikan kejelasan arah dan sasaran bagi organisasi untuk bergerak maju baik dari sisi finansial maupun non finansial secara seimbang. Balanced Scorecard hadir untuk memfasilitasi pengukuran kinerja secara komprehensif baik dari sisi finansial dan sisi perspektif customer, internal business process, dan learning and growth dimana belum bias difasilitasi oleh pengukuran kinerja manajerial. Apabila semua sisi organisasi bias terukur maka organisasi akan dapat dikelola dengan baik seperti ungkapan “If We can count it, we can manage it”. Lebih dari itu Balanced Scorecard juga memberikan penawaran kepada organisasi akan pencapaian keunggulan kompetitif karena dengan terukurnya seluruh aspek organisasi secara komprehensif dan seimbang akan dapat memotivasi “breaktrough improvement” di berbagai bidang seperti: produk, proses, customer, dan pengembangan pasar.

  2. PROSPECTIVE AND SCORECARD, A STRATEGIC WEAPON AGAINST ENVIRONMENTAL CHANGES

    Directory of Open Access Journals (Sweden)

    María del C. Herrero-Infante

    2016-01-01

    Full Text Available Until the decade of the 70 the nucleus of the concern in companie´s bussiness management was constituted it the achievement of the efficiency, a very important economic condition, but with the turbulence of the environment this condition was necessary, but not enough, this fact causes that the decisores of the organization has to incorporate new tools that sustain and control their decisions. The present work has as objective leaving of the theoretical analysis of the Prospective, the business management and the Balanced Scorecard to provide a model for the strategic formulation that incorporates to the process of taking decisions the clairvoyance of the prospective that is summed up in the scenarios, with the design and control of the objectives for perspective, necessary premises for the elaboration of the strategic map that is offers the Balanced Scorecard. All of that into the model of Business Management constitute the new science of the work. 

  3. Information Technology Investment Strategy Planning: Balance Scorecard Approach

    Directory of Open Access Journals (Sweden)

    Henny Hendarti

    2011-05-01

    Full Text Available Purpose of this research are to prepare the IT investment strategy using Balanced Scorecard approach in the company where the appropriate planning of this IT investment strategy can maximize the competitive benefit in the company, and it also to recommended a strategy of IT investment that can be implemented and measure the rate of return from the IT investment in the company. Research Method used book studies, field studies, and analysis system. Book studies from the books and journal. Field studies done by observation, interview, and questioner, and analysis system done by analyzed the ongoing system in the company. The result from this analysis is a recommendation in investment IT such as sales module, payment module, and report module. Then for the conclusion, this information technology investment planning can be develop to another investment implementation such authorized website of the company and using PDA (Personal Digital AssistantIndex Terms - Planning, Information Technology, Investment, Balance Scorecard

  4. Integrasi Metode Balanced Scorecard dan Sistem Manajemen Pengendalian

    OpenAIRE

    Teguh Sriwidadi

    2012-01-01

    This article discusses sales force performance measurement at PT Merapi Utama Pharma and integrates performance measurement and management control system. The balanced scorecard (BSC) is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance agains...

  5. Balanced Scorecard and Hoshin Kanri: Managing Strategic Priorities

    OpenAIRE

    Witcher, Barry J.; Chau, Vinh Sum

    2007-01-01

    The scorecard and hoshin kanri are integrative cross-functional approaches used for managing strategic priorities across the functional hierarchy of the firm. They provide firms with an overall capability for sustaining strategic management over time. The scorecard’s strength lies in its ability to clarify long-term statements of corporate purpose. Hoshin kanri, on the other hand, is strong as a management system for the deployment and execution of purpose as short-term actions. In fact, the ...

  6. Evaluating the Fraser Health Balanced Scorecard--a formative evaluation.

    Science.gov (United States)

    Barnardo, Catherine; Jivanni, Amin

    2009-01-01

    Fraser Health (FH), a large, Canadian, integrated health care network, adopted the Balanced Scorecard (BSC) approach to monitor organizational performance in 2006. This paper reports on the results of a formative evaluation, conducted in April, 2008, to assess the usefulness of the BSC as a performance-reporting system and a performance management tool. Results indicated that the BSC has proven to be useful for reporting performance but is not currently used for performance management in a substantial way.

  7. Information Technology Investment Strategy Planning: Balance Scorecard Approach

    OpenAIRE

    Hendarti, Henny; Kurniawan, Iwan

    2011-01-01

    Purpose of this research are to prepare the IT investment strategy using Balanced Scorecard approach in the company where the appropriate planning of this IT investment strategy can maximize the competitive benefit in the company, and it also to recommended a strategy of IT investment that can be implemented and measure the rate of return from the IT investment in the company. Research Method used book studies, field studies, and analysis system. Book studies from the books and journal. Field...

  8. Quantifying radiation safety and quality in medical imaging, part 2: the radiation scorecard.

    Science.gov (United States)

    Reiner, Bruce I

    2009-09-01

    As the utilization of medical imaging services continues to expand, so does the delivery of ionizing radiation. Although recent efforts within the medical imaging community have begun to focus on radiation dose reduction for computed tomography, very few objective data related to radiation dose are currently being prospectively collected, tracked, or analyzed. Without a comprehensive program aimed at objective and reproducible radiation data analysis, ongoing efforts at dose optimization will, in all likelihood, remain marginalized. The proposed radiation scorecard provides an analysis of events within the imaging chain, attempts to involve all stakeholders, and addresses the various technologies being utilized. The combined data can in turn be used for education and training, certification, research, development of best practice guidelines, and new technology development.

  9. Balanced Scorecard in Higher Education Institutions: Congruence and Roles to Quality Assurance Practices

    Science.gov (United States)

    Reda, Nigusse W.

    Purpose: The purpose of this paper is twofold: first, to highlight the congruence and roles of the balanced scorecard in the quality assurance practices in higher education institutions, and second, to propose a balanced scorecard model for higher education institutions. Design/methodology/approach: A descriptive literature review was used to…

  10. Pengukuran Kinerja dengan Pendekatan Balanced Scorecard pada Perusahaan Daerah Air Minum ( PDAM ) Kabupaten Tana Toraja

    OpenAIRE

    BIRINGKANAE, IRENE

    2012-01-01

    Tugas akhir alumni Fak. Ekonomi (Akuntansi) thn. 2011 Dalam menghadapi lingkungan bisnis yang semakin kompleks seperti saat ini dibutuhkan metode pengukuran kinerja yang dapat menilai kinerja perusahaan secara akurat dan menyeluruh. Dalam hal ini metode yang dapat digunakan adalah Balanced Scorecard. Tujuan penggunaan metode Balanced Scorecard adalah untuk mengukur kinerja perusahaan dari empat perspektif, yaitu: perspektif pertumbuhan dan pembelajaran, perspek...

  11. Balanced Scorecard in Higher Education Institutions: Congruence and Roles to Quality Assurance Practices

    Science.gov (United States)

    Reda, Nigusse W.

    2017-01-01

    Purpose: The purpose of this paper is twofold: first, to highlight the congruence and roles of the balanced scorecard in the quality assurance practices in higher education institutions, and second, to propose a balanced scorecard model for higher education institutions. Design/methodology/approach: A descriptive literature review was used to…

  12. Cultural Change and a Balanced Scorecard. Does Your Organization Measure Up?

    Science.gov (United States)

    McAlary, Chris K.

    2001-01-01

    Discusses the balanced scorecard concept, a customer-based planning and process improvement system for measuring the success of campus business enterprises and helping to better achieve organizational goals. Scorecard design and implementation are described as are selected success stories. (GR)

  13. A Comprehensive Program for Measurement of Military Aircraft Emissions

    Energy Technology Data Exchange (ETDEWEB)

    Cheng, Mengdawn [ORNL

    2009-11-01

    Emissions of gases and particulate matter by military aircraft were characterized inplume by 'extractive' and 'optical remote-sensing (ORS)' technologies. Non-volatile particle size distribution, number and mass concentrations were measured with good precision and reproducibly. Time-integrated particulate filter samples were collected and analyzed for smoke number, elemental composition, carbon contents, and sulfate. Observed at EEP the geometric mean diameter (as measured by the mobility diameter) generally increased as the engine power setting increased, which is consistent with downstream observations. The modal diameters at the downstream locations are larger than that at EEP at the same engine power level. The results indicate that engine particles were processed by condensation, for example, leading to particle growth in-plume. Elemental analysis indicated little metals were present in the exhaust, while most of the exhaust materials in the particulate phase were carbon and sulfate (in the JP-8 fuel). CO, CO{sub 2}, NO, NO{sub 2}, SO{sub 2}, HCHO, ethylene, acetylene, propylene, and alkanes were measured. The last five species were most noticeable under engine idle condition. The levels of hydrocarbons emitted at high engine power level were generally below the detection limits. ORS techniques yielded real-time gaseous measurement, but the same techniques could not be extended directly to ultrafine particles found in all engine exhausts. The results validated sampling methodology and measurement techniques used for non-volatile particulate aircraft emissions, which also highlighted the needs for further research on sampling and measurement for volatile particulate matter and semi-volatile species in the engine exhaust especially at the low engine power setting.

  14. Potential biodiversity benefits from international programs to reduce carbon emissions from deforestation.

    Science.gov (United States)

    Siikamäki, Juha; Newbold, Stephen C

    2012-01-01

    Deforestation is the second largest anthropogenic source of carbon dioxide emissions and options for its reduction are integral to climate policy. In addition to providing potentially low cost and near-term options for reducing global carbon emissions, reducing deforestation also could support biodiversity conservation. However, current understanding of the potential benefits to biodiversity from forest carbon offset programs is limited. We compile spatial data on global forest carbon, biodiversity, deforestation rates, and the opportunity cost of land to examine biodiversity conservation benefits from an international program to reduce carbon emissions from deforestation. Our results indicate limited geographic overlap between the least-cost areas for retaining forest carbon and protecting biodiversity. Therefore, carbon-focused policies will likely generate substantially lower benefits to biodiversity than a more biodiversity-focused policy could achieve. These results highlight the need to systematically consider co-benefits, such as biodiversity in the design and implementation of forest conservation programs to support international climate policy.

  15. Hydrocarbon emissions from gas engine CHP-units. 2011 measurement program

    Energy Technology Data Exchange (ETDEWEB)

    Van Dijk, G.H.J. [KEMA, Arnhem (Netherlands)

    2012-06-15

    In December 2009, the Ministry of Infrastructure and Environment (IandM) issued the Decree on Emission Limits for Middle Sized Combustion Installations (BEMS). This decree imposes a first-time emission limit value (ELV) of 1500 mg C/m{sup 3}{sub o} at 3% O{sub 2} for hydrocarbons emitted by gas engines. IandM used the findings of two hydrocarbon emission measurement programs, executed in 2007 and 2009, as a guideline for this initial ELV. The programs did reveal substantial variation in the hydrocarbon emissions of the gas engines tested. This variation, and especially the uncertainty as to the role of engine and/or other parameters causing such variation, was felt to hamper further policy development. IandM therefore commissioned KEMA to perform follow-up measurements on ten gas engine CHP-units in 2011. Aim of this 2011 program is to assess hydrocarbon emission variation in relation to engine parameters and process conditions including maintenance status, and to atmospheric conditions. The 2011 program comprised two identical measurement sessions, one in spring and one in winter.

  16. Designing a performance measurement system for supply chain using balanced scorecard, path analysis, cooperative game theory and evolutionary game theory: A Case Study

    Directory of Open Access Journals (Sweden)

    Seyed Hootan Eskafi

    2015-04-01

    Full Text Available In recent years, supply chain management is known as the key factor for achieving competitive advantage. Better customer service, revenue improvement and cost reduction are the results of this philosophy. Organizations can manage the performance of their firms by appropriate goal setting, identifying criteria and continuous performance measurement, which creates a good view for the business circumstances. Developing and defining appropriate indicators at different levels of chain is necessary for implementing a performance measurement system. In this study, we propose a new method to determine the measurement indicators and strategies of the company in term of balanced scorecard. The study is a combination of balanced scorecard, path analysis, evolutionary game theory and cooperative game theory for strategic planning. The study offers an appropriate program for future activities of organizations and determines the present status of the firm. The implementation of the proposed method is introduced for a food producer and the results are analyzed.

  17. Implementation of indicators through balanced scorecards in a nutritional therapy company.

    Science.gov (United States)

    de Matos Nasser, Emanuele; Reis da Costa, Stella Regina

    2013-01-01

    The Balanced Scorecard (BSC) is a tool that helps in strategic management under the four following perspectives: the financial one, the client s, the internal processes of the company's, the growth and learning processes. In order to measure the performance of the entities, the BSC uses as a basis financial and non-financial indicators. To implement the BSC in a nutrional therapy company. This research deals with a case study that took place in a nutrional therapy company from January to November 2010. For analysis of the learning and growth perspective all 45 of the company's collaborators were considered and for client analysis 124 home-care clients were considered. The study sample consisted of 39 collaborators and 44 clients participating in the research. Material was elaborated for collection of data and verification of perspective tendencies through analysis of the main processes of the company, questionnaires of client's satisfaction, questionnaires of collaborator s satisfaction and spread sheets for the verification of net renvenue and percentage of disallowances. The data was launched in the spread sheet of the Excel Application Program. The indicators were chosen conforming to the strategic objectives and organizational profiles. Learning perspectives and personal growth: efficacy in capacitaion 94%, participation 77%, fidelity/retention 93%, satisfaction 75%, organizational environment 88%, well being 100%, process perspective: microbiological analysis 100%, internal auditing 100%, productivity 100%, nutritional evaluation 81%, nutritional support 100%, indication for domicile hospital care 94%, home-care visits 98%, client perspective: company perception 97%, prioritizating 94%, retention 59%, insatisfaction 24%, logistics 94%, customers ervice (SAC) 88%, motivation: trust, financial perspectives, disallowances 5% and positive company net revenue. The implementation of indicators under the four perspectives of the Balanced Scorecard were favourable in

  18. Diesel Emission Control -- Sulfur Effects (DECSE) Program; Phase I Interim Date Report No. 3: Diesel Fuel Sulfur Effects on Particulate Matter Emissions

    Energy Technology Data Exchange (ETDEWEB)

    DOE; ORNL; NREL; EMA; MECA

    1999-11-15

    The Diesel Emission Control-Sulfur Effects (DECSE) is a joint government/industry program to determine the impact of diesel fuel sulfur levels on emission control systems whose use could lower emissions of nitrogen oxides (NO{sub x}) and particulate matter (PM) from on-highway trucks in the 2002--2004 model years. Phase 1 of the program was developed with the following objectives in mind: (1) evaluate the effects of varying the level of sulfur content in the fuel on the emission reduction performance of four emission control technologies; and (2) measure and compare the effects of up to 250 hours of aging on selected devices for multiple levels of fuel sulfur content. This interim report covers the effects of diesel fuel sulfur level on particulate matter emissions for four technologies.

  19. ANALYZED FACTORS THAT LEADS TO THE BALANCED SCORECARD NURSING CARE DOCUMENTATION AT RUMAH SAKIT JIWA MENUR SURABAYA

    Directory of Open Access Journals (Sweden)

    Yuli Anggraini

    2017-04-01

    Full Text Available Introduction: Nursing documentation is an important aspect of nursing practice so that should be assessed comprehensively. The objective of the study was to analyze the causing factor of nursing care documentation at Rumah Sakit Jiwa Menur Surabaya through balanced scorecard. Method: This research was an analytical descriptive conducted out on January 2010 at Rumah Sakit Jiwa Menur Surabaya that measured nursing care documentation through four perspectives of balanced scorecard by distributing quisioner to 55 nurses and 69 customers (patient families using inclusion criteria, and holding personal interview to 3 structural offi cial, 2 functional official, and 6 ward supervisors. Data of nurse education, percentage of trained nurse was gained by checklist. Data were analyzed using content analysis to fi nd the causing factor of nursing documentation within balanced scorecard. Result: The result showed that financial, internal business processes, and learning and growth perspectives had causal relationship with nursing care documentation at Rumah Sakit Jiwa Menur Surabaya, but customer perspective didn’t have direct causal relationship with it. Discussion: It can be concluded that impractical nursing documentation form especially in dimension of time on assessment, implementation, and evaluation, and comprehension on assessment, absence of physical nursing standards, limited knowledge on nursing documentation evoked by absence of inhouse training about nursing documentation, ineffective supervision and audit were factors which affecting nursing documentation at Rumah Sakit Jiwa Menur Surabaya. The researcher recommended that the hospital manager should modificate the nursing documentation form using NIC & NOC of NANDA and computerized system, compose physical nursing standards, carry out advanced nursing education and inhouse training about nursing care documentation, improve supervision program, and nursing documentation audit.

  20. Health scorecard of spacecraft platforms: Track record of on-orbit anomalies and failures and preliminary comparative analysis

    Science.gov (United States)

    Wise, Marcie A.; Saleh, Joseph H.; Haga, Rachel A.

    2011-01-01

    platforms), and by satellite manufacturers to guide their testing and reliability improvement programs. Finally, it is important to keep in mind that these health scorecards should be considered dynamic documents to be updated on a regular basis if they are to remain accurate and relevant for comparative analysis purposes, as new information will impact their content.

  1. THE BALANCED SCORECARD AS AN ASSESSMENT TOOL FOR ADMINISTRATIVE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    César Alveiro Montoya

    2011-01-01

    Full Text Available This paper makes a reflection against the component that gives you the tool of the (BSC Balanced Scorecard, the administrative process, in that connection that is shared at today's organizations from becoming highly competitive institutions. Similarly, the contribution is presented by Kaplan and Norton introduced for the evaluation of organizational management as a new tool for the fulfillment of the objectives in the organization.Similarly, it is a development of the four perspectives of BSC which seeks to identify the contribution that each of these contributes to the mission and competitive performance of the organization.

  2. Pengaruh Budaya Organisasi terhadap Kinerja dalam Perspektif Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    I Gusti Ayu Made Asri Dwija Putri

    2012-12-01

    Full Text Available This research is purposed to gain empirical evidence that process, employee and pragmatic oriented organizational culture have effect on performance perspectives of Balanced Scorecard (BSC. Research population were cooperations in the Denpasar Bali area. Primary data collected through questionnaires were easured in likert scale. Research finding indicated that process-oriented culture affected BSC performance in financial, consumer, internal business process dan learning and growth perspectives. Employee-oriented culture affects consumers perspective only; while pragmatic-oriented culture affects BSC performance in the perspectives of financial, consumer, internal business process.

  3. Creating a balanced scorecard for a hospital system.

    Science.gov (United States)

    Pink, G H; McKillop, I; Schraa, E G; Preyra, C; Montgomery, C; Baker, G R

    2001-01-01

    In 1999, hospitals in Ontario, Canada, collaborated with a university-based research team to develop a report on the relative performance of individual hospitals in Canada's most populated province. The researchers used the balanced-scorecard framework advocated by Kaplan and Norton. Indicators of performance were developed in four areas: clinical utilization and outcomes, patient satisfaction, system integration and change, and financial performance and condition. The process of selecting, calculating, and validating meaningful indicators of financial performance and condition is outlined. Lessons learned along the way are provided. These lessons may prove valuable to other finance researchers and practitioners who are engaged in performance measurement endeavors.

  4. Performance measurement of electricity suppliers using PROMETHEE and balance scorecard

    Directory of Open Access Journals (Sweden)

    Mona Osati

    2016-06-01

    Full Text Available Performance measurement in energy industry plays an important role on increasing the productivity. Electricity is also among the most essential components of energy in mega cities like Tehran. The lack of a good service in this city may result unpleasant consequences on most civilians who live in this city. This paper presents an empirical investigation to measure the performance of six major electricity contractors in city of Tehran, Iran. The study implements grey numbers to handle any uncertainty associated with numbers. The study has also adopted four main perspectives used in balanced scorecard as part of PROMETHEE method to rank different contractors.

  5. [Application of the balanced scorecard for evaluating the training process].

    Science.gov (United States)

    Venturoli, Cristiana; Gamberoni, Loredana

    2009-01-01

    A training project in which nurses acted as tutors to novice nurses was introduced in the Ferrara University Hospital, with the aim of helping them to achieve the skills and professional expertise required in an operating theatre environment. Owing to the involvement of all the surgical divisions of the hospital and the continual addition of new staff, the Balanced Scorecard method (BSC) was used to assess the impact of training on the entire organization. The BSC method, a multidimensional method born in the USA in the 1990's, made it possible to assess the utility of training in the light of achieving institutional goals.

  6. Summarizing health inequalities in a Balanced Scorecard. Methodological considerations.

    Science.gov (United States)

    Auger, Nathalie; Raynault, Marie-France

    2006-01-01

    The association between social determinants and health inequalities is well recognized. What are now needed are tools to assist in disseminating such information. This article describes how the Balanced Scorecard may be used for summarizing data on health inequalities. The process begins by selecting appropriate social groups and indicators, and is followed by the measurement of differences across person, place, or time. The next step is to decide whether to focus on absolute versus relative inequality. The last step is to determine the scoring method, including whether to address issues of depth of inequality.

  7. International Experience with Key Program Elements of IndustrialEnergy Efficiency or Greenhouse Gas Emissions Reduction Target-SettingPrograms

    Energy Technology Data Exchange (ETDEWEB)

    Price, Lynn; Galitsky, Christina; Kramer, Klaas Jan

    2008-02-02

    Target-setting agreements, also known as voluntary ornegotiated agreements, have been used by a number of governments as amechanism for promoting energy efficiency within the industrial sector. Arecent survey of such target-setting agreement programs identified 23energy efficiency or GHG emissions reduction voluntary agreement programsin 18 countries. International best practice related to target-settingagreement programs calls for establishment of a coordinated set ofpolicies that provide strong economic incentives as well as technical andfinancial support to participating industries. The key program elementsof a target-setting program are the target-setting process,identification of energy-saving technologies and measures usingenergy-energy efficiency guidebooks and benchmarking as well as byconducting energy-efficiency audits, development of an energy-savingsaction plan, development and implementation of energy managementprotocols, development of incentives and supporting policies, monitoringprogress toward targets, and program evaluation. This report firstprovides a description of three key target-setting agreement programs andthen describes international experience with the key program elementsthat comprise such programs using information from the three keytarget-setting programs as well as from other international programsrelated to industrial energy efficiency or GHG emissionsreductions.

  8. PENGUKURAN DAN ANALISA KINERJA DENGAN METODE BALANCED SCORECARD DI PT. "X"

    Directory of Open Access Journals (Sweden)

    Kristiana Asih Damayanti

    2001-01-01

    Full Text Available This research is done to measure and analyse of "X" Corporatio's performance used Balanced Scorecard method. This research is done because the measurement system that used for this time is just measure the performance of financial perpective Abstract in Bahasa Indonesia : Penelitian ini dilakukan untuk mengukur dan menganalisa kinerja di PT."X" dengan menggunakan metode Balanced Scorecard. Penelitian ini dilakukan karena sistem pengukuran yang dipakai selama ini hanya mengukur kinerja dari financial perspective. Kata kunci: Pengukuran dan analisa kinerja, Balanced Scorecard.

  9. Pemodelan Sistem Informasi Untuk Mengukur Kualitas Kinerja Perguruan Tinggi dengan Pendekatan Balanced Scorecard dan Blue Ocean Strategy

    Directory of Open Access Journals (Sweden)

    Herlinah Baharuddin

    2016-01-01

    Full Text Available Semakin tingginya persaingan saat ini, khususnya perguruan tinggi bidang pendidikan, memunculkan kebutuhan strategi bisnis untuk bertahan. Pemodelan Sistem Informasi dengan pendekatan Balanced Scorecardkini merupakan salah satu tujuan dalam pencapaian pengukuran hasil kinerja untuk mencapai sasaran perguruan tinggi serta menciptakan inovasi solusi dengan menerapkan Blue Ocean sehingga selaras dengan strategi bisnis yang dijalankan. Pemodelan sistem informasi yang akan dibahas adalah menggunakan strategi bisnis Balanced Scorecard (BSC diintegrasikan dengan Blue Ocean Strategy (BOS. Dengan sifat-sifat pada BSC dan BOS, model ini menjawab kebutuhan Strategi Sistem Informasi pada perguruan tinggi yang berkarakteristik dinamis, inovatif, dan tingkat persaingan tinggi dengan hasil pencapaian kinerja yang terukur. Pemodelan sistem informasi diimplementasikan pada Universitas Pancasakti Makassar. Hasil menunjukkan komponen-komponen perguruan tinggi yang dipetakan ke dalam 4 perspektif BSC, yaitu perspektif pelanggan, finansial, proses bisnis internal, pembelajaran dan pertumbuhan dan kanvas strategi serta kerangka kerja 4 langkah pada BOS yaitu kurangi-tingkatkan-hapus-ciptakan. Hasil penelitian berupa pengukuran penilaian kinerja dengan program aplikasi berbasis web, yang merupakan bagian dari sistem informasi management perguruan tinggi. Sistem ini memberikan informasi kepada seluruh anggota yang terkait tentang kualitas kinerja. Kata kunci : Balanced Scorecard(BSC; Kualitas kinerja; Blue ocean strategy(BOS; Web; Perguruan tinggi

  10. [Usefulness of the budget and the balanced scorecard in managing Primary Care Centres. Impact on staff motivation].

    Science.gov (United States)

    Ramón-Jerónimo, Juan Manuel; Flórez-López, Raquel; Domínguez-Lario, Natalia

    2017-05-13

    To analyse the utility perceived by managers of centers of primary care about management tools (budget and balanced scorecard), together their impact on human resources motivation. Qualitative study (case study) based on grounded theory performed between January and June 2014. Units of Clinical Management of Primary Health (UGCAP) in Metropolitan Health Area of Seville, Spain. UGCAP managers and Health Area (CEO) managers. Data were collected through 8 semi-structured interviews using non-probabilistic intentional sampling with representation and sufficiency criteria of discourse. Interviews were recorded, literally transcripted and analysis through in-vivo codes. Both tools are fully implemented but differently used in primary care centers. Budget is perceived as a coercive management tool, which has been imposed for cost saving; however, it is scarcely adequate for day-by-day management. While balanced scorecard is a more flexible tool that allows identifying financial and welfare problems, budgeting limits heavily reduce the possibility of implementing adequate solutions. The policy of incentives is not adequate either, leading on de-motivation. This study shows that budgeting restrictions have led to a significant reduction in autonomy of Spanish Primary Care centers. Management decision making is much centralised, also focused on cost saving over quality of healthcare. As a result, two needs emerge for the future: increasing centers' autonomy and improving staff commitment through training and professional development programs. Copyright © 2017 Elsevier España, S.L.U. All rights reserved.

  11. The Balanced Scorecard Using as a Tool for Management Consulting

    OpenAIRE

    Pilipenko Andrey. A.; Pilipenko Svetlana N.

    2012-01-01

    The article contains the results of studying characteristics of the consulting market in the sphere of management process organizing. The role of management consultancy for improve the company efficiency is determined. The feature of using the balanced scorecard as consulting services is considered. The article highlights sequence and main problems of balanced scorecard implementing.Исследованы особенности развития рынка консалтингових услуг в сфере организации управленческого процесса. Опред...

  12. Quality Measures for Dialysis: Time for a Balanced Scorecard.

    Science.gov (United States)

    Kliger, Alan S

    2016-02-05

    Recent federal legislation establishes a merit-based incentive payment system for physicians, with a scorecard for each professional. The Centers for Medicare and Medicaid Services evaluate quality of care with clinical performance measures and have used these metrics for public reporting and payment to dialysis facilities. Similar metrics may be used for the future merit-based incentive payment system. In nephrology, most clinical performance measures measure processes and intermediate outcomes of care. These metrics were developed from population studies of best practice and do not identify opportunities for individualizing care on the basis of patient characteristics and individual goals of treatment. The In-Center Hemodialysis (ICH) Consumer Assessment of Healthcare Providers and Systems (CAHPS) survey examines patients' perception of care and has entered the arena to evaluate quality of care. A balanced scorecard of quality performance should include three elements: population-based best clinical practice, patient perceptions, and individually crafted patient goals of care. Copyright © 2016 by the American Society of Nephrology.

  13. Technology Reinvestment Program/Advanced ``Zero Emission'' Control Valve (Phase II)

    Energy Technology Data Exchange (ETDEWEB)

    J. Napoleon

    1998-12-01

    The objectives of this effort are to determine, develop and demonstrate the feasibility of significantly reducing the cost and expanding the applications for a family of Advanced Zero Emissions Control Valves that meets the fugitive emissions requirements of the 1990 Amendments to the Clean Air Act. This program is a direct technology spin-off from the valve technology that is critical to the US Navy's Nuclear Powered Fleet. These zero emissions valves will allow the Hydrocarbon and Chemical Processing Industries, etc., to maintain their competitiveness and still meet environmental and safety requirements. Phase 2 is directed at refining the basic technologies developed during Phase 1 so that they can be more readily selected and utilized by the target market. In addition to various necessary certifications, the project will develop a full featured digital controller with ``smart valve'' growth capability, expanding valve sizes/applications and identifying valve materials to permit applications in severe operational environments.

  14. Cross-cultural adaptation of the CDC Worksite Health ScoreCard questionnaire into Portuguese

    Directory of Open Access Journals (Sweden)

    Patrícia Coelho de Soárez

    2016-06-01

    Full Text Available SUMMARY Objective: Despite the progress in the implementation of health promotion programs in the workplace, there are no questionnaires in Brazil to assess the scope of health promotion interventions adopted and their scientific basis. This study aimed to translate into Brazilian Portuguese and culturally adapt the CDC Worksite Health ScoreCard (HSC questionnaire. Method: The HSC has 100 questions grouped into twelve domains. The steps are as follows: translation, reconciliation, back-translation, review by expert panel, pretesting, and final revision. The convenience sample included 27 individuals from health insurance providers and companies of various sizes, types and industries in São Paulo. Data were analyzed using descriptive statistics. Results: The average age of the sample was 38 years, most of the subjects were female (21 of 27, and were responsible for programs to promote health in these workplaces. Most questions were above the minimum value of understanding set at 90%. The participants found the questionnaire very useful to determine the extent of existing health promotion programs and to pinpoint areas that could be developed. Conclusion: The Brazilian Portuguese version of the HSC questionnaire may be a valid measure and useful to assess the degree of implementation of health promotion interventions based on evidence in local health organizations.

  15. Sistem Informasi Pengukuran Kinerja Pada Perkebunan Kelapa Sawit Dengan Menggunakan Metode Balanced Scorecard

    National Research Council Canada - National Science Library

    Rosmiati Rosmiati; Mustafid Mustafid; Ibnu Widiyanto

    2016-01-01

    .... The Balanced Scorecard (BSC) into a model of performance measurement system that can provide a solution within the framework of an integrated performance measurement using financial and non financial aspects...

  16. Performance enhancement using a balanced scorecard in a Patient-centered Medical Home.

    Science.gov (United States)

    Fields, Scott A; Cohen, Deborah

    2011-01-01

    Oregon Health & Science University Family Medicine implemented a balanced scorecard within our clinics that embraces the inherent tensions between care quality, financial productivity, and operational efficiency. This data-driven performance improvement process involved: (1) consensus-building around specific indicators to be measured, (2) developing and refining the balanced scorecard, and (3) using the balanced scorecard in the quality improvement process. Developing and implementing the balanced scorecard stimulated an important culture shift among clinics; practice members now actively use data to recognize successes, understand emerging problems, and make changes in response to these problems. Our experience shows how Patient-centered Medical Homes can be enhanced through use of information technology and evidence-based tools that support improved decision making and performance and help practices develop into learning organizations.

  17. The balanced scorecard: an incremental approach model to health care management.

    Science.gov (United States)

    Pineno, Charles J

    2002-01-01

    The balanced scorecard represents a technique used in strategic management to translate an organization's mission and strategy into a comprehensive set of performance measures that provide the framework for implementation of strategic management. This article develops an incremental approach for decision making by formulating a specific balanced scorecard model with an index of nonfinancial as well as financial measures. The incremental approach to costs, including profit contribution analysis and probabilities, allows decisionmakers to assess, for example, how their desire to meet different health care needs will cause changes in service design. This incremental approach to the balanced scorecard may prove to be useful in evaluating the existence of causality relationships between different objective and subjective measures to be included within the balanced scorecard.

  18. The predictive validity of the HERO Scorecard in determining future health care cost and risk trends.

    Science.gov (United States)

    Goetzel, Ron Z; Henke, Rachel Mosher; Benevent, Richele; Tabrizi, Maryam J; Kent, Karen B; Smith, Kristyn J; Roemer, Enid Chung; Grossmeier, Jessica; Mason, Shawn T; Gold, Daniel B; Noeldner, Steven P; Anderson, David R

    2014-02-01

    To determine the ability of the Health Enhancement Research Organization (HERO) Scorecard to predict changes in health care expenditures. Individual employee health care insurance claims data for 33 organizations completing the HERO Scorecard from 2009 to 2011 were linked to employer responses to the Scorecard. Organizations were dichotomized into "high" versus "low" scoring groups and health care cost trends were compared. A secondary analysis examined the tool's ability to predict health risk trends. "High" scorers experienced significant reductions in inflation-adjusted health care costs (averaging an annual trend of -1.6% over 3 years) compared with "low" scorers whose cost trend remained stable. The risk analysis was inconclusive because of the small number of employers scoring "low." The HERO Scorecard predicts health care cost trends among employers. More research is needed to determine how well it predicts health risk trends for employees.

  19. The Balanced Scorecard and the Strategic Learning Process: A System Dynamics Modeling Approach

    National Research Council Canada - National Science Library

    Steen Nielsen; Erland H. Nielsen

    2015-01-01

      The main purpose of this paper is to improve on the conceptual as well as the methodological aspects of BSC as a quantitative model by combining elements from traditional balanced scorecard (BSC...

  20. Utiliser une "Balanced ScoreCard" dans une organisation publique ? Pourquoi et comment ?

    OpenAIRE

    Van Caillie, Didier

    2007-01-01

    This communication discusses why it's critical to monitor performance in Public Organization and depicts which are the key elements to integrate when using a performance management system inspired by the "Balanced ScoreCard" model.

  1. Toward a dynamic balanced scorecard model for humanitarian relief organizations’ performance management

    NARCIS (Netherlands)

    Anjomshoae, Ali; Hassan, Adnan; Kunz, Nathan; Wong, Kuan Yew; de Leeuw, S.L.J.M.

    2017-01-01

    Purpose – In recent years, the balanced scorecard (BSC) has received considerable interest among practitioners for managing their organization’s performance. Unfortunately existing BSC frameworks, particularly for humanitarian supply chains, lack causal relationships among performance indicators,

  2. Optimal design methodologies under the carbon emission trading program using MIP, GA, SA, and TS

    Energy Technology Data Exchange (ETDEWEB)

    Sadegheih, A. [Department of Industrial Engineering, Yazd University (Iran, Islamic Republic of)

    2011-01-15

    In this paper, an adaptation of MIP, GA, SA, and TS to network planning under the carbon emission trading program is described and computational results are given. As will be shown, the results are very encouraging. The cost function of this problem consists of the capital investment cost in discrete form, the cost of transmission losses, the power generation costs and carbon emission costs. The optimization model has the ability to minimize the total costs and provides the best solutions, which are both cost-effective and environmentally friendly. This method of solution is demonstrated on the real problem. Finally, the performance of the proposed procedure is compared with that of the most well-known as mixed-integer programming. (author)

  3. SISTEM PEMANTAU KINERJA BERBASIS BALANCED SCORECARD: STUDI KASUS UKSW DALAM RANGKA MEWUJUDKAN RESEARCH UNIVERSITY

    OpenAIRE

    Radius Tanone; Danny Manongga; Johan Tambotoh

    2013-01-01

    Balanced scorecard is a concept that can be used as a performance monitoring system in an organization. Results of monitoring the performance of the organization by implementing a balanced scorecard to perform and produce measurement and monitoring from time to time. Satya Wacana Christian University wants to develop the concept of education in the direction of research in a Research University (RU). It is important for universities to create a strategy and carry out the action that RU can be...

  4. PENGUKURAN DAN ANALISA KINERJA DENGAN METODE BALANCED SCORECARD DI PT. "X"

    OpenAIRE

    Kristiana Asih Damayanti; Renny Octavia; Moses L. Singgih

    2001-01-01

    This research is done to measure and analyse of "X" Corporatio's performance used Balanced Scorecard method. This research is done because the measurement system that used for this time is just measure the performance of financial perpective Abstract in Bahasa Indonesia : Penelitian ini dilakukan untuk mengukur dan menganalisa kinerja di PT."X" dengan menggunakan metode Balanced Scorecard. Penelitian ini dilakukan karena sistem pengukuran yang dipakai selama ini hanya mengukur kinerja dari fi...

  5. Kinerja Koperasi Kredit Kubu Gunung Tegaljaya Desa Dalung Kecamatan Kuta Utara Kabupaten Badung (Pendekatan Balanced Scorecard)

    OpenAIRE

    DEWI, MADE PUTRI KRISNA; ANTARA, MADE; USTRIYANA, I NYOMAN GEDE

    2015-01-01

    Performance Koperasi Kredit Kubu Gunung Tegaljaya Dalung Village, Kuta Utara Sub-district Badung Regency (Approach Balanced Scorecard) Cooperative is the only entity which compatible with national economic system. Cooperative has position as “soko guru” of national economic and as a part which cannot be separated from national economic system. The purpose of research is to know how the performance of Kredit Kubu Gunung Tegaljaya Cooperative based on balance scorecard that observed with financ...

  6. Implementation of Balanced Scorecard and the Successful of Implementation Strategy: a Review

    OpenAIRE

    Ellitan, Lena; Anatan, Lina

    2008-01-01

    The balanced scorecard is a formal management technique for development, implementation and management of business strategy. It is difficult to ascertain the success of the technique as most of the literature on its implementation is put out by those with a vested interest in its success as a commercial product. Much has been written about barriers to strategy implementation but not specifically to the implementation of balanced scorecard. This paper presents a review of the factors that cont...

  7. Designing and implementing a balanced scorecard: lessons learned in nonprofit implementation.

    Science.gov (United States)

    Gumbus, Andra; Wilson, Tom

    2004-01-01

    The balanced scorecard has been referred to as the management innovation of the century, and extensive articles have been written using case studies of organizations that use this performance measurement system. This article addresses the key issues of design and implementation with a step-by-step guide to how to design a balanced scorecard and lessons to avoid implementation problems in government and nonprofit settings.

  8. [The Balanced Scorecard as a management tool in a public health organization].

    Science.gov (United States)

    Villalbí, Joan R; Villalbí, Joan; Guix, Joan; Casas, Conrad; Borrell, Carme; Duran, Júlia; Artazcoz, Lucía; Camprubí, Esteve; Cusí, Meritxell; Rodríguez-Montuquín, Pau; Armengol, Josep M; Jiménez, Guy

    2007-01-01

    The Balanced Scorecard is a tool for strategic planning in business. We present our experience after introducing this instrument in a public health agency to align daily management practice with strategic objectives. Our management team required deep discussions with external support to clarify the concepts behind the Balanced Scorecard, adapt them to a public organization in the health field distinct from the business sector in which the Balanced Scorecard was designed, and adopt this instrument as a management tool. This process led to definition of the Balanced Scorecard by our Management Committee in 2002, the subsequent evaluation of the degree to which its objectives had been reached, and its periodic redefinition. In addition, second-level Balanced Scorecards were defined for different divisions and services within the agency. The adoption of the Balanced Scorecard by the management team required prior effort to clarify who are the stockholders and who are the clients of a public health organization. The agency's activity and production were also analyzed and a key processes model was defined. Although it is hard to attribute specific changes to a single cause, we believe several improvements in management can be ascribed, at least in part, to the use of the Balanced Scorecard. The systematic use of the Balanced Scorecard produced greater cohesion in the management team and the entire organization and brought the strategic objectives closer to daily management operations. The organization is more attentive to its clients, has taken steps to improve its most complex cross-sectional processes, and has developed further actions for the development and growth of its officers and its entire personnel. At the same time, its management team is more in tune with the needs of the agency's administrative bodies that compose its governing board.

  9. Strategic performance in hospitals: the use of the balanced scorecard by nurse managers.

    Science.gov (United States)

    Naranjo-Gil, David

    2009-01-01

    The competitive and dynamic health care sector has spurred hospitals into delivering greater flexibility and quality of services while cutting the hospital cost at the same time. However, hospitals differ in the extent to which they achieve these strategic goals. This article explores the use of a new management tool-the balanced scorecard-which facilitates managers to meet multiple strategic goals. It also analyzes how nurse managers use the balanced scorecard in an interactive or diagnostic way and its subsequent effect on strategic goal achievement (cost reduction and flexibility). It also examines how "balanced" is the balanced scorecard in terms of financial versus nonfinancial measures. Data were collected from a mail survey sent to 218 nurse managers in Spanish public hospitals. A satisfactory response rate was achieved, with 114 (52.29%) useful answered questionnaires. The results show that younger, more tenured, and clinically trained nurse managers would be more likely to use the balanced scorecard in an interactive way. Conversely, older, less tenured, and administratively trained managers would use it diagnostically. The results also indicate that the balanced scorecard facilitates the cost reduction and flexibility in hospitals only when it is used interactively. This article provides evidence that not only the technical design of the balanced scorecard matters, but also an appropriate use of the balanced scorecard is paramount for achievement of multiple strategic goals. An effective use of the balanced scorecard requires managers to actively stimulate dialogue and agreement among hospital's staff about desirable financial and nonfinancial performance measures in alignment with multiple strategic goals.

  10. ANALYTIC NETWORK PROCESS AND BALANCED SCORECARD APPLIED TO THE PERFORMANCE EVALUATION OF PUBLIC HEALTH SYSTEMS

    Directory of Open Access Journals (Sweden)

    Marco Aurélio Reis dos Santos

    2015-08-01

    Full Text Available The performance of public health systems is an issue of great concern. After all, to assure people's quality of life, public health systems need different kinds of resources. Balanced Scorecard provides a multi-dimensional evaluation framework. This paper presents the application of the Analytic Network Process and Balanced Scorecard in the performance evaluation of a public health system in a typical medium-sized Southeastern town in Brazil.

  11. The balanced scorecard as an enabling technology – the role of participation

    OpenAIRE

    E. VAN DER HAUWAERT; W. BRUGGEMAN

    2012-01-01

    Previous literature indicates that systems implemented in an enabling way have a positive impact on managerial outcomes. This study explores whether and under which conditions the balanced scorecard is developed and used as an enabling technology. Drawing on the literature on enabling formalization we posit that the balanced scorecard inherently is an enabling technology characterized by repair, internal transparency, global transparency, and flexibility. However, data collected during a fiel...

  12. Kinerja Koperasi Unit Desa Ulun Tanjung Desa Kerobokan, Kecamatan Kuta Utara, Kabupaten Badung (Ditinjau dari Balanced Scorecard)

    OpenAIRE

    GINARSA, WAYAN; ANTARA, MADE; SAGALA, MARTAULINA

    2012-01-01

    Performance Village Unit Cooperative of Ulun Tanjung at Kerobokan Village, District North of Kuta (In terms of Balanced Scorecard) Balanced scorecard is used to balance the effort and attention to financial and non-financial performance,well short-term performance, long-term performance. Research objective is to determine the performance of Village Unit Cooperatives (KUD) Ulun cape with a balanced scorecard is financial perspective, customer perspective, internal business process perspective ...

  13. An Examination of the Department of Defense Financial Improvement and Audit Readiness Plan Using a Balanced Scorecard

    Science.gov (United States)

    2011-06-01

    Balanced Scorecard was developed in the early 1990’s by Robert Kaplan , an accounting professor from Harvard, and David Norton , a business consultant based...means to bind short-term actions with their strategy. Since 1996, when Kaplan and Norton published the Balanced Scorecard book, over half of all...s20.html Kaplan , Robert S., & Norton , David P. (1993). Putting the Balanced Scorecard to Work. Harvard Business Review.71(5), pp.134-147

  14. Quantitative performance targets by using balanced scorecard system: application to waste management and public administration.

    Science.gov (United States)

    Mendes, Paula; Nunes, Luis Miguel; Teixeira, Margarida Ribau

    2014-09-01

    This article demonstrates how decision-makers can be guided in the process of defining performance target values in the balanced scorecard system. We apply a method based on sensitivity analysis with Monte Carlo simulation to the municipal solid waste management system in Loulé Municipality (Portugal). The method includes two steps: sensitivity analysis of performance indicators to identify those performance indicators with the highest impact on the balanced scorecard model outcomes; and sensitivity analysis of the target values for the previously identified performance indicators. Sensitivity analysis shows that four strategic objectives (IPP1: Comply with the national waste strategy; IPP4: Reduce nonrenewable resources and greenhouse gases; IPP5: Optimize the life-cycle of waste; and FP1: Meet and optimize the budget) alone contribute 99.7% of the variability in overall balanced scorecard value. Thus, these strategic objectives had a much stronger impact on the estimated balanced scorecard outcome than did others, with the IPP1 and the IPP4 accounting for over 55% and 22% of the variance in overall balanced scorecard value, respectively. The remaining performance indicators contribute only marginally. In addition, a change in the value of a single indicator's target value made the overall balanced scorecard value change by as much as 18%. This may lead to involuntarily biased decisions by organizations regarding performance target-setting, if not prevented with the help of methods such as that proposed and applied in this study. © The Author(s) 2014.

  15. Issues for academic health centers to consider before implementing a balanced-scorecard effort.

    Science.gov (United States)

    Zelman, W N; Blazer, D; Gower, J M; Bumgarner, P O; Cancilla, L M

    1999-12-01

    Because of changes in the health care environment, it is likely that strategic planning and management will become much more important to academic health centers (AHCs) than in the past. One approach to strategic planning and management that is gaining the considerable interest of health care organizations is the balanced scorecard. Based on a year's experience in examining this management tool, and on early implementation efforts, the authors critically evaluate the applicability of the balanced-scorecard approach at AHCs in relation to two fundamental questions: Does the decentralized nature of most AHCs mitigate the potential usefulness of the balanced-scorecard approach? Are the balanced scorecard's four perspectives (learning and growth, internal; customer; and financial) appropriate for AHCs, which are neither for-profit nor manufacturing organizations? The authors conclude that (1) the unique characteristics of AHCs may mitigate the full benefit of the balanced-scorecard approach, and (2) in cases where it is used, some key modifications must be made in the balanced-scorecard approach to account for those unique characteristics. For example, in a corporation, the key question from the financial perspective is "To succeed financially, how should we appear to our stockholders?" But in an AHC, this question must be revised to "What financial condition must we achieve to allow us to accomplish our mission?"

  16. A LabVIEW program for determining confidence intervals of Abel-inverted radial emission profiles

    Energy Technology Data Exchange (ETDEWEB)

    Chan, George C.-Y. [Department of Chemistry, Indiana University, Bloomington, IN 47405 (United States); Hieftje, Gary M. [Department of Chemistry, Indiana University, Bloomington, IN 47405 (United States)]. E-mail: hieftje@indiana.edu

    2005-11-15

    A LabVIEW-based program for the determination of confidence intervals in Abel inversion is described in detail. Confidence intervals are determined from the noise level in the input lateral-emission profile. It is first assumed that the noise-free lateral profile is a smooth and continuous function which can be satisfactorily approximated by a polynomial fit. Random noise is then added to produce a profile that is statistically identical to the experimental lateral profile. Because the number of generated lateral profiles can be as large as desired, the corresponding Abel-inverted radial profiles provide a basis for determination of the confidence intervals. The program is capable of determining the optimal order of the fitting polynomial for the input lateral profile. Two methods for computing the Abel inversion calculation, the Nestor-Olsen and the Hankel-Fourier algorithms, are built into the program. If necessary, the input lateral profile can be smoothed by a built-in moving-average function. A detailed description of the program and its associated functions is presented, followed by a characterization of its performance in the determination of Abel-inversion confidence intervals for several test emission profiles.

  17. [Application of the balanced scorecard in nursing practice].

    Science.gov (United States)

    Huang, Tsai-Yu; Chwo, Miao-Ju

    2004-02-01

    Kaplan and Norton's balanced scorecard (BSC) was developed in 1992. It was designed to be both a performance framework and a management methodology. The BSC enables an organization to convert its mission and vision into specific strategic objectives across four perspectives: (1) the financial perspective, (2) the customer perspective, (3) the internal business process perspective, and (4) the learning and growth perspective. Emphasis is focused on the balance of internal and external, outcome and future, and subjective and objective measures. Currently, some health care organizations have implemented the concept of the BSC as a performance measurement tool and are convinced that the BSC can be of great value to an organization. This paper provides development of the BSC and its application in the health care system and nursing practice.

  18. Balanced scorecard applied to city’s management

    Directory of Open Access Journals (Sweden)

    Carolina Elena Leyton Pavez

    2017-12-01

    Full Text Available Transparenting, improving and strengthening city management demands of updated tools to aid key aspects of decision making process in a city’s administration. This study presents a Balanced Scorecard (BSC for Chilean cities government. Cause-effect analysis was applied to draw up a Strategic Map to identify Kaplan and Norton’s BSC management indicators, which were adapted to Barros and Rodriguez’s perspectives on public sector management. It is possible to outstand that the BSC allows to improve strategy structure to achieve both a city’s mission and vision. Chilean municipalities will be able to improve transparency and management with the BSC designed under the new perspectives of the public sector.

  19. [The balanced scorecard--applications in a radiology department].

    Science.gov (United States)

    Maurer, M H; Teichgräber, U; Kröncke, T J; Hamm, B; Lemke, A J

    2012-12-01

    The balanced scorecard (BSC) represents a comprehensive management tool for organizations with the aim to focus all activities on a chosen strategy. Targets for various perspectives of the environment such as the customer, financial, process, and potential perspective are linked with concrete measures, and cause-effect relationships between the objectives are analyzed. This article shows that the BSC can also be used for the comprehensive control of a radiology department and thus provides a meaningful contribution in organizing the various diagnostic and treatment services, the management of complex clinical environment and can be of help with the tasks in research and teaching. © Georg Thieme Verlag KG Stuttgart · New York.

  20. A performance measurement using balanced scorecard and structural equation modeling

    Directory of Open Access Journals (Sweden)

    Rosha Makvandi

    2014-02-01

    Full Text Available During the past few years, balanced scorecard (BSC has been widely used as a promising method for performance measurement. BSC studies organizations in terms of four perspectives including customer, internal processes, learning and growth and financial figures. This paper presents a hybrid of BSC and structural equation modeling (SEM to measure the performance of an Iranian university in province of Alborz, Iran. The proposed study of this paper uses this conceptual method, designs a questionnaire and distributes it among some university students and professors. Using SEM technique, the survey analyzes the data and the results indicate that the university did poorly in terms of all four perspectives. The survey extracts necessary target improvement by presenting necessary attributes for performance improvement.

  1. Environmental performance evaluation and strategy management using balanced scorecard.

    Science.gov (United States)

    Hsu, Yu-Lung; Liu, Chun-Chu

    2010-11-01

    Recently, environmental protection and regulations such as WEEE, ELV, and RoHS are rapidly emerging as an important issue for business to consider. The trend of swinging from end-of-pipe control to product design, green innovation, and even the establishment of image or brand has affected corporations in almost every corner in the world, and enlarged to the all modern global production network. Corporations must take proactive environmental strategies to response the challenges. This study adopts balanced scorecard structure and aim at automobile industries to understand the relationships of internal and external, financial and non-financial, and outcome and driving factors. Further relying on these relationships to draw the "map of environment strategy" to probe and understand the feasibility of environmental performance evaluation and environmental strategy control.

  2. Determinants of compliance in the emissions compensation program in Santiago, Chile

    Energy Technology Data Exchange (ETDEWEB)

    Palacios, Milagros [Universidad de Concepcion, Master Program in Natural Resources and Environmental Economics, Concepcion (Chile); Chavez, Carlos [Universidad de Concepcion, Dept. of Economics, Concepcion (Chile)

    2005-08-01

    The Emissions Compensation (EC) Program in Santiago, Chile, has been affected from the beginning by the incidence of individual violations of maximum-emission capacity permits. Based on information at the individual source level, in this paper we develop and estimate a model explaining the individual compliance decision with emission capacity permits. Our results indicate that the compliance behavior of sources during the period 1993-1999 do in fact depend on their individual characteristics. Among other factors, type of equipment used, industrial sector to which the source belongs, fuel type used, the initial allocation of emission capacity permits to the source, and population density as well as average income in the area where the source is located, turn out to be relevant. Furthermore, the evidence does not allow us to reject the presence of structural change in the individual decision to comply with permit holdings because of the introduction of natural gas in the Metropolitan Region of Santiago at the end of 1997. (Author)

  3. A multi-objective programming model for assessment the GHG emissions in MSW management.

    Science.gov (United States)

    Mavrotas, George; Skoulaxinou, Sotiria; Gakis, Nikos; Katsouros, Vassilis; Georgopoulou, Elena

    2013-09-01

    In this study a multi-objective mathematical programming model is developed for taking into account GHG emissions for Municipal Solid Waste (MSW) management. Mathematical programming models are often used for structure, design and operational optimization of various systems (energy, supply chain, processes, etc.). The last twenty years they are used all the more often in Municipal Solid Waste (MSW) management in order to provide optimal solutions with the cost objective being the usual driver of the optimization. In our work we consider the GHG emissions as an additional criterion, aiming at a multi-objective approach. The Pareto front (Cost vs. GHG emissions) of the system is generated using an appropriate multi-objective method. This information is essential to the decision maker because he can explore the trade-offs in the Pareto curve and select his most preferred among the Pareto optimal solutions. In the present work a detailed multi-objective, multi-period mathematical programming model is developed in order to describe the waste management problem. Apart from the bi-objective approach, the major innovations of the model are (1) the detailed modeling considering 34 materials and 42 technologies, (2) the detailed calculation of the energy content of the various streams based on the detailed material balances, and (3) the incorporation of the IPCC guidelines for the CH4 generated in the landfills (first order decay model). The equations of the model are described in full detail. Finally, the whole approach is illustrated with a case study referring to the application of the model in a Greek region. Copyright © 2013 Elsevier Ltd. All rights reserved.

  4. Clinical evaluation of the ADE scorecards as a decision support tool for adverse drug event analysis and medication safety management.

    Science.gov (United States)

    Hackl, Werner O; Ammenwerth, Elske; Marcilly, Romaric; Chazard, Emmanuel; Luyckx, Michel; Leurs, Pascale; Beuscart, Regis

    2013-09-01

    The prevention of adverse drug events (ADEs) demands co-ordination of different health care professionals. ADE scorecards are a novel approach to raise the team awareness regarding ADE risks and causes. It makes information on numbers and on possible causes of possible ADE cases available to the clinical team. The aim of the study was to investigate the usage and acceptance of ADE scorecards by healthcare professionals and their impact on rates of possible ADEs. ADE scorecards were introduced in three departments of a French hospital. A controlled time series analysis of ADE data was conducted to assess the impact of the ADE scorecards. In addition, qualitative interviews and a standardized survey with all participating staff members were performed. Physicians, nurses and pharmacists found ADE scorecards effective to increase medication safety and recommended future usage. The time-series analysis did not show changes in rates of possible ADEs. ADE scorecards appear to be useful to raise awareness of ADE-related issues among professionals. Although the evaluation did not show significant reductions of ADE rates, the participating physicians, nurses and pharmacists believed that the ADE scorecards could contribute to increased patient safety and to a reduction in ADE rates. Strategies need to be designed to integrate ADE scorecards better into the clinical routine and to increase the precision of ADE detection. © 2013 The British Pharmacological Society.

  5. Linking Economic Value Added, Direct Costing, and the Lean Thinking to the Balanced Scorecard in a System Dynamics Modelling Approach

    DEFF Research Database (Denmark)

    Nielsen, Steen; Nielsen, Erland Hejn

     Purpose - To show how three practices normally applied separately can be linked to support the strategy evaluation and the performance measurement in the balanced scorecard. Recent studies, e.g. Kaplan and Norton [Using the Balanced Scorecard as a Strategic Management System, Harvard Business...

  6. Introduction of the Balanced Scorecard into an academic department of medicine: creating a road map to success.

    Science.gov (United States)

    Bouland, Daniel L; Fink, Ed; Fontanesi, John

    2011-01-01

    In this paper, we describe: 1) the environmental forces driving performance measurement and management in the University of California San Diego Department of Medicine; 2) the systematic process used by the department to implement a Balanced Scorecard; 3) the initial direct and indirect outcomes of this effort; 4) the opportunities and challenges to the Balanced Scorecard as a management directive; and 5) future directions.

  7. SISTEM PEMANTAU KINERJA BERBASIS BALANCED SCORECARD: STUDI KASUS UKSW DALAM RANGKA MEWUJUDKAN RESEARCH UNIVERSITY

    Directory of Open Access Journals (Sweden)

    Radius Tanone

    2013-12-01

    Full Text Available Balanced scorecard is a concept that can be used as a performance monitoring system in an organization. Results of monitoring the performance of the organization by implementing a balanced scorecard to perform and produce measurement and monitoring from time to time. Satya Wacana Christian University wants to develop the concept of education in the direction of research in a Research University (RU. It is important for universities to create a strategy and carry out the action that RU can be realized. Application of the balanced scorecard use to see the vision and mission of the university to reach the next target should be done. As a leading university RU application of balanced scorecard need to be viewed from four perspectives: financial, customer, internal business processes, growth and learning. Based on the perspective that there is then established Key Performance Indicators (KPI are selected according to the needs of SWCU realize RU. Performance monitoring system is used based Ms.excel. The implementation of the balanced scorecard and KPI development plans SWCU create RU in the resulting system performance monitor that can measure and monitor from time to time.

  8. Improving health services to displaced persons in Aceh, Indonesia: a balanced scorecard.

    Science.gov (United States)

    Chan, Grace J; Parco, Kristin B; Sihombing, Melva E; Tredwell, Susan P; O'Rourke, Edward J

    2010-09-01

    After the Indian Ocean tsunami in December 2004, the International Organization for Migration constructed temporary health clinics to provide medical services to survivors living in temporary accommodation centres throughout Aceh, Indonesia. Limited resources, inadequate supervision, staff turnover and lack of a health information system made it challenging to provide quality primary health services. A balanced scorecard was developed and implemented in collaboration with local health clinic staff and district health officials. Performance targets were identified. Staff collected data from clinics and accommodation centres to develop 30 simple performance measures. These measures were monitored periodically and discussed at meetings with stakeholders to guide the development of health interventions. Two years after the tsunami, 34 000 displaced persons continued to receive services from temporary health clinics in two districts of Aceh province. From March to December 2007, the scorecard was implemented in seven temporary health clinics. Interventions stimulated and tracked by the scorecard showed measurable improvements in preventive medicine, child health, capacity building of clinic staff and availability of essential drugs. By enhancing communication, the scorecard also led to qualitative benefits. The balanced scorecard is a practical tool to focus attention and resources to facilitate improvement in disaster rehabilitation settings where health information infrastructure is poor. Introducing a mechanism for rapid improvement fostered communication between nongovernmental organizations, district health officials, clinic health workers and displaced persons.

  9. The Balanced Scorecard of acute settings: development process, definition of 20 strategic objectives and implementation.

    Science.gov (United States)

    Groene, Oliver; Brandt, Elimer; Schmidt, Werner; Moeller, Johannes

    2009-08-01

    Strategy development and implementation in acute care settings is often restricted by competing challenges, the pace of policy reform and the existence of parallel hierarchies. To describe a generic approach to strategy development, illustrate the use of the Balanced Scorecard as a tool to facilitate strategy implementation and demonstrate how to break down strategic goals into measurable elements. Multi-method approach using three different conceptual models: Health Promoting Hospitals Standards and Strategies, the European Foundation for Quality Management (EFQM) Model and the Balanced Scorecard. A bundle of qualitative and quantitative methods were used including in-depth interviews, standardized organization-wide surveys on organizational values, staff satisfaction and patient experience. Three acute care hospitals in four different locations belonging to a German holding group. Chief executive officer, senior medical officers, working group leaders and hospital staff. Development and implementation of the Balanced Scorecard. Twenty strategic objectives with corresponding Balanced Scorecard measures. A stepped approach from strategy development to implementation is presented to identify key themes for strategy development, drafting a strategy map and developing strategic objectives and measures. The Balanced Scorecard, in combination with the EFQM model, is a useful tool to guide strategy development and implementation in health care organizations. As for other quality improvement and management tools not specifically developed for health care organizations, some adaptations are required to improve acceptability among professionals. The step-wise approach of strategy development and implementation presented here may support similar processes in comparable organizations.

  10. A Balanced Scorecard for Open Innovation: Measuring the Impact of Industry-University Collaboration

    Science.gov (United States)

    Flores, Myrna; Al-Ashaab, Ahmed; Magyar, Andrea

    The Balanced Scorecard (BSC) can be considered as a strategic measurement tool. Since its first publication by Norton and Kaplan in the early 1990’s, many companies have applied it to measure four key aspects of their organisations’ performance: Financial, Customer, Internal Business Process, Learning and Growth. Although it is widely used in the business arena, this original BSC was not developed to assess the impact of collaborative research projects under an open innovation strategy, where the outputs of research and development (R&D) developed by collaborative projects undertaken by industry and universities should be measured in a different way. In fact, many companies are losing important opportunities to spur their R&D results by not being able to quantify the results of such collaborations. Therefore, this paper will propose a Scorecard to measure the outcomes of collaborative research. It is important to recall that this scorecard has been developed during a collaborative research project by CEMEX Research Group AG (Switzerland) and Cranfield University (UK). During such project, a survey was developed to carry out eleven face-to-face interviews in a sample of ten companies in UK, which provided important inputs to design such strategic scorecard. It was confirmed that a collaborative balanced scorecard is a very useful tool to measure, track and improve the impact of conducting collaborative projects with universities.

  11. SCORECARD AMBIENTAL: MONITORAÇÃO DOS CUSTOS AMBIENTAIS ATRAVÉS DA WEB ENVIRONMENTAL SCORECARD: WEB-BASED ENVIRONMENTAL COST MONITORING

    Directory of Open Access Journals (Sweden)

    Orlando Durán

    2007-12-01

    of information for the modern management. Nevertheless, measuring environmental costs is difficult because of traditional accounting instruments. By their nature, most environmental costs are considered as production indirect costs or overheads, which make their identification and correct allocation difficult. Activity Based Costing arises as a solution for defining, identifying and/or measuring the resources consumed by the activities of control, preservation and recovering of the environment. This is possible because of the characteristics of the ABC methodology, which are best suited for managing environmental costs. This paper deals with the implementation of a web-based environmental performance monitoring system. The proposed system was entirely written in PHP programming language and is interconnected with a database-based management system. The system, called Environmental Scorecard, provides information about environmental costs, which are classified according to four main types: prevention, evaluation, internal faults and external faults. The system allows users to know and monitor the behavior of the mentioned variables through long time periods.

  12. Whole body muscle activity during the FIFA 11+ program evaluated by positron emission tomography.

    Science.gov (United States)

    Nakase, Junsuke; Inaki, Anri; Mochizuki, Takafumi; Toratani, Tatsuhiro; Kosaka, Masahiro; Ohashi, Yoshinori; Taki, Junichi; Yahata, Tetsutaro; Kinuya, Seigo; Tsuchiya, Hiroyuki

    2013-01-01

    This study investigated the effect of the FIFA 11+ warm-up program on whole body muscle activity using positron emission tomography. Ten healthy male volunteers were divided into a control group and a group that performed injury prevention exercises (The 11+). The subjects of the control group were placed in a sitting position for 20 min and 37 MBq of (18)F-fluorodeoxyglucose (FDG) was injected intravenously. The subjects then remained seated for 45 min. The subjects of the exercise group performed part 2 of the 11+for 20 min, after which FDG was injected. They then performed part 2 of the 11+for 20 min, and rested for 25 min in a sitting position. Positron emission tomography-computed tomography images were obtained 50 min after FDG injection in each group. Regions of interest were defined within 30 muscles. The standardized uptake value was calculated to examine the FDG uptake of muscle tissue per unit volume. FDG accumulation within the abdominal rectus, gluteus medius and minimus were significantly higher in the exercise group than in the control group (PFIFA 11+ program.

  13. Whole body muscle activity during the FIFA 11+ program evaluated by positron emission tomography.

    Directory of Open Access Journals (Sweden)

    Junsuke Nakase

    Full Text Available PURPOSE: This study investigated the effect of the FIFA 11+ warm-up program on whole body muscle activity using positron emission tomography. METHODS: Ten healthy male volunteers were divided into a control group and a group that performed injury prevention exercises (The 11+. The subjects of the control group were placed in a sitting position for 20 min and 37 MBq of (18F-fluorodeoxyglucose (FDG was injected intravenously. The subjects then remained seated for 45 min. The subjects of the exercise group performed part 2 of the 11+for 20 min, after which FDG was injected. They then performed part 2 of the 11+for 20 min, and rested for 25 min in a sitting position. Positron emission tomography-computed tomography images were obtained 50 min after FDG injection in each group. Regions of interest were defined within 30 muscles. The standardized uptake value was calculated to examine the FDG uptake of muscle tissue per unit volume. RESULTS: FDG accumulation within the abdominal rectus, gluteus medius and minimus were significantly higher in the exercise group than in the control group (P<0.05. CONCLUSION: The hip abductor muscles and abdominal rectus were active during part 2 of the FIFA 11+ program.

  14. Association Between Surgeon Scorecard Use and Operating Room Costs.

    Science.gov (United States)

    Zygourakis, Corinna C; Valencia, Victoria; Moriates, Christopher; Boscardin, Christy K; Catschegn, Sereina; Rajkomar, Alvin; Bozic, Kevin J; Soo Hoo, Kent; Goldberg, Andrew N; Pitts, Lawrence; Lawton, Michael T; Dudley, R Adams; Gonzales, Ralph

    2017-03-01

    Despite the significant contribution of surgical spending to health care costs, most surgeons are unaware of their operating room costs. To examine the association between providing surgeons with individualized cost feedback and surgical supply costs in the operating room. The OR Surgical Cost Reduction (OR SCORE) project was a single-health system, multihospital, multidepartmental prospective controlled study in an urban academic setting. Intervention participants were attending surgeons in orthopedic surgery, otolaryngology-head and neck surgery, and neurological surgery (n = 63). Control participants were attending surgeons in cardiothoracic surgery, general surgery, vascular surgery, pediatric surgery, obstetrics/gynecology, ophthalmology, and urology (n = 186). From January 1 to December 31, 2015, each surgeon in the intervention group received standardized monthly scorecards showing the median surgical supply direct cost for each procedure type performed in the prior month compared with the surgeon's baseline (July 1, 2012, to November 30, 2014) and compared with all surgeons at the institution performing the same procedure at baseline. All surgical departments were eligible for a financial incentive if they met a 5% cost reduction goal. The primary outcome was each group's median surgical supply cost per case. Secondary outcome measures included total departmental surgical supply costs, case mix index-adjusted median surgical supply costs, patient outcomes (30-day readmission, 30-day mortality, and discharge status), and surgeon responses to a postintervention study-specific health care value survey. The median surgical supply direct costs per case decreased 6.54% in the intervention group, from $1398 (interquartile range [IQR], $316-$5181) (10 637 cases) in 2014 to $1307 (IQR, $319-$5037) (11 820 cases) in 2015. In contrast, the median surgical supply direct cost increased 7.42% in the control group, from $712 (IQR, $202-$1602) (16 441 cases

  15. Scorecard - An innovative simplified tool to supplement the existing monitoring mechanism to assess and improve performance of antiretroviral treatment centers

    Directory of Open Access Journals (Sweden)

    Sudhir Chawla

    2017-01-01

    Full Text Available Introduction: All 26 antiretroviral treatment (ART centers of Gujarat were monitored by Gujarat State AIDS Control Society under the National AIDS Control Program. A comprehensive tool is needed to identify gap in service delivery and to prioritize monitoring visits. Objectives: To supplement the existing monitoring system, identify strengths/weakness of ART centers, and give recommendations. Methodology: Scorecard was developed in spreadsheet format with 17 scoring indicators on monthly base from March 2014 onward. The centers were classified in three color zones: green (score ≥80%, yellow (score <80% and ≥50%, and red (score <50%. Visits were prioritized at centers with more indicators in yellow/red zone. The performance of centers was compared for March 2014 and March 2015. Results: The statistically significant improvement was observed in indicator “ART initiation within 2 months of eligibility,” while after removing red zone from analysis, four more indicators named “eligible patients transferred out before ART initiation, general clients started on ART, antenatal women started on ART, and pre-ART follow-up CD4 done” reflect statistically significant improvement. Quadrant analysis was done for some indicators, which provide insight that less number of eligible patients may be a reason for low initiation of ART at one center, and at four other centers, the possible reasons for low retention are high death rate and high lost to follow-up rate. Based on these findings, the recommendations were made to regular mentoring centers, improve coordination between ART center and care and support centers (CSCs, and conduct verbal autopsy. Conclusion: Scorecard is a simple and cost-effective tool for monitoring, and by highlighting low-performing indicators, it helps in improving quality of services provided at ART centers.

  16. Scorecard - An Innovative Simplified Tool to Supplement the Existing Monitoring Mechanism to Assess and Improve Performance of Antiretroviral Treatment Centers.

    Science.gov (United States)

    Chawla, Sudhir; Modi, Bhautik; Rewari, Bharat Bhusan; Verma, Pramod B; Chhabra, Sonia Chetandas

    2017-01-01

    All 26 antiretroviral treatment (ART) centers of Gujarat were monitored by Gujarat State AIDS Control Society under the National AIDS Control Program. A comprehensive tool is needed to identify gap in service delivery and to prioritize monitoring visits. To supplement the existing monitoring system, identify strengths/weakness of ART centers, and give recommendations. Scorecard was developed in spreadsheet format with 17 scoring indicators on monthly base from March 2014 onward. The centers were classified in three color zones: green (score ≥80%), yellow (score red (score red zone. The performance of centers was compared for March 2014 and March 2015. The statistically significant improvement was observed in indicator "ART initiation within 2 months of eligibility," while after removing red zone from analysis, four more indicators named "eligible patients transferred out before ART initiation, general clients started on ART, antenatal women started on ART, and pre-ART follow-up CD4 done" reflect statistically significant improvement. Quadrant analysis was done for some indicators, which provide insight that less number of eligible patients may be a reason for low initiation of ART at one center, and at four other centers, the possible reasons for low retention are high death rate and high lost to follow-up rate. Based on these findings, the recommendations were made to regular mentoring centers, improve coordination between ART center and care and support centers (CSCs), and conduct verbal autopsy. Scorecard is a simple and cost-effective tool for monitoring, and by highlighting low-performing indicators, it helps in improving quality of services provided at ART centers.

  17. Mobile money failure - Can the balanced scorecard be of any help?

    Directory of Open Access Journals (Sweden)

    Last Mazambani

    2017-02-01

    Full Text Available Mobile money has the potential to attract the unbanked and capture money outside the financial system yet failed implementations are of gravy concern. The balanced scorecard is extoled for successfully in turning around the performance of ailing firms and industries. The research undertakes to review literature on the causes of failure in mobile money. In the context of those causes of failure, the paper proposes and explains how the adoption of the balanced scorecard by mobile money innovators can lever their performance and ultimately survival. By demonstrating how the balanced scorecard can align strategy to mission in mobile money deployments, the study contributes towards improved strategy execution in the sector. It also sets a research agenda.

  18. Evaluasi Kinerja Organisasi Publik Dengan Menggunakan Pendekatan Balanced Scorecard dan Analytic Network Process

    Directory of Open Access Journals (Sweden)

    Adi Mora Tunggul

    2016-12-01

    Full Text Available Balanced scorecard is a strategic business management method that links performance evaluation to vision and strategies using a multidimensional set of financial and nonfinancial performance metrics. This study examined both quantitative data for the proposed Analytic Network Process method. The purpose of this research is to build a model that combines the Balanced Scorecard approach and Analytical Network Process to assist in the performance evaluation of public organizations tax services. Balanced Scorecard concept is applied to determine the hierarchy of the financial perspective, customer perspective, internal business processes, and learning and growth perspective as well as their respective performance indicators of public organizations and then Analytical Network Process used to tolerate vagueness and ambiguity of information and built an information system that is applied to facilitate the performance evaluation process. The study provides recommendations to the management of public organizations regarding the tax service strategy to improve the performance of public organizations.

  19. FINANCIAL AND MARKETING PERSPECTIVE OF A COMPANY ACCORDING TO THE CONCEPT OF STRATEGIC BALANCE SCORECARD

    Directory of Open Access Journals (Sweden)

    Jugoslav Aničić

    2016-01-01

    Full Text Available Balance scorecard was created in the 1990’s and it represents one of the most significant management ideas with the possibility of application in private, public and non-profit sector. It was created in need to respond to demands of intangible assets measurements which participate with more than a half of many great companies’ value in last decades. Balance scorecard ensures insight into business possibilities and fulfillment of strategic goals from four perspectives: financial, marketing, internal and perspective of learning and growth. Balance scorecard measures and monitors human, information and organizational capital of a company with the aim of establishing to what extent this elements of intangible assets contribute to company’s strategy realization. Standpoint for creation of this concept was an evident gap between corporate top strategy and understanding that strategy at lower levels of management and levels of translating strategies into actual business activities.

  20. Gestión Estratégica de Recursos Humanos como Antecedente del Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Joan Boada-Grau

    2009-01-01

    Full Text Available En el presente estudio empírico la Gestión Estratégica de Recursos Humanos se erige como antecedente del modelo Balanced Scorecard. El objetivo de dicho estudio es examinar la relación entre la Gestión Estratégica de Recursos Humanos implementada en las organizaciones con las tres perspectivas (clientes, finanzas y procesos del Balanced Scorecard. En la muestra han participado 222 directivos a los cuales se les aplicaron varias pruebas auto-administradas que contemplaban aspectos como: los datos demográficos del entrevistado y de la empresa, la escala BSC-14 y la escala GERH-53. Los resultados y las conclusiones obtenidas hacen referencia a que la Gestión Estratégica de Recursos Humanos predice los parámetros del Balanced Scorecard.

  1. Multiple integrerede præstationsmålingssystemer: Videnregnskab og balanced scorecard i en software virksomhed?

    DEFF Research Database (Denmark)

    Bukh, Per Nikolaj; Johansen, Mette Rosenkrands; Mouritsen, Jan

    2002-01-01

    Både videnregnskaber og balanced scorecard er integrerede præstationsmålingssystemer relateret til virksomhedens strategi, og de udvider begge rapportering til ud over finansielle nøgletal at inkludere ikke-finansielle nøgletal for kunder, processer og medarbejdere. Denne artikel diskuterer de...... to modellers forskelle og komplementariteter på baggrund af en analyse af deres anvendelse i en mellemstor dansk softwarevirksomhed, Systematic Software Engineering. Denne virksomhed har i de sidste to år publiceret videnregnskaber og har for nylig implementeret et balanced scorecard. Videnregnskabet...... kommunikerer såvel eksternt som internt om virksomhedens videnledelsesaktiviteter og balanced scorecard skaber ansvarlighed i softwareprojekter. Det tyder på, at de to typer af udvidet rapportering er forskellige og dog komplementære, når de anvendes i denne virksomhed, herunder at der er en markant forskel i...

  2. Balanced scorecard application in the health care industry: a case study.

    Science.gov (United States)

    Kocakülâh, Mehmet C; Austill, A David

    2007-01-01

    Balanced scorecards became a popular strategic performance measurement and management tool in the 1990s by Robert Kaplan and David Norton. Mainline companies accepted balanced scorecards quickly, but health care organizations were slow to adopt them for use. A number of problems face the health care industry, including cost structure, payor limitations and constraints, and performance and quality issues that require changes in how health care organizations, both profit and nonprofit, manage operations. This article discusses balanced scorecards generally from theoretical and technical views, and why they should be used by health care organizations. The authors argue that balanced scorecards are particularly applicable to hospitals, clinics, and other health care companies. Finally, the authors perform a case study of the development, implementation, and use of balance scorecards by a regional Midwestern health care system. The positive and negative aspects of the subject's balanced scorecard are discussed. Leaders in today's health care industry are under great pressure to meet their financial goals. The industry is faced with financial pressures from consumers, insurers, and governments. Inflation in the industry is much higher than it is within the overall economy. Employers can no longer bear the burden of rising group health insurance costs for its employees. Too many large companies have used bankruptcy law as a shield to reduce or shift some of their legal obligations to provide health insurance coverage to present or retired employees. Stakeholders of health care providers are demanding greater control over costs. As the segment of un- or underinsured within the United States becomes larger as a percentage of the population, voters are seriously beginning to demand some form of national health insurance, which will drastically change the health care industry.

  3. Fatores críticos na implementação do Balanced Scorecard Critical factors in Balanced Scorecard implementation

    Directory of Open Access Journals (Sweden)

    Vanderli Correia Prieto

    2006-04-01

    Full Text Available Existem diversas abordagens na literatura enfatizando a importância de promover o alinhamento estratégico e o seu desempenho operacional por meio do sistema de métricas. Um dos modelos mais difundidos é o balanced scorecard (BSC. A proposta deste artigo é discutir os fatores críticos de sucesso na implementação do BSC, bem como o processo de mudança e as técnicas envolvidas nos bastidores da implementação, tendo como objeto central o confronto entre a perspectiva da empresa de consultoria que implementa o BSC e da empresa que adota o método. A abordagem metodológica utilizada foi a de estudo de múltiplos casos. A pesquisa foi organizada baseada em um estudo de casos múltiplos criado sobre uma estrutura teórica (framework extraído da literatura especializada e submetido a empresas de consultoria focadas neste tipo de implementação para identificar e listar estes aspectos críticos nas empresas brasileiras. Em uma segunda etapa da pesquisa, um estudo de caso foi realizado com o objetivo de analisar os mesmos aspectos sob o ponto de vista das empresas que adotam a metodologia, as empresas clientes.A growing body of studies focuses on the relevance of aligning business strategies and its operational performance. Several reports in the literature emphasize the importance of linking effectiveness to the goals, objectives and requirements of organizations to allow for the ongoing management of operational performance. Today, one of the most popular methods for supporting an effective performance measurement system is the Balanced Scorecard (BSC, which has been widely and increasingly used in many different kinds of businesses and organizations. This paper discusses the critical factors determining the successful implementation of the BSC, based on a comparative analysis of a BSC consulting firm and a client company implementing the BSC. The methodological approach adopted here was a multiple case study.

  4. PENGUKURAN KINERJA SISTEM INFORMASI KARYAWAN MENGGUNAKAN IT BALANCED SCORECARD

    Directory of Open Access Journals (Sweden)

    Sandy Kosasi

    2016-12-01

    Full Text Available Makalah penelitian ini memperlihatkan nilai pengukuran orientasi masa depan sebesar 23,85%, orientasi pengguna sebesar 23,81%, kontribusi organisasi sebesar 23,57%, dan keunggulan operasional sebesar 18,84% menggunakan IT BSC. Penelitian berbentuk survei menggunakan metode deskriptif analitis. Tujuan penelitian untuk mengetahui sejauhmana kontribusi dan pemanfaatan melalui investasi aplikasi TI dalam menunjang kebutuhan sistem informasi karyawan. Hasil akhir pengukuran memperlihatkan orientasi masa depan memiliki selisih nilai 1,15%. Menandakan sudah ada sinkronisasi tujuan strategi bisnis dan keselarasannya dengan strategi divisi TI. Sementara nilai perspektif terendah ada pada keunggulan operasional dengan selisih nilai 6,16%. Menandakan kelayakan sistem informasi karyawan belum dapat beroperasi dengan lancar dan menunjang kegiatan operasional. Kualitas informasi dan keamanan sistem informasi membutuhkan pemeliharaan lebih lanjut. Kualitas dalam menyediakan informasi karyawan masih memiliki keterbatasan dengan sejumlah kendala dalam mengorganisasikan kepemilikan sistem secara tepat. Penelitian ini dapat dilanjutkan dengan menggabungkan tata kelola TI dalam memenuhi kesesuaian dan sinkronisasi sasaran strategis dan kondisi aktual dari setiap organisasi bisnis Credit Union.. Kata Kunci: Pengukuran Kinerja, Sistem Informasi Karyawan, IT Balanced Scorecard

  5. Developing a Respiratory Depression Scorecard for Capnography Monitoring

    Directory of Open Access Journals (Sweden)

    Katie Felhofer, Pharm.D.

    2013-01-01

    Full Text Available Pulse oximetry is the most common way to measure a patient’s respiratory status in the hospital setting; however, capnography monitoring is a more accurate and sensitive technique which can more comprehensively measure respiratory function. Due to the limited number of capnography monitoring equipment at the University of Minnesota Medical Center-Fairview (UMMC-Fairview, we analyzed which patients should preferentially be chosen for capnography monitoring over pulse oximetry based on risk of respiratory depression. We conducted a retrospective chart review of all serious opioid-induced over-sedation events that occurred at UMMC-Fairview between January 1, 2008 and June 30, 2012. Thirteen risk factors were identified which predispose patients to respiratory depression. The average patient demonstrated 3.75 risk factors. The most commonly occurring risk factor was the concomitant use of multiple opioids or an opioid and a CNS-active sedative, followed by an ASA score ≥ 3. Based on this data, we developed a scorecard for choosing patients at the most risk of developing respiratory depression; these patients are the best candidates for capnography. Although further studies are necessary to corroborate this research, at this time giving extra consideration to patients demonstrating the previously stated risk factors is prudent when assessing those patients most in need of capnography.

  6. The Balanced Scorecard as a Management Tool for Arable Farming

    Directory of Open Access Journals (Sweden)

    Margit Paustian

    2015-07-01

    Full Text Available Management requirements for crop farming are high and will rise in the future. Arable farms are challenged by volatile markets, growing administrative burdens, increasing operating costs and growing competition for land. Management skills have become much more important for farmers in recent years and this trend will continue in the future. There are numerous instruments like accounting software or crop field cards integrated in daily management practice, but there is a deficiency of a fully integrated management system to give an overview of all areas of the farming business. This gap can be closed by the management tool Balanced Scorecard (BSC that provides an overview of all production and management activities on a farm. Therefore, with the aim to transfer the BSC concept to crop farming, German farmers and agricultural advisors were surveyed to get insights into the success factors and key performance indicators in the four BSC perspectives they consider most relevant for the operational success of arable farms. By the use of a cluster analysis, three different farm types were identified according to their visions and strategies. For the three farm types the key performance indicators that the respondents considered most relevant for farm performance were figured out. Implementation of the BSC to crop farming can result in a big benefit for management practice. The BSC focuses vision and long-term strategy with the main goal to ensure consistency of the farm and increase farm performance.

  7. Advantages and contributions in the balanced scorecard implementation

    Directory of Open Access Journals (Sweden)

    Patrícia Quesado

    2018-02-01

    Full Text Available Purpose: In this paper we aim to identify and analyse a set of advantages and contributions derived from the Balanced Scorecard (BSC implementation. Design/methodology/approach: In order to answer the research question, we have carried out a qualitative research based on the exclusively bibliographical review of theoretical / conceptual and empirical works previously done on the subject (systematic review of the literature. Findings: The results allow us to conclude that the BSC is more than a simple performance evaluation system, to become a true strategic management tool able to clarify and translate the mission and organizational strategy, making possible the communication process, the strategic alignment and the organizational learning. Originality/value: The study presents a contribution to the current state of knowledge, since the identification of the advantages and contributions in the BSC introduction and implementation can facilitate its adoption and development in the organizations that intend to implement this tool. In addition, a theoretical basis is provided for subsequent research, evidencing the breadth of research on the topic studied.

  8. Competing values in healthcare: balancing the (un)balanced scorecard.

    Science.gov (United States)

    Wicks, Angela M; St Clair, Lynda

    2007-01-01

    Facing a complex environment driven by two decades of dramatic change, healthcare organizations are adopting new strategic frameworks such as the Balanced Scorecard (BSC) to evaluate performance (Kaplan and Norton 1992). The BSC was not originally developed as a performance management tool, however. Rather, it was designed as a tool to communicate strategy and, as such, provides little guidance when actual outcomes fall short of desired outcomes. In addition, although the BSC is an improvement over exclusively financial measures, it has three conceptual limitations that are especially problematic for evaluating healthcare organizations: (1) it underemphasizes the employee perspective, (2) it is founded on a control-based management philosophy, and (3) it emphasizes making trade-offs. To address these limitations, we propose using the Competing Values Framework (CVF), a theoretically grounded, comprehensive approach to understanding and improving organizational and managerial performance by focusing on four action imperatives: competing, controlling, collaborating, and creating. The CVF pays particular attention to the employee perspective, is consistent with a commitment-based management philosophy, and emphasizes transcending apparent paradoxes to identify win-win solutions. Rather than focusing on customer satisfaction or employee satisfaction, the CVF looks for ways to satisfy customers and employees while still addressing financial constraints and growth opportunities. The CVF also can be used to assess both the culture of the organization and the competencies of individual managers, thereby providing a clear link between strategy and implementation.

  9. Performance Measurement of Management System Standards Using the Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Jan Kopia

    2017-11-01

    Full Text Available Management system standards (MSS, such as ISO standards, TQM, etc. are widely-used standards adopted by millions of organizations worldwide. It is still an unclear question whether these standards are beneficial for an organization, besides the fact that they might be required or expected by law or customers. The question, whether MSS increase the efficiency, the output, or the performance of an organization is still discussed in scientific research. One reason might be that performance measurement itself is not fully understood or in constant development ranging from pure financial evaluations over intellectual capital rating to calculating of levels of environmental, social or economic expectations known as the Trible Bottom Line. The Balanced Scorecard is one possible solution for performance measurement on a strategic and operational level and therefore useful for the measurement of the influence of MSS within organizations. This study summarized current research in the field of performance measurement in the context of MSS and IMS and the use of BSC and quantitatively and qualitatively tests the usefulness of BSC in measuring the effect of MSSs using the Execution Premium. It was found that BSC is often used, that an average number of companies integrate their measurement initiatives of their MSSs into the BSC-process, and that a high integration of MSS into the BSC improves the organizational performance. This research is useful for researchers and practitioners in order to understand the benefits of the usage of the BSC in the context of MSS or Integrated Management Systems.

  10. Performance scorecard for occupational safety and health management systems

    Directory of Open Access Journals (Sweden)

    Hernâni Veloso Neto

    2012-06-01

    Full Text Available The pro-active and systematic search for best performances should be the two assumptions of any management system, so safety and health management in organizations must also be guided by these same precepts. However, the scientific production evidences that the performance evaluation processes in safety and health continue to be guided, in their essence, by intermittency, reactivity and negativity, which are not consistent with the assumptions referenced above. Therefore, it is essential that health and safety at work management systems (HSW MS are structured from an active and positive viewpoint, focusing on continuous improvement. This implies considering performance evaluation processes that incorporate, on the one hand, monitoring, measuring and verification procedures, and on the other hand, structured matrixes of results that capture the key factors of success, by mobilizing both reactive and proactive indicators. One of the instruments that can fulfill these precepts of health and safety performance evaluation is the SafetyCard, a performance scorecard for HSW MS that we developed and will seek to outline and demonstrate over this paper.

  11. [The balanced scorecard used as a management tool in a clinical laboratory: internal business processes indicators].

    Science.gov (United States)

    Salinas La Casta, Maria; Flores Pardo, Emilio; Uris Selles, Joaquín

    2009-01-01

    to propose a set of indicators as a management tool for a clinical laboratory, by using the balanced scorecard internal business processes perspective. indicators proposed are obtained from different sources; external proficiency testing of the Valencia Community Government, by means of internal surveys and laboratory information system registers. One year testing process proportion indicators results are showed. internal management indicators are proposed (process, appropriateness and proficiency testing). The process indicators results show gradual improvement since its establishment. after one years of using a conceptually solid Balanced Scorecard Internal business processes perspective indicators, the obtained results validate the usefulness as a laboratory management tool.

  12. A Research on Performance Measurement Based on Economic Valued-Added Comprehensive Scorecard

    Science.gov (United States)

    Chen, Qin; Zhang, Xiaomei

    With the development of economic, the traditional performance mainly rely on financial indicators could not satisfy the need of work. In order to make the performance measurement taking the best services for business goals, this paper proposed Economic Valued-Added Comprehensive Scorecard based on research of shortages and advantages of EVA and BSC .We used Analytic Hierarchy Process to build matrix to solve the weighting of EVA Comprehensive Scorecard. At last we could find the most influence factors for enterprise value forming the weighting.

  13. Investigating the connectivity between emissions of BVOC and rainfall formation in Amazonia using Genetic Programming

    Science.gov (United States)

    Von Randow, Celso; Sanches, Marcos B.; Santos, Rosa Maria N.; Chamecki, Marcelo; Fuentes, Jose D.

    2017-04-01

    A detailed field experiment measuring turbulent properties, trace gases and BVOCs was carried out from April 2014 to January 2015 within and above a central Amazonian rainforest, with the objective of understanding the role of emissions and reactions of BVOCs, formation and transport of aerosols out of the boundary layer on cloud formation and precipitation triggers. Our measurements show two-way aspects of connectivity: mesoscale convective systems transport ozone down from the middle troposphere, enriching the atmospheric boundary layer as well as the forest canopy and surface layer, and, through multiple chemical transformations, an ozone-enriched atmospheric surface layer that can oxidize rainforest-emitted hydrocarbons and generate aerosols that subsequently activate into cloud condensation nuclei, thereby possibly influencing the formation of new convective precipitation. Qualitatively, we address the connectivity between emissions of BVOCs near the surface and rainfall generation, using the technique of Genetic Programing (GP), introduced by Koza (1992), based on the concepts of natural selection and genetics. The technique involves finding a mathematical expression that fits a given set of data, and constructing a population of mathematical models from different combinations of variables, constants and operators. An advantage of GP is that it can flexibly incorporate multivariate non-linear relations, and obtained numeric solutions are possibly interpreted and checked for physical consistency. A number of state variables (for example, surface fluxes, meteorological conditions, boundary layer stability conditions, BVOC and Ozone vertical profiles, etc), representing possible influences on BVOC emissions and their interrelations along the way through secondary organic aerosol and CCN formation to rainfall will be used.

  14. Designing and evaluating a balanced scorecard for a health information management department in a Canadian urban non-teaching hospital.

    Science.gov (United States)

    Nippak, Pria Md; Veracion, Julius Isidro; Muia, Maria; Ikeda-Douglas, Candace J; Isaac, Winston W

    2016-06-01

    This report is a description of a balanced scorecard design and evaluation process conducted for the health information management department at an urban non-teaching hospital in Canada. The creation of the health information management balanced scorecard involved planning, development, implementation, and evaluation of the indicators within the balanced scorecard by the health information management department and required 6 months to complete. Following the evaluation, the majority of members of the health information management department agreed that the balanced scorecard is a useful tool in reporting key performance indicators. These findings support the success of the balanced scorecard development within this setting and will help the department to better align with the hospital's corporate strategy that is linked to the provision of efficient management through the evaluation of key performance indicators. Thus, it appears that the planning and selection process used to determine the key indicators within the study can aid in the development of a balanced scorecard for a health information management department. In addition, it is important to include the health information management department staff in all stages of the balanced scorecard development, implementation, and evaluation phases. © The Author(s) 2014.

  15. The Balanced Scorecard as a management tool for assessing and monitoring strategy implementation in health care organizations.

    Science.gov (United States)

    Bisbe, Josep; Barrubés, Joan

    2012-10-01

    Both prior literature and reported managerial practices have claimed that the Balanced Scorecard is a management tool that can help organizations to effectively implement strategies. In this article, we examine some of the contributions, dilemmas, and limitations of Balanced Scorecards in health care organizations. First, we describe the evolution of Balanced Scorecards from multidimensional performance measurement systems to causal representations of formulated strategies, and analyze the applicability of Balanced Scorecards in health care settings. Next, we discuss several issues under debate regarding Balanced Scorecard adoption in health care organizations. We distinguish between issues related to the design of Balanced Scorecards and those related to the use of these tools. We conclude that the Balanced Scorecard has the potential to contribute to the implementation of strategies through the strategically-oriented performance measurement systems embedded within it. However, effective adoption requires the adaptation of the generic instrument to the specific realities of health care organizations. Full English text available from:www.revespcardiol.org. Copyright © 2012 Sociedad Española de Cardiología. Published by Elsevier Espana. All rights reserved.

  16. BALANCED SCORECARDS EVALUATION MODEL THAT INCLUDES ELEMENTS OF ENVIRONMENTAL MANAGEMENT SYSTEM USING AHP MODEL

    Directory of Open Access Journals (Sweden)

    Jelena Jovanović

    2010-03-01

    Full Text Available The research is oriented on improvement of environmental management system (EMS using BSC (Balanced Scorecard model that presents strategic model of measurem ents and improvement of organisational performance. The research will present approach of objectives and environmental management me trics involvement (proposed by literature review in conventional BSC in "Ad Barska plovi dba" organisation. Further we will test creation of ECO-BSC model based on business activities of non-profit organisations in order to improve envir onmental management system in parallel with other systems of management. Using this approach we may obtain 4 models of BSC that includ es elements of environmen tal management system for AD "Barska plovidba". Taking into acc ount that implementation and evaluation need long period of time in AD "Barska plovidba", the final choice will be based on 14598 (Information technology - Software product evaluation and ISO 9126 (Software engineering - Product quality using AHP method. Those standards are usually used for evaluation of quality software product and computer programs that serve in organisation as support and factors for development. So, AHP model will be bas ed on evolution criteria based on suggestion of ISO 9126 standards and types of evaluation from two evaluation teams. Members of team & will be experts in BSC and environmental management system that are not em ployed in AD "Barska Plovidba" organisation. The members of team 2 will be managers of AD "Barska Plovidba" organisation (including manage rs from environmental department. Merging results based on previously cr eated two AHP models, one can obtain the most appropriate BSC that includes elements of environmental management system. The chosen model will present at the same time suggestion for approach choice including ecological metrics in conventional BSC model for firm that has at least one ECO strategic orientation.

  17. Emission Facilities - Air Emission Plants

    Data.gov (United States)

    NSGIC Education | GIS Inventory — Represents the Primary Facility type Air Emission Plant (AEP) point features. Air Emissions Plant is a DEP primary facility type related to the Air Quality Program....

  18. Corporation José R. Lindley: Balanced Scorecard Implementation

    Directory of Open Access Journals (Sweden)

    Kety Lourdes Jáuregui Machuca

    2008-05-01

    Full Text Available José R. Lindley Corporation is one of the most important organizations that operates in the country with a prestigious tradition in the market of sodas trough its leader brand “Inca Kola”. This enterprise has as its main character keeping in the vanguard of the sector, demonstrating a high competitive level in the recent years. With the aim of keeping its leadership, facing successfully the diffi cult environment of the local market and entering international markets, José R. Lindley Corporation has constantly worried about incorporating management philosophies and tools that allow guaranteeing its sustainability in the time with a vision about the future. In this sense, it decided to implement a Balanced Scorecard (BSC, as a tool to measure and improve its productivity and effi ciency, in the framework of its corporative strategy. In other words, the BSC facilitated monitoring the degree of accuracy in the implementation of its strategy. In this context, the case illustrates how the process of the implementation of a BSC in José R. Lindley Corporation was performed, showing the complexity of the process that involved fi nancial resources and an important dedication of the organization, specially those ones who comes from the High Direction and the Information Systems Area to provide technological support. In addition, the case shows how it is possible to translate a strategy into a group of objectives and specifi c measures trough the BSC. Based on the cause-effect relation, it links the objectives with its respective indicators, strategic initiatives and corresponding plans of action.

  19. A balanced scorecard for health services in Afghanistan.

    Science.gov (United States)

    Peters, David H; Noor, Ayan Ahmed; Singh, Lakhwinder P; Kakar, Faizullah K; Hansen, Peter M; Burnham, Gilbert

    2007-02-01

    The Ministry of Public Health (MOPH) in Afghanistan has developed a balanced scorecard (BSC) to regularly monitor the progress of its strategy to deliver a basic package of health services. Although frequently used in other health-care settings, this represents the first time that the BSC has been employed in a developing country. The BSC was designed via a collaborative process focusing on translating the vision and mission of the MOPH into 29 core indicators and benchmarks representing six different domains of health services, together with two composite measures of performance. In the absence of a routine health information system, the 2004 BSC for Afghanistan was derived from a stratified random sample of 617 health facilities, 5719 observations of patient-provider interactions, and interviews with 5597 patients, 1553 health workers, and 13,843 households. Nationally, health services were found to be reaching more of the poor than the less-poor population, and providing for more women than men, both key concerns of the government. However, serious deficiencies were found in five domains, and particularly in counselling patients, providing delivery care during childbirth, monitoring tuberculosis treatment, placing staff and equipment, and establishing functional village health councils. The BSC also identified wide variations in performance across provinces; no province performed better than the others across all domains. The innovative adaptation of the BSC in Afghanistan has provided a useful tool to summarize the multidimensional nature of health-services performance, and is enabling managers to benchmark performance and identify strengths and weaknesses in the Afghan context.

  20. Cooperation and competition: balanced scorecard and hospital privatization.

    Science.gov (United States)

    Aidemark, Lars-Göran

    2010-01-01

    In 2000 the Skåne Region (a public authority) and a private contractor made a five-year agreement for the provision of both in-patient care and out-patient medical services to about 30,000 inhabitants in the south-east part of the region. The Skåne Region is the main provider of health care to about one million inhabitants in the south of Sweden and is responsible for all health care (private and public), including ten hospitals. This paper seeks to answer the question of how the Skåne Region can control and cooperate with a private contractor, entering into competition with the public health care providers in the region. This is a longitudinal study conducted between 2001-2006. It is based on 28 taped interviews with employees responsible for the contracting process, participating observations and comprehensive secondary material. The study presents experiences made by the contractor and the public authority on how to work out and follow-up assignments within the health care sector regarding patient interest, public interest and professional medical interest. Measurement within the frames of the balanced scorecard (BSC) made it possible to control both volumes and health care quality delivered by the private competing contractor. The political purchaser claims that the Skåne Region has established a cost-effective and successful control system based on trust and measurement. This paper reports on a control system, between public purchaser and a private provider within health care, that focuses on and follow-up not only health care production but also health care quality.

  1. Key performance indicators in hospital based on balanced scorecard model

    Directory of Open Access Journals (Sweden)

    Hamed Rahimi

    2017-01-01

    Full Text Available Introduction: Performance measurement is receiving increasing verification all over the world. Nowadays in a lot of organizations, irrespective of their type or size, performance evaluation is the main concern and a key issue for top administrators. The purpose of this study is to organize suitable key performance indicators (KPIs for hospitals’ performance evaluation based on the balanced scorecard (BSC. Method: This is a mixed method study. In order to identify the hospital’s performance indicators (HPI, first related literature was reviewed and then the experts’ panel and Delphi method were used. In this study, two rounds were needed for the desired level of consensus. The experts rated the importance of the indicators, on a five-point Likert scale. In the consensus calculation, the consensus percentage was calculated by classifying the values 1-3 as not important (0 and 4-5 to (1 as important. Simple additive weighting technique was used to rank the indicators and select hospital’s KPIs. The data were analyzed by Excel 2010 software. Results: About 218 indicators were obtained from a review of selected literature. Through internal expert panel, 77 indicators were selected. Finally, 22 were selected for KPIs of hospitals. Ten indicators were selected in internal process perspective and 5, 4, and 3 indicators in finance, learning and growth, and customer, respectively. Conclusion: This model can be a useful tool for evaluating and comparing the performance of hospitals. However, this model is flexible and can be adjusted according to differences in the target hospitals. This study can be beneficial for hospital administrators and it can help them to change their perspective about performance evaluation.

  2. A Scorecard on Gender Equality and Girls' Education in Asia, 1990-2000. Advocacy Brief

    Science.gov (United States)

    Unterhalter, Elaine; Rajagopalan, Rajee; Challender, Chloe

    2005-01-01

    Background: Existing measures for access to and efficiency in the school system are very limited as measures of gender equality, even though there have been marked improvements in sex-disaggregated data. A methodology for developing a scorecard which measures gender equality in schooling and education partly based on Amartya Sen's capability…

  3. Microworlds of the dynamic balanced scorecard for university (DBSC-UNI)

    Science.gov (United States)

    Hawari, Nurul Nazihah; Tahar, Razman Mat

    2015-12-01

    This research focuses on the development of a Microworlds of the dynamic balanced scorecard for university in order to enhance the university strategic planning process. To develop the model, we integrated both the balanced scorecard method and the system dynamics modelling method. Contrasting the traditional university planning tools, the developed model addresses university management problems holistically and dynamically. It is found that using system dynamics modelling method, the cause-and-effect relationships among variables related to the four conventional balanced scorecard perspectives are better understand. The dynamic processes that give rise to performance differences between targeted and actual performances also could be better understood. So, it is expected that the quality of the decisions taken are improved because of being better informed. The developed Microworlds can be exploited by university management to design policies that can positively influence the future in the direction of desired goals, and will have minimal side effects. This paper integrates balanced scorecard and system dynamics modelling methods in analyzing university performance. Therefore, this paper demonstrates the effectiveness and strength of system dynamics modelling method in solving problem in strategic planning area particularly in higher education sector.

  4. Insights from action research: implementing the balanced scorecard at a wind-farm company

    NARCIS (Netherlands)

    Schneider, R.; Vieira, R.

    2010-01-01

    Purpose - After a diagnosis of the existing management control systems (MCS) at a wind-farm company, the paper seeks to develop a balanced scorecard (BSC) in order to enable the organization to compress and streamline management decision making and to show what is to be taken into account for a

  5. Creating An Excel-Based Balanced Scorecard to Measure Performance of Colleges of Agriculture

    OpenAIRE

    Nefstead, Ward E.; Gillard, Steve A.

    2006-01-01

    The use of Balanced Scorecards to measure the attainment of strategic objectives has been used for a number of years in industry (Kaplan and Norton, Harvard Business School). Only recently has this analysis been extended to educational and other service organizations. Even more recently has software been available to map and measure the attainment of these objectives.

  6. Confronting Equity Issues on Campus: Implementing the Equity Scorecard in Theory and Practice

    Science.gov (United States)

    Bensimon, Estela Mara, Ed.; Malcom, Lindsey, Ed.

    2012-01-01

    How can it be that 50 years after the passage of the Civil Rights Act, our institutions of higher education have still not found ways of reducing the higher education gaps for racial and ethnic groups? That is the question that informs and animates the Equity Scorecard model of organizational change. It shifts institutions' focus from what…

  7. A Framework for Six Sigma Project Selection in Higher Educational Institutions, Using a Weighted Scorecard Approach

    Science.gov (United States)

    Holmes, Monica C.; Jenicke, Lawrence O.; Hempel, Jessica L.

    2015-01-01

    Purpose: This paper discusses the importance of the Six Sigma selection process, describes a Six Sigma project in a higher educational institution and presents a weighted scorecard approach for project selection. Design/Methodology/Approach: A case study of the Six Sigma approach being used to improve student support at a university computer help…

  8. Discussing Feedback System Thinking in Relation to Scenario Evaluation in a Balanced Scorecard Setup

    DEFF Research Database (Denmark)

    Nielsen, Steen; Nielsen, Erland Hejn

    2012-01-01

    Since the emergence of the Balanced Scorecard (BSC) at the beginning of the 1990s, literature has intensively discussed the problems of the cause and effect relationships, the time-delay elements between measures and perspectives and the concepts of feedback loops. This paper focuses on the use...

  9. [The use of the balanced scorecard and the budget in the strategic management of public hospitals].

    Science.gov (United States)

    Naranjo Gil, David

    2010-01-01

    To analyze the relationship between hospital managers' characteristics and the use of the balanced scorecard and the budget. A further aim was to analyze how these two techniques influence strategic goals aimed at cost reduction and enhancing service flexibility. Data were collected through a questionnaire sent to 884 members of top management teams in 218 public hospitals in Spain. The response rate was 53.51% with 473 useful questionnaires. Structural equation techniques were used to validate the metric scales and the model used. Younger managers and less tenured managers were more likely to use the balanced scorecard than the budget. Diversity in the top management team was related to the use of distinct management control techniques. The use of the balanced scorecard was positively associated with the implementation of healthcare strategies focused on enhancing service flexibility and reducing healthcare cost. The adoption of management control systems is not only a function of the outcome of a rational decision-making process and institutional pressures but also crucially depends on the characteristics of the individuals ultimately responsible for such decisions. The use of the balanced scorecard facilitates hospitals' implementation of plans with multiple strategic goals. Copyright 2009 SESPAS. Published by Elsevier Espana. All rights reserved.

  10. Performance, Process, and Costs: Managing Service Quality with the Balanced Scorecard.

    Science.gov (United States)

    Poll, Roswitha

    2001-01-01

    Describes a cooperative project among three German libraries that used the Balanced Scorecard as a concept for an integrated quality management system. Considers performance indicators across four perspectives that will help academic libraries establish an integrated controlling system and to collect and evaluate performance as well as cost data…

  11. Relationship between Balanced Scorecard and Professors' Job Characteristics at Ekiti State University, Nigeria

    Science.gov (United States)

    Fatile, Mopelola

    2017-01-01

    The purpose of this quantitative, correlational study was to understand the relationship between a balanced scorecard, professors' job characteristics, and the leadership styles of higher education leaders at Ekiti State University, Ado-Ekiti State, Nigeria, which was the site of the study. The problem statement addressed whether or not a…

  12. Ubuntu-Praxis: Re-Modelling the Balanced Scorecard Model at a University, an Afrocentric Perspective

    Science.gov (United States)

    Ndoda, Gladys Ruvimbo; Sikwila, Mike Nyamazana

    2014-01-01

    The authors design the innovation and learning perspective of the Balanced Scorecard (BSC) of "Ubuntu and client service charter nexus." This article borrows and advances the research carried out by Khomba, Vermaak and Gouws (2011). The point of departure is on praxis of ubuntu/unhu as a holistic approach in the re-modelling of the BSC…

  13. The E-Balanced Scorecard (e-BSC) for Measuring Academic Staff Performance Excellence

    Science.gov (United States)

    Yu, May Leen; Hamid, Suraya; Ijab, Mohamad Taha; Soo, Hsaio Pei

    2009-01-01

    This research paper is a pilot study that investigated the suitability of adopting an automated balanced scorecard for managing and measuring the performance excellence of academic staffs in the higher education setting. A comprehensive study of related literature with requirements elicited from the target population in a selected premier…

  14. The Design of Curriculum Development Based on Entrepreneurship through Balanced Scorecard Approach

    Science.gov (United States)

    Hidayat, Muhammad; Musa, Chalid Imran; Haerani, Siti; Sudirman, Indrianti

    2015-01-01

    This research is intended to develop curriculum based on entrepreneurship through balanced scorecard approach at the School of Business or "Sekolah Tinggi Ilmu Ekonomi" (STIE) Nobel Indonesia. In order to develop the curriculum, a need analysis in terms of curriculum development that involves all stakeholders at STIE Nobel in Indonesia…

  15. Discussing Feedback System Thinking in Relation to a Balanced Scorecard, Inspired by an Actual Case

    DEFF Research Database (Denmark)

    Nielsen, Steen; Nielsen, Erland Hejn

    Since the emergence of the Balanced Scorecard at the beginning of the 1990s, only few articles have proposed a framework of translating BSC into an analytical numerical model. This paper addresses two research themes : (1) a discussion of the cause-and-effect modeling within the BSC and (2), how...

  16. Performance Evaluation of Extension Education Centers in Universities Based on the Balanced Scorecard

    Science.gov (United States)

    Wu, Hung-Yi; Lin, Yi-Kuei; Chang, Chi-Hsiang

    2011-01-01

    This study aims at developing a set of appropriate performance evaluation indices mainly based on balanced scorecard (BSC) for extension education centers in universities by utilizing multiple criteria decision making (MCDM). Through literature reviews and experts who have real practical experiences in extension education, adequate performance…

  17. Outsourcing scorecard for the UN and similar international public sector organisations

    Directory of Open Access Journals (Sweden)

    Ken Charles

    2011-06-01

    Full Text Available Outsourcing has become one of the most powerful, organisation-shaping management tools available today. However, the UN’s experience in outsourcing is limited to providing troops for peacekeeping operations.  The purpose of the paper is to develop an outsourcing scorecard for the UN and similar organisations.  Forty national and international organisations were surveyed through questionnaires, review of relevant literatures and records. The research established that by identifying core competencies, goals and objectives, risks, selection of provider as well as measurements and evaluation of providers performance using an outsourcing scorecard, support functions can be outsourced successfully. Other criteria indicated as important is peace-building, suitable for humanitarian organisations. The scorecard developed by the research could provide the UN with a number of benefits, such as maximization of efficiency and savings in costs.  The paper develops the first outsourcing scorecard to guide the UN and similar organisations in identifying services that can be outsourced successfully.

  18. Building Scorecards in Academic Research Libraries: Performance Measurement and Organizational Issues

    Directory of Open Access Journals (Sweden)

    Vivian Lewis

    2013-06-01

    Full Text Available Objective – This paper describes the experiences of four prominent North American research libraries as they implemented Balanced Scorecards as part of a one-year initiative facilitated by the Association of Research Libraries (ARL. The Balanced Scorecard is a widely accepted organizational performance model that ties strategy to performance in four areas: finance, learning and growth, customers, and internal processes.Methods – Four universities participated in the initiative: Johns Hopkins University, McMaster University, the University of Virginia, and the University of Washington. Each university sent a small group of librarians to develop their Scorecard initiatives and identified a lead member. The four teams met with a consultant and the ARL lead twice for face-to-face training in using the Scorecard. Participants came together during monthly phone calls to review progress and discuss next steps. Additional face-to-face meetings were held throughout the year in conjunction with major library conferences.Results – The process of developing the Scorecards included the following steps: defining a purpose statement, identifying strategic objectives, creating a strategy map, identifying measures, selecting appropriate measures, and setting targets. Many commonalities were evident in the four libraries’ slates of strategic objectives. There were also many commonalities among measures, although the number chosen by each institution varied significantly, from 26 to 48.Conclusion – The yearlong ARL initiative met its initial objectives. The four local implementations are still a work in progress, but the leads are fully trained and infrastructure is in place. Data is being collected, and the leadership teams are starting to see their first deliverables from the process. The high level of commonality between measures proposed at the four sites suggests that a standardized slate of measures is viable.

  19. Determining the causal relationships among balanced scorecard perspectives on school safety performance: case of Saudi Arabia.

    Science.gov (United States)

    Alolah, Turki; Stewart, Rodney A; Panuwatwanich, Kriengsak; Mohamed, Sherif

    2014-07-01

    In the public schools of many developing countries, numerous accidents and incidents occur because of poor safety regulations and management systems. To improve the educational environment in Saudi Arabia, the Ministry of Education seeks novel approaches to measure school safety performance in order to decrease incidents and accidents. The main objective of this research was to develop a systematic approach for measuring Saudi school safety performance using the balanced scorecard framework philosophy. The evolved third generation balanced scorecard framework is considered to be a suitable and robust framework that captures the system-wide leading and lagging indicators of business performance. The balanced scorecard architecture is ideal for adaptation to complex areas such as safety management where a holistic system evaluation is more effective than traditional compartmentalised approaches. In developing the safety performance balanced scorecard for Saudi schools, the conceptual framework was first developed and peer-reviewed by eighteen Saudi education experts. Next, 200 participants, including teachers, school executives, and Ministry of Education officers, were recruited to rate both the importance and the performance of 79 measurement items used in the framework. Exploratory factor analysis, followed by the confirmatory partial least squares method, was then conducted in order to operationalise the safety performance balanced scorecard, which encapsulates the following five salient perspectives: safety management and leadership; safety learning and training; safety policy, procedures and processes; workforce safety culture; and safety performance. Partial least squares based structural equation modelling was then conducted to reveal five significant relationships between perspectives, namely, safety management and leadership had a significant effect on safety learning and training and safety policy, procedures and processes, both safety learning and training

  20. 76 FR 17287 - Protocol Gas Verification Program and Minimum Competency Requirements for Air Emission Testing

    Science.gov (United States)

    2011-03-28

    ... emission testing body requirements) to improve the accuracy of emissions data. EPA is also amending other... rule, adding two new definitions, revising certain compliance dates, and clarifying the language and...-Compliant Air Emission Testing Body (AETB) Names C. Other Amendments 1. Compliance Dates for Units Adding...

  1. Prioritization of balanced scorecard measurement indicators as a process management approach via fuzzy AHP: Case study in automotive industry

    Czech Academy of Sciences Publication Activity Database

    Senvar, M. O.; Vayvay, O.; Kurt, E.; Hloch, Sergej

    2014-01-01

    Roč. 21, č. 1 (2014), s. 155-162 ISSN 1330-3651 Institutional support: RVO:68145535 Keywords : balanced scorecard * fuzzy * automotive Subject RIV: JQ - Machines ; Tools Impact factor: 0.579, year: 2014

  2. Penerapan Metode Balanced ScoreCard Sebagai Suatu Sistem Pengukuran Kinerja pada PT Dritama Brokerindo, Jakarta Timur

    National Research Council Canada - National Science Library

    Sarjono, Haryadi; Pujadi, Arko; Wong, Henry Wono

    2010-01-01

    This research was done in insurance company of PT Dritama Brokerindo, East Jakarta, by using Balanced Scorecard method, with four perpectives which measured, which are the finance perpective (financial statement...

  3. From scorecard to social learning: a reflective coassessment approach for promoting multiagency cooperation in natural resource management

    CSIR Research Space (South Africa)

    Roux, DJ

    2011-01-01

    Full Text Available The responsibility for managing and conserving freshwater ecosystems is typically shared by multiple organizations with sometimes onflicting policy mandates. However, scorecard-based approaches for measuring management effectiveness in natural...

  4. Balanced Scorecard Goal Four: Provide Policy Management, Advocacy and Problem Solving" Measuring Achievement of Internal Customer Objectives

    National Research Council Canada - National Science Library

    Blondeau, Sharon

    2002-01-01

    ... Medical Treatment Facilities within its geographical boundaries. In an effort to maximize its efficiency and improve internal customer relations, the GPRMC has incorporated use of a Balanced Scorecard within its management scheme...

  5. Moderating role of firms’ rank in ASEAN corporate governance scorecard on effect of foreign ownership on firm value

    Directory of Open Access Journals (Sweden)

    Dormauli Justina

    2017-09-01

    Full Text Available Penelitian ini bertujuan untuk menguji peringkat perusahaan berdasarkan ASEAN corporate governance scorecard, sebagai variabel pemoderasi, atas pengaruh kepemilikan asing terhadap nilai perusahaan di ASEAN. Sample penelitian terdiri dari 491 perusahaan manufaktur yang terdaftar di pasar modal Thailand, Singapore, Philippines, Indonesia, and Malaysia tahun 2012-2013. Dengan analisis white-regression, penelitian ini menemukan bahwa peringkat 50 tertinggi ASEAN corporate governance scorecard memoderasi pengaruh kepemilikan asing terhadap nilai perusahaan. Skor tinggi ASEAN corporate governance scorecard; sebagai peningkatan hak pemegang saham, kesetaran pemegang saham, peran pemangku kepentingan, pengungkapan dan transparansi, serta tanggung jawab dewan; meningkatkan peran pemegang saham asing dalam meningkatkan nilai perusahaan. Manajemen dapat membuat kebijakan mengenai kepemilikan asing juga corporate governance yang optimal, sehingga manajemen dapat meningkatkan kesejahteraan pemegang saham melalui peningkatan nilai perusahaan. Investor yang tertarik berinvestasi di luar negeri, khususnya di ASEAN, harus memperhatikan kondisi corporate governance perusahaan, sehingga kesejahteraan investor dapat meningkat.Kata Kunci: ASEAN corporate governance scorecard, kepemilikan asing, nilai perusahaan.

  6. Cuadro de Mando Integral (Balanced ScoreCard) una posible aplicación en Bibliotecas Universitarias.

    OpenAIRE

    Nardi, Alejandra Marcela

    2005-01-01

    This presentation introduces basic concepts of the Performance Measurement Model (Balanced ScoreCard) developed in 1990 by David Norton and Robert Kaplan. The model is located inside in the strategic administration according to the optics of Arthur Thompson. The balanced scorecard suggests that we view the organization from four perspectives. An example of the library´s activity is included. The case of the Library Deakin University Geelong - Australia is exposed.

  7. Balanced Scorecard Goal Four: Provide Policy Management, Advocacy and Problem Solving" Measuring Achievement of Internal Customer Objectives

    Science.gov (United States)

    2002-06-01

    Achievement of Internal Customer Objectives A Graduate Management Project Submitted to The Residency Committee In Candidacy for the Degree of Masters in...internal customer relations, the GPRMC has incorporated use of a Balanced Scorecard within its management scheme. The scorecard serves as a strategy map...headquarters. The goal, "Provide Policy Management , Advocacy and Problem Solving", addresses the relationship between the headquarters and its internal

  8. Description and application of the EAP computer program for calculating life-cycle energy use and greenhouse gas emissions of household consumption items

    NARCIS (Netherlands)

    Benders, R.M.J.; Wilting, H.C.; Kramer, K.J.; Moll, H.C.

    2001-01-01

    Focusing on reduction in energy use and greenhouse gas emissions, a life-cycle-based analysis tool has been developed. The energy analysis program (EAP) is a computer program for determining energy use and greenhouse gas emissions related to household consumption items, using a hybrid calculation

  9. Gestão estratégica multicultural baseada no Balanced Scorecard em instituições de ensino Gestión estratégica multicultural basada en el Balanced Scorecard en establecimientos de enseñanza Multicultural strategic planning based on Balanced Scorecard in teaching institutes

    National Research Council Canada - National Science Library

    Saul Eliahú Mizrahi; Alberto G. Canen

    2012-01-01

    ... construcción de una propuesta de gestión estratégica para escuelas de Enseñanza básica con principios del Balanced Scorecard, consolidando un conjunto integrado de procedimientos y recomendaciones...

  10. The alignment of pay-for-performance with the strategy in environment of balanced scorecard/O alinhamento da remuneracao variavel com a estrategia em ambientes de balanced scorecard/La alineacion de la remuneracion basada en el desempeno con la estrategia en el entorno del balanced scorecard

    National Research Council Canada - National Science Library

    de Vasconcelos, Kleber Albuquerque; Silva, Georgina Alves Vieira da; Neto, Mario Teixeira Reis; Theotonio, Kelly Soares

    2013-01-01

    ... used in the Balanced Scorecard (BSC). A qualitative approach was through a field survey of descriptive character, using, for data collection, a structured questionnaire with open and closed questions...

  11. Effect of Cracow program elimination of low emission sources upon the energy management system in Cracow

    Energy Technology Data Exchange (ETDEWEB)

    Friedberg, J. [Deputy Mayor of Cracow (Poland); Goerlich, K. [Deputy Mayor of Cracow (Poland); Glowacki, K. [Office of the City of Cracow (Poland)

    1995-12-31

    At the end of the 1980s, the energy management at the local level-like the whole set of such utility services-was based upon respective enterprises subject to a certain supervision of the establishing body and to a control of the District Inspectorate of Energy Management. Those enterprises that deal with generation and supply of heat energy to the local market, with distribution of heat, natural gas and electricity, operated as state companies; the last two branches made a part of either regional or national companies. Irrespective of the aforesaid, the co-generation power plants existed usually outside the heat generation and supply system. The business economics of these enterprises was not subject to any market rules whatsoever, the prices were controlled and the customers had no right of choice of the energy supplier. From the very beginning the low emission elimination program assumed to have commercial rules introduced in the energy management. Thus, it turned out necessary to prepare the market - to draw up inventory of the conditions and needs related with heat supply and to take up market solutions as well. The management system, and in particular the items specified below, is discussed. The co-operation of energy distribution enterprises has been based upon a voluntary agreement (The Team for Energy Suppliers) so as to agree upon the basic actions of the respective partners; joint actions have been taken up more and more willingly.

  12. PENGUKURAN KINERJA LEMBAGA PERKREDITAN DESA (LPD KECAMATAN SUSUT DENGAN ANALISIS BALANCED SCORECARD

    Directory of Open Access Journals (Sweden)

    Gede Putu Agus Jana Susila

    2017-01-01

    Abstract LPD presence in the village gave a huge benefit to the economic life of the villagers. The benefits derived are able to provide loans to villagers with relatively little interest, in the process of granting credit to prospective customers flexible or not compounded, to distribute evenly in the traditional village economy, job creation, and the LPD can maintain traditional rural development. With the LPD expected scope of poverty in the region declined LPD. This study aims to determine the performance of the District LPD Losses were assessed with Balanced Scorecard method and judging from their respective perspectives: financial, customer, internal business processes, and learning and growth. In accordance with that purpose then, the design of this research is quantitative descriptive study in which provides an explanation of the performance of LPD with the Balanced Scorecard method. Financial perspective in Balanced Scorecard directing the performance in creating value and provide a fundamental improvement in the company through the calculation of capital, assets, profitability and liquidity. In the internal business process perspective, measuring the credit granting process in LPD District of Susut used Manufacturing Cycle Effectiveness (MCE to avoid time wasted in the process of granting a credit, while the performance assessment of the customer's perspective that lays customer satisfaction, as well as learning and growth perspective that lays satisfaction employee use of questionnaires using Likert scale. Using the Balanced Scorecard, will determine how the performance in the District LPD Losses not only from a financial perspective but also from the three non-financial perspectives that includes customer perspective, internal business processes, learning and growth perspective. Ratings financial perspective and non-financial performance can integrate all aspects of the District LPD shrinkage. LPD overall performance ratings assessed by the method of

  13. Perencanaan Strategis dengan Pendekatan Balance Scorecard pada Perusahaan Properti (Studi Kasus : Elang Group

    Directory of Open Access Journals (Sweden)

    Ratih Wulandari

    2017-05-01

    Full Text Available The objectives of this study were to determine the strategic factors of the internal and external environments, analyze alternative strategies, to develop strategic targets and strategic maps, set key performance indicator (KPI, and determine the weight of each balanced scorecard perspective (BSC, and weight of each KPI. The research methods used were SWOT and BSC analysis. The business environment identification conducted at Elang Group resulted in eight internal factors and five external factors that influence the company's strategy to survive and to become more competitive. Following this, the process of SWOT analysis was carried out. There are four alternative strategies that can be implemented by Elang Group in improving its performance. The result of SWOT analysis was then translated into 15 strategic targets that form a causal relationship. The design of key performance indicators (KPI determined 25 KPI divided into four Balanced Scorecard perspectives. In the financial perspective, the highest average KPI weight for return on investment (ROI is 41,4 percent.Keywords: balance scorecard, SWOT, key performance indicators, property, Elang groupABSTRAKTujuan dari penelitian ini adalah menetapkan faktor–faktor strategis dari lingkungan internal dan eksternal; menganalisis alternatif strategi; menyusun sasaran strategis dan peta strategis; menetapkan key performance indicator (KPI; dan menetapkan bobot dari masing-masing perspektif balanced Scorecard (BSC, dan bobot dari masing-masing KPI. Metode penelitian yang digunakan adalah analisis SWOT dan BSC. Hasil identifikasi lingkungan bisnis yang dilakukan di Elang Group terdapat delapan faktor internal di perusahaan, dan lima faktor external perusahaan yang berpengaruh terhadap strategi perusahaan untuk dapat bertahan dan semakin kompetitif. Dari hasil identifikasi kemudian dilakukan proses analisis SWOT. Terdapat empat alternatif strategi yang dapat dilakukan oleh Elang Group dalam meningkatkan

  14. Applying the Balanced Scorecard Strategic Evaluation Method to a University Athletic Department

    Directory of Open Access Journals (Sweden)

    THANOS KRIEMADIS, ANDREAS KOTSOVOS & PANAYIOTIS ALEXOPOULOS

    2008-01-01

    Full Text Available The Balanced Scorecard (BSC has been extensively used in manufacturing organisations, service organisations, non-profit organisations, and governmental organizations with outstanding results (Kaplan and Norton, 2001b. Performance measures are at the core of the BSC system.However, financial measurement alone does not reflect the organisational mission of governmental and non-profit organisations; rather the mission of government or non-profitorganisation should be placed at top of the BSC in measuring whether such an organisation has been successful. Hence, the greatest difference between businesses and nonprofit organisations lies in the achievement of the mission.The purpose of this article is to present the evaluation of the performance of a University Athletic Department using the balanced scorecard strategic approach which includes four dimensions such as: (a the customer dimension, (b the financial dimension,(c the learning and growth dimension and (d the internal business process dimension.

  15. [The Balanced Scorecard: quality management in aide associations/foundations and home care services].

    Science.gov (United States)

    Charbon, J; Oyon, D

    2001-11-01

    In order to improve and defend quality of care, the foundation for help and home care in the canton de Vaud called upon modern instruments and methods of management, which proved their value in managing quality and innovation in world famous firms. The Balanced Scorecard developed by Kaplan and Norton belongs to these tools. This article summarise the setting up of this instrument by a non-profit organisation in health care, and illustrates its benefits and limits. Despite the absence of objective proofs of added value brought upon by the Balanced Scorecard, the first signs of a major mentality change can be detected, in which the client becomes the central part of the mission of the organisation.

  16. Balanced Scorecards As a Tool for Developing Patient-Centered Pharmacy Services

    Science.gov (United States)

    Enwere, Emmanuel N.; Keating, Ellen A.; Weber, Robert J.

    2014-01-01

    Having accurate data is essential for the pharmacy director to manage the department and develop patient-centered pharmacy services. A balanced scorecard (BSC) of essential department data, which is a broad view of a department’s function beyond its financial performance, is an important part of any department’s strategic plan. This column describes how the pharmacy director builds and promotes a department’s BSC. Specifically, this article reviews how the BSC supports the department’s mission and vision, describes the metrics of the BSC and how they are collected, and recommends how the pharmacy director can effectively use the scorecard results in promoting the pharmacy. If designed properly and updated consistently, a BSC can present a broad view of the pharmacy’s performance, serve as a guide for strategic decision making, and improve on the quality of its services. PMID:24958976

  17. Adapting the balanced scorecard for mental health and addictions: an inpatient example.

    Science.gov (United States)

    Lin, Elizabeth; Durbin, Janet

    2008-05-01

    The Balanced Scorecard (BSC) is a performance-monitoring framework that originated in the business sector but has more recently been applied to health services. The province of Ontario is using the BSC approach to monitor quality of inpatient care in five service areas. Feasibility of the scorecard framework for each area has been assessed using a standard approach. This paper reports results of the feasibility study for the mental health sector, focusing on three issues: framework relevance, underlying strategic goals and indicator selection. Based on a literature review and extensive stakeholder input, the BSC quadrant structure was recommended with some modifications, and indicators were selected that aligned with provincial mental health reform policy goals. The mental health report has completed two cycles of reporting, and has received good support from the field. Copyright © 2008 Longwoods Publishing.

  18. Balanced ScoreCard Y las Normas de Integración PAS 99:2006

    Directory of Open Access Journals (Sweden)

    Soler González, Rafael H.

    2013-12-01

    Full Text Available For the development of this work the authors used the Norton & Kaplan recommendations for the implementation of the Balanced Scorecard (BSC, and novel diagnostic tools as SISTRAT, strategy maps software for LINUX UBUNTU DC Map.xls and development of Box Mando. Once the BSC was implemented, a longitudinal study of data in the scorecard was carried out in order to analyze to what extent the implementation of the BSC in the Design and Engineering Company (EDIN coincided with the seven principles of integration standards PAS 99:2006. For this comparison Hamming´s relative distances were used as a measurement tool. Respective analyzes were performed to the extent that the relative distances were declining which showed that the BSC implemented in EDIN was consistent with PAS 99:2006.

  19. Balanced scorecards as a tool for developing patient-centered pharmacy services.

    Science.gov (United States)

    Enwere, Emmanuel N; Keating, Ellen A; Weber, Robert J

    2014-06-01

    Having accurate data is essential for the pharmacy director to manage the department and develop patient-centered pharmacy services. A balanced scorecard (BSC) of essential department data, which is a broad view of a department's function beyond its financial performance, is an important part of any department's strategic plan. This column describes how the pharmacy director builds and promotes a department's BSC. Specifically, this article reviews how the BSC supports the department's mission and vision, describes the metrics of the BSC and how they are collected, and recommends how the pharmacy director can effectively use the scorecard results in promoting the pharmacy. If designed properly and updated consistently, a BSC can present a broad view of the pharmacy's performance, serve as a guide for strategic decision making, and improve on the quality of its services.

  20. Balanced Scorecard – Strategic Management Tool of Performance in Public Institutions

    Directory of Open Access Journals (Sweden)

    Carmen Cretu

    2015-02-01

    Full Text Available Balanced Scorecard (BSC is used to achieve an operational strategic vision at all levels of the organization regarding issues related to performance, strategy, communication, resource allocation, decision-making and competitiveness. BSC was created to restrict the limits of traditional financial and management tools and ensure unity of vision and long-term action in an organization. The main advantage of the method consists in guiding managers and departments, human resources, technological and financial resources towards the strategy of the organization. Unfortunately BSC is mainly used in private companies, because high costs and lack of specialists pose a real obstacle in implementing this instrument in public institutions. Our arguments attempts to show that the Balanced Scorecard can be the most appropriate among all the management tools for the public sector.

  1. Penyelarasan Strategi Bisnis dan Teknologi Informasi yang Efektif dengan Metode Balanced Scorecard Pada PT XYZ

    Directory of Open Access Journals (Sweden)

    Eli Suryani

    2011-12-01

    Full Text Available Along with the dynamic changes in business environment, information technology strategy map becomes an effective and flexible mechanism to visualize critical strategic actions required for the company and information technology (IT organization to achieve its objectives. On the other hand, IT is perceived as a center of cost and investment. Therefore, IT benefit values become very important to measure and communicate. Using Balanced Scorecard method, this study aims to design IT strategy map aligned with the corporate strategy and effective measurement of IT performance in its contribution to achieve corporate objectives. The method is designed based on the results of data and information analysis gathered from executive interviews, focus group discussions and workshops at the company. Balanced Scorecard is a comprehensive and effective tools to measure, monitor and evaluate the performance of IT critical success factors (CSFs to support the corporate objectives. 

  2. PENERAPAN BALANCED SCORECARD SEBAGAI ALAT UKUR KINERJA PADA RUMAH SAKIT UMUM DAERAH Dr.HARJONO PONOROGO

    Directory of Open Access Journals (Sweden)

    Zaskia Tristiana Anggraini

    2014-10-01

          Hasil dari keseluruhan pengukuran kinerja dengan menggunakan balanced scorecard pada RSUD Dr.Harjono Ponorogo pada tahun 2011-2013 berada dalam kondisi Sangat Sehat kategori A dengan total score 76,24%.  Hasil analisis yang dilakukan, dapat diketahui bahwa kinerja RSUD Dr.Harjono menunjukan hasil cukup baik pada prespektif keuangan tapi perlu ditingkatkan pada rasio efisiensi, pada prespektif pelanggan menunjukkan hasil yang cukup baik pada tingkat customer retention namun pada tingkat profitabilitas pelanggan dan customer aquisition menunjukan hasil yang kurang baik, pada prespektif proses bisnis internal menunjukkan hasil cukup baik, demikian juga pada prespektif pembelajaran dan pertumbuhan menunjukkan hasil yang baik dengan tingkat kepuasan karyawan 69,08%. Dari data penelitian tersebut dapat diambil kesimpulan bahwa dengan menggunakan balanced scorecard, rumah sakit dapat mengukur kinerja dengan lebih komprehensif, sehingga dapat meningkatkan kinerja dimasa yang akan datang

  3. Outsourcing scorecard for the UN and similar international public sector organisations

    OpenAIRE

    Ken Charles; Chris E Cloete

    2011-01-01

    Outsourcing has become one of the most powerful, organisation-shaping management tools available today. However, the UN’s experience in outsourcing is limited to providing troops for peacekeeping operations.  The purpose of the paper is to develop an outsourcing scorecard for the UN and similar organisations.  Forty national and international organisations were surveyed through questionnaires, review of relevant literatures and records. The research established that by identifying core compet...

  4. Penerapan Balanced Scorecard sebagai Tolak Ukur Pengukuran Kinerja di RSUD Noongan

    OpenAIRE

    Rumintjap, Marisa Lidya

    2013-01-01

    Rumah Sakit Umum Daerah Noongan merupakan salah satu rumah sakit milik pemerintah yang tujuan utamanya bukan untuk mencari keuntungan, tetapi lebih kepada jasa konsumen. Penelitian ini bertujuan untuk mengetahui bagaimana kinerja rumah sakit apabila menggunakan Balanced Scorecard. Penelitian dilakukan dengan mengambil data selama 2 tahun, yaitu dari tahun 2011-2012, menggunakan analisis komparatif yaitu melakukan evaluasi kinerja rumah sakit antar periode kemudian membandingkan dengan target ...

  5. Balanced Scorecard (Bsc) : Sistem Manajemen untuk Meningkatkan Kecerdasan Organisasi Mengeksekusi Strategi (Execution Quotient/xq)

    OpenAIRE

    Tjahjadi, Bambang

    2006-01-01

    Business landscape has changed dramatically within two decades. Business strategy is the most important issue for organization to survive in the changing world. Unfortunately, most organizations fail to execute their strategies due to the lack of Execution Quotient (XQ). Therefore, execution of strategy must be the main task of leaders. The Balanced Scorecard (BSC) will help those organizations to execute strategy more effectively to improve their performance. Strategy execution must be an in...

  6. Analisis Penilaian Kinerja Organisasi dengan Menggunakan Konsep Balanced Scorecard pada Perusahaan Daerah Air Minum (Pdam) Payakumbuh

    OpenAIRE

    Anggraini, Lila; Nasir, Azwir; Mardatillah, Suci

    2014-01-01

    This study aims to do and see an overview of the organizations overall performance assessment using the concept of Balanced Scorecard on Regional Water Company (PDAM) Payakumbuh, as seen from four perspectives: financial perspective, customer perspective, internal business perspective, and learning and growth perspective .The method used is the method of survey research deskriptif approach. Obtained from data collected secondary data from company financial data and reports. In addition, throu...

  7. Panel indicators of industrial activities for waste: balanced scorecard of waste management (BSMW)

    OpenAIRE

    JERÔNIMO, Carlos Enrique de Medeiros; Fentanes, Luciana

    2014-01-01

    http://dx.doi.org/10.5902/2236117013063This paper presents a proposal for a panel of indicators for assessing the performance of industrial solid waste management, called the Balanced Scorecard Management of Waste (BSMW). This element was based on 17 indicators that measure data on waste generation and collection, management of physical infrastructure support, treatment and disposal, cost management and treatment of accidental scenarios. The results were measured in a large organization of th...

  8. Implementation of the Balanced Scorecard in the Hotel Sector through Transformational Leadership and Empowerment

    OpenAIRE

    José Carlos Ballester-Miquel; Pilar Pérez-Ruiz; Javier Hernández-Gadea; Daniel Palacios-Marqués

    2017-01-01

    One of the current problems of the entrepreneurial world is the successful implementation of the Balanced Scorecard (BSC), which is why it is interesting to study the variables that can influence its application in business. The main purpose of this paper is to establish a theoretical model through the literature review, that should consider the relationship between the transformational leadership among company staff (Avolio, Bass and Jung, 1999) and the empowerment of the rest of employees (...

  9. Balancing the balanced scorecard for a New Zealand mental health service.

    Science.gov (United States)

    Coop, Colleen F

    2006-05-01

    Given the high prevalence of mental disorders, there is a need to evaluate mental health services to ensure they are efficient, effective, responsive and accessible. One method that is being used is the "balanced scorecard" which uses performance indicators in four quadrants to assess various dimensions of service provision. This case study describes the steps taken by a New Zealand mental health service to improve service management through greater use of key performance indicators in relation to preset targets using this approach.

  10. A critical review of financial measures as reported in the Ontario hospital balanced scorecard.

    Science.gov (United States)

    Parkinson, John; Tsasis, Peter; Porporato, Marcela

    2007-01-01

    For Ontario hospitals in Canada, the Financial Performance and Condition measures in the Ontario hospital balanced scorecard are especially of interest since in the foreseeable future, they may be linked to provincial government funding decisions. However, we find that these measures lack valuable information on key attributes that affect organizational performance. We suggest changes that focus on key drivers of performance and reflect the operational realities of Ontario hospitals.

  11. Evaluating the balanced scorecard at the University Health Network: an impact assessment.

    Science.gov (United States)

    Young, Justin; Bell, Robert; Khalfan, Adil; Lindquist, Evert

    2008-01-01

    The balanced scorecard (BSC) has become increasing popular in healthcare organizations. A recent study conducted at the University Health Network in Toronto explored the extent to which the BSC has focused and aligned various organizational units and departments around shared goals and objectives. The evaluation also assessed the BSC's impact on front-line staff and how the development and rollout of the BSC should be modified in the next planning iteration.

  12. GRAU DE SATISFAÇÃO PELO USO DO BALANCED SCORECARD NAS EMPRESAS GAÚCHAS

    Directory of Open Access Journals (Sweden)

    Margarete Luisa Arbugeri Menegotto

    2012-03-01

    Full Text Available ResumoA avaliação do desempenho de uma organização deixou de ser apenas observado pelos resultados financeiros, que isolados não são suficientes para garantir que suas estratégias e objetivos sejam alcançados de forma sistêmica. O acirramento da competição exige das empresas modelos estratégicos e práticas gerenciais que torne seu negócio cada vez mais sustentável em longo prazo. Observando às limitações dos sistemas contábeis tradicionais, Robert Kaplan e David Norton criaram em 1992 o balanced scorecard. Inicialmente o utilizaram como um modelo de avaliação e desempenho empresarial, com o passar do tempo aplicaram em empresas, o que proporcionou seu desenvolvimento para uma metodologia de gestão, de tal forma que traduza visão e estratégia empresarial, com objetivos interligados, medidos através de indicadores de desempenho. A proposta deste trabalho é apresentar o retorno do balanced scorecard como instrumento de gestão em empresas gaúchas. Os dados foram coletados entre setembro e novembro de 2008, por meio de questionários enviados por correio eletrônico. Os resultados obtidos evidenciam que o retorno obtido com a utilização do balanced scorecard é positivo, mas, apresenta algumas ressalvas, na sua implantação e no entendimento desta estratégia por parte dos colaboradores da empresa.Palavras-chave: balanced scorecard; estratégia, resultados.

  13. Kombinasi Balanced Scorecard dan Objective Matrix Untuk Penilaian Kinerja Perguruan Tinggi

    Directory of Open Access Journals (Sweden)

    A Aviv Mahmudi

    2016-01-01

    Full Text Available Working Assessment is very essential aspect for a college to keep its excellent quality to face tight competition in either national or international level. The working assessment can be implemented to compare the result with organization strategy, and can also help to plan the upcoming strategy to achieve the final target of organization. The combination of Balanced Scorecard and OMAX is aimed at building the information system of working assessment in a college. Balanced Scorecard in the college is used to determine the strategic purposes, KPI and target, optimistic and pessimistic value. The scoring of each KPI uses AHP method; the scoring of KPI influences on general working score. The scoring of working assessment uses Objective Matrix (OMAX method to know the total result indicator stated by the college, and can find out the total result indicator of each working criterion. The combination of BSC and OMAX can avoid the use of overwhelming data because this model focused on four perspectives, with the important key indicator of a college. Besides, the four perspectives can avoid the orientation of short-term target, because OMAX developed the more obvious frame of time that also focused on the long-term target. This combination was a good integration that can afford to modify hybrid model in determining the score card of a college. BSC changed into the form of OMAX that presented a target in the long period. This combination is also a good integration that can afford to modify a hybrid model in determining the scorecard of the college. BSC changes into the form of OMAX that presents the long-term target.   Keywords: AHP; Balanced scorecard; OMAX; Work assessment; College

  14. Using the balanced scorecard to mobilize human resources in organizational transformation.

    Science.gov (United States)

    Tsasis, Peter; Harber, Bruce

    2008-05-01

    Traditionally, the balanced scorecard (BSC) has been an effective tool in linking measurement to strategy. However, what is least understood is how the BSC can be used to redefine organizational relationships, re-engineer fundamental processes and transform organizational culture, for superior performance in an organization with the same people, services and technology that previously delivered dismal performance. This paper highlights the process and uses York Central Hospital in Toronto, Ontario, Canada as an illustrative example.

  15. Mengungkap Makna IT Balanced Scorecard: Studi Fenomenologi Pada Satu Perguruan Tinggi Di Jakarta Barat

    OpenAIRE

    Sarwo Edy Handoyo; Herlin Tundjung Setijaningsih; Ary Satria Pamungkas

    2013-01-01

    Implementing information and communication technology (ICT) penetrated into all aspheres of life including college. Basically college runs three main aspects of process, content, and resources. Given the impementation of ICT to manage the three aspects will require investment and operation costs are relatively large, it is necessary to measure the effectiveness and productivity. The method of measurement used is the IT balanced scorecard. In Jakarta, many universities are using IT to manage i...

  16. Analisis Model IT Menggunakan Balanced Scorecard untuk Pengembangan Sistem Teknologi Informasi

    OpenAIRE

    Wijaya, Rahmadi

    2007-01-01

    Information System Technology has been implemented broadly in an organization to achieve the competitive advantage.  To support the business and to keep the alignment with business strategy, implementation of information system technology needs strategic plan.  The performance of information system technology can measured by IT-Balance Scorecard (IT-BSC) to derived the strategic plan for future improvement which aligned with vision, mission and goals of organizations.

  17. Microprecision interferometer: scorecard on technology readiness for the Space Interferometer Mission

    Science.gov (United States)

    Goullioud, Renaud; Dekens, Frank G.; Neat, Gregory W.

    2000-07-01

    This paper presents the first ever `scorecard' showing how well the Space Interferometer Mission is expected to meet the vibration attenuation requirements for its instrument. The spacecraft reaction wheel assembly, the primary on-board vibration source, shakes the structure in the frequency range from 2 Hz to 1000 Hz. Optical path differences and wavefront tip-tilts must be maintained to a few nanometers and tens of milli-arcseconds respectively, in this disturbance environment.

  18. Balanced scorecard investment appraisal in the water industry of England and Wales.

    Science.gov (United States)

    Tebbutt, P J; Gochin, R J; Lester, J N

    2003-07-01

    Previous work has shown that while most conventional investment appraisal techniques appear ill-suited for use in the water industry of England and Wales, the Balanced Scorecard (BSC) offers considerable potential as an investment decision making tool. This study accounts for much of the criticism of the BSC technique, proposing methodological changes to overcome these difficulties. A more comprehensive treatment of the modified methodology, illustrated by BSC development and application flowcharts, demonstrates how this technique might operate in practice.

  19. Designing the Human Resource Scorecard as a Performance Measurement of Human Resource

    OpenAIRE

    Muslim, Erlinda; Firania, Frinda

    2016-01-01

    Abstract. This study discusses the importance of performance measurement in a company because it can be used to assess the success of the company. The purpose of this study is to design and measure the performance of a MIGAS company using the Human Resource Scorecard approach by establishing the priority weight of strategic objectives and Key Performance Indicators on the Strategy Map through the Analytical Network Process. Results of this study are acquiring 16 strategic objectives, and 20 l...

  20. Programs and measures to reduce GHG emissions in agriculture and waste treatment in Slovakia

    Energy Technology Data Exchange (ETDEWEB)

    Mareckova, K.; Bratislava, S.; Kucirek, S.

    1996-12-31

    Slovakia is a UN FCCC Annex I country and is obliged to limit its anthropogenic GHG emissions in the year 2000 to 1990 level. The key greenhouse gas in Slovakia is CO{sub 2} resulting mainly from fuel combustion processes. However the share of CH{sub 4} and N{sub 2}O is approximately 20% of the total emissions on GWP basis. These gases are occurring mainly in non-energy sectors. The construction of the non-CO{sub 2} emission scenarios to reduce GHG and the uncertainty in N{sub 2}O and CH{sub 4} emission estimation are discussed focusing on agriculture and waste treatment. The presentation will also include information on emission trends of CH{sub 4} and N{sub 2}O since 1988. There are already implemented measures reducing GHG emissions in Slovakia, however, not motivated by global warming. A short view of implemented measures with an assessment of their benefit concerning non-CO{sub 2} GHG emissions reduction and some proposed mitigation options for agriculture and waste treatment are shown. Expected difficulties connected with preparing scenarios and with implementation of reducing measures are discussed.

  1. The Intervention Design and Analysis Scorecard: a planning tool for participatory design of integrated health and safety interventions in the workplace.

    Science.gov (United States)

    Robertson, Michelle; Henning, Robert; Warren, Nicholas; Nobrega, Suzanne; Dove-Steinkamp, Megan; Tibirica, Lize; Bizarro, Andrea

    2013-12-01

    As part of a Research-to-Practice Toolkit development effort by the Center for the Promotion of Health in the New England Workplace, to develop and test a structured participatory approach for engaging front-line employees in the design of integrated health protection and promotion interventions. On the basis of a participatory ergonomics framework, the Intervention Design and Analysis Scorecard (IDEAS) provides a stepwise approach for developing intervention proposals, including root cause analysis and setting evaluation criteria such as scope, obstacles, and cost/benefit trade-offs. The IDEAS was tested at four diverse worksites with trained facilitators. Employees were able to develop and gain management support for integrated interventions at each worksite. The IDEAS can be used effectively by front-line employees to plan integrated interventions in a program dedicated to continuous improvement of employee health protection/promotion and Total Worker Health.

  2. Routine use of the "ADE scorecards", an application for automated ADE detection in a general hospital.

    Science.gov (United States)

    Chazard, Emmanuel; Luyckx, Michel; Beuscart, Jean-Baptiste; Ferret, Laurie; Beuscart, Régis

    2013-01-01

    Retrospective detection of Adverse Drug Events (ADEs) is challenging, notably because ADEs result from complex interactions between many factors. Data mining techniques have recently emerged in the field of automated retrospective ADE detection. The "ADE Scorecards" are a research application based on data-mining that has been built in the framework of the PSIP European Project, and potentially enables automated ADE retrospective detection. The objective of this paper is to evaluate the use of the ADE Scorecards in a real-life healthcare situation. For that purpose, the ADE Scorecards have been implemented in a French general hospital and have been used by the physicians and pharmacists for three years (corresponding to 73,000 inpatient stays). According to the results, 2% of the analyzed inpatient stays have a potential ADE with hyperkalemia, and 1% of them have a potential ADE with vitamin K antagonist overdose. In practice, the application, which was first designed to be a standalone web-based application for the physicians, has been used as a part of a more global quality improvement approach led by the pharmacists.

  3. Rancang Bangun Tata Kelola Kinerja Perguruan Tinggi Menggunakan IT Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Achmad Solechan

    2016-05-01

    Full Text Available Budgeting most colleges are not based on good governance and conceptual, but based on short-term needs in each college. Other problems are related to the use of information technology in both hardware, software and brain ware (user in the management of information technology is still not well-thought in its development. This research aims to design a wake-up governance by using the Information Technology IT Balanced Scorecard framework is a system of management, measurement and control quickly, accurately and comprehensively can provide insight to the Leadership of the portrait and the development of information technology in institution. Information system development using SDLC (system development life cycle. College performance measurement method using IT balanced scorecard framework. The results showed that the use of information systems governance college performance using IT Balanced Scorecard help the efficiency and effectiveness in making an evaluation report IT governance, helping the presentation of information and error reduction calculations, the transaction data maintained intact his security, was able to complete the reporting process with fast, speed up the calculation process and the conclusion of the assessment of the performance of the college.

  4. Sistem Informasi Pengukuran Kinerja Pada Perkebunan Kelapa Sawit Dengan Menggunakan Metode Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Rosmiati Rosmiati

    2016-04-01

    Full Text Available Palm oil plantations is one of the sub-sectors of agriculture crops in Indonesia, which is the main source of food and economic growth. The Balanced Scorecard (BSC into a model of performance measurement system that can provide a solution within the framework of an integrated performance measurement using financial and non financial aspects. This study aims to develop information systems to measure the performance of oil palm plantations using the Balanced Scorecard method. Measurement of performance using four perspectives, that is: financial, customer, internal business processes and learning and growth. Nine indicators were used, that is: value of employee satisfaction, employee loyalty value, Return on Assets (ROA, solvency, crop maintenance, harvesting TBS, increasing the foreman and administrative competence in the garden, orchard manager guidance to employees and provide a special budget for training. This study resulted in an information system that can determine the weights of indicators and performance assessment scores will then be known to the achievement of performance measurement in oil palm plantations. This study was carried out on the Bina Karya plantation, obtained performance tends to be stable from 2009 to 2013. In 2011 the highest performance values ​​obtained at 68.34% and the lowest was in 2009 at 60.84%.   Keywords: Performance Measurement; Balanced scorecard; Key Performance Indicator; Information System; Palm oil

  5. Comparison of Colonoscopy Quality Measures Across Various Practice Settings and the Impact of Performance Scorecards.

    Science.gov (United States)

    Inra, Jennifer A; Nayor, Jennifer; Rosenblatt, Margery; Mutinga, Muthoka; Reddy, Sarathchandra I; Syngal, Sapna; Kastrinos, Fay

    2017-04-01

    Quality performance measures for screening colonoscopy vary among endoscopists. The impact of practice setting is unknown. We aimed to (1) compare screening colonoscopy performance measures among three different US practice settings; (2) evaluate factors associated with adenoma detection; and (3) assess a scorecard intervention on performance metrics. This multi-center prospective study compared patient, endoscopist, and colonoscopy characteristics performed at a tertiary care hospital (TCH), community-based hospital (CBH), and private practice group (PPG). Withdrawal times (WT), cecal intubation, and adenoma detection rates (ADR) were compared by site at baseline and 12 weeks following scorecard distribution. Generalized linear mixed models identified factors associated with adenoma detection. Twenty-eight endoscopists performed colonoscopies on 1987 asymptomatic, average-risk individuals ≥50 years. Endoscopist and patient characteristics were similar across sites. The PPG screened more men (TCH: 42.8%, CBH: 45.0%, PPG: 54.2%; p Preparation quality varied with good/excellent results in 70.6, 88.3, and 92% of TCH, CBH, and PPG cases, respectively (p preparation, but not practice setting. Each practice performed high-quality screening colonoscopy. Scorecards did not improve performance metrics. Preparation quality varies among practice settings and can be modified to improve adenoma detection.

  6. Employee Performance Appraisal Model Using Human Resources Scorecard And Analytical Hierarchy Process AHP

    Directory of Open Access Journals (Sweden)

    Mutmainah

    2017-11-01

    Full Text Available Nowadays there is no doubt that reliable human resources are the key in global university competition not least with the Department of Engineering of Muhammadiyah University of Jakarta FT UMJ. The problems that occur is based on preliminary analysis that has been known that Faculty of Engineering Muhammadiyah University of Jakarta FT UMJ does not have Employee Performance Appraisal System. This study aims to design an Employee Performance Appraisal System especially through the development of a Human Resources Scorecard Performance Appraisal System and Profile Matching model. The targets of this study were conducted with the aim of identifying and analyzing the need to implement model models of Employee Based Human Resource Scorecard Performance Appraisal Systems. The strategy of mixed methods in this research is the sequence of qualitative and quantitative analysis. The objective of this strategy is to design the HR Strategy Division map and identify the success indicators of each strategy objective through qualitative data analysis and further quantitative data analysis to know the process of human resource performance measurement using Human Resources Scorecard based on Analytical Hierarchy Process AHP. The results of this study recommend the strategy map and key performance indicator KPI of each strategy objectives to the Human Resources Division of the Faculty of Engineering Muhammadiyah University of Jakarta. This study provides an overview of how HR activities can support the achievement of the companys vision mission and strategy as defined in the strategy map.

  7. The National Shipbuilding Research Program. Emission Factors for Flux Core Rod Used in Gas Shielded Processes

    National Research Council Canada - National Science Library

    2000-01-01

    ...), shielded metal arc welding (SMAW), and submerged arc welding (SAW). There are presently some emission factors for welding operations that have been developed by the United States Environmental Protection Agency (USEPA...

  8. Final Rule on Ozone Transport Commission; Low Emission Vehicle Program for the Northeast Ozone Transport Region

    Science.gov (United States)

    EPA is announcing its final determination that reduction of new motor vehicle emissions throughout the Northeast Ozone Transport Region (OTR) is necessary to mitigate the effects of air pollution transport.

  9. Development of Balanced Scorecard in Higher Education Institutions: Example of Çanakkale Vocational School of Social Sciences

    Directory of Open Access Journals (Sweden)

    Hüseyin ERKUL

    2015-09-01

    Full Text Available Higher education institutions which must adopt themselves to the rapid changes in the world should measure their performance and connect it to a system in the process of continuous development and improvement. Balanced Scorecard which offers an opportunity to the institutions to evaluate their performance from so many different aspects comes to the fore in performance measurement systems and is widely used. In this study, a Balanced Scorecard which can be used in higher education institutions has been proposed. This study, designed as a case study, has been carried out at the Çanakkale Vocational School of Social Sciences. The data obtained from the primary and secondary sources has been analyzed via the descriptive analysis. First, the current situation of the college has been discussed, then performance dimensions, objectives and measures of the Balanced Scorecard have been identified considering the mission, the vision and SWOT analysis results of the college and the applicability of the Balanced Scorecard have been evaluated. As a result, it is concluded that Balanced Scorecard can be formed in all units of the universities and applied effectively in academic and administrative units.

  10. Designing a watershed scorecard as a performance evaluation tool for Ur River watershed, Tikamgarh District, Madhya Pradesh

    Directory of Open Access Journals (Sweden)

    Meeta Gupta

    2017-12-01

    Full Text Available The study is an attempt to design a watershed scorecard by identifying and evaluating selected set of indicators, such as surface water quality, ground water quality, soil condition, agriculture condition, and forest condition, which accurately reflect the health of the watershed. Ur River Watershed in Tikamgarh District, Madhya Pradesh was taken as a case study to assess the watershed health. Evaluation was done by calculating different indices for the selected set of indicators and comparing them with the National standards and guidelines. Based on the performance of each indicator, the grades were assigned to the indicators which helped in designing the watershed scorecard. The results revealed that within the watershed, the forest and soil conditions need a considerable plan for improvement in order to maintain the ecosystem whereas the surface water quality, groundwater quality and the agricultural conditions requires protection as well as enhancement in certain areas. Keywords: Watershed scorecard, Ur River, Bundelkhand, Water quality, Agricultural condition

  11. Notification: Evaluating the Internal Controls for EPA's Vehicle Emissions Testing Program

    Science.gov (United States)

    Project #OPE-FY17-0009, Mar 6, 2017. The EPA OIG plans to begin preliminary research to determine whether the EPA’s existing internal controls are effective at detecting and preventing light-, medium-, and heavy-duty on-road vehicle emissions fraud.

  12. Methane emissions from natural gas compressor stations in the transmission and storage sector: measurements and comparisons with the EPA greenhouse gas reporting program protocol.

    Science.gov (United States)

    Subramanian, R; Williams, Laurie L; Vaughn, Timothy L; Zimmerle, Daniel; Roscioli, Joseph R; Herndon, Scott C; Yacovitch, Tara I; Floerchinger, Cody; Tkacik, Daniel S; Mitchell, Austin L; Sullivan, Melissa R; Dallmann, Timothy R; Robinson, Allen L

    2015-03-03

    Equipment- and site-level methane emissions from 45 compressor stations in the transmission and storage (T&S) sector of the US natural gas system were measured, including 25 sites required to report under the EPA greenhouse gas reporting program (GHGRP). Direct measurements of fugitive and vented sources were combined with AP-42-based exhaust emission factors (for operating reciprocating engines and turbines) to produce a study onsite estimate. Site-level methane emissions were also concurrently measured with downwind-tracer-flux techniques. At most sites, these two independent estimates agreed within experimental uncertainty. Site-level methane emissions varied from 2-880 SCFM. Compressor vents, leaky isolation valves, reciprocating engine exhaust, and equipment leaks were major sources, and substantial emissions were observed at both operating and standby compressor stations. The site-level methane emission rates were highly skewed; the highest emitting 10% of sites (including two superemitters) contributed 50% of the aggregate methane emissions, while the lowest emitting 50% of sites contributed less than 10% of the aggregate emissions. Excluding the two superemitters, study-average methane emissions from compressor housings and noncompressor sources are comparable to or lower than the corresponding effective emission factors used in the EPA greenhouse gas inventory. If the two superemitters are included in the analysis, then the average emission factors based on this study could exceed the EPA greenhouse gas inventory emission factors, which highlights the potentially important contribution of superemitters to national emissions. However, quantification of their influence requires knowledge of the magnitude and frequency of superemitters across the entire T&S sector. Only 38% of the methane emissions measured by the comprehensive onsite measurements were reportable under the new EPA GHGRP because of a combination of inaccurate emission factors for leakers and

  13. Balanced scorecard en las empresas mixtas petroleras del municipio Maracaibo del estado Zulia

    Directory of Open Access Journals (Sweden)

    Alvaro Finali

    2014-01-01

    Full Text Available La presente investigación, tuvo como objetivo identificar las perspectivas basadas en el enfoque del Balanced Scorecard en las empresas mixtas petroleras del municipio Maracaibo del estado Zulia. El sustento teórico utilizado para el estudio, se enmarcó en los aportes realizados por Caycho (2010, Kaplan y Norton, (2004, López (2001, Muñiz y Monfort (2005, Niven (2003, Pérez (2003, Rampersad (2005, Solano et al (2002, entre otros. El presente estudio es de tipo descriptivo, de campo, no experimental, transaccional. La población estuvo conformada en total por cuarenta (40 sujetos entre gerentes y supervisores. Se utilizó como técnica la encuesta, la cual sirvió como mecanismo para evaluar la opinión de la población, a través de un cuestionario estructurado elaborado especialmente para la variable Balanced Scorecard, constituido por cincuenta items, bajo la escala de respuestas tipo Likert, validado por cinco expertos, con un coeficiente Alpha Cronbach que arrojó una confiabilidad de (0,99. Se evidencia cómo en las empresas mixtas petroleras del municipio Maracaibo del estado Zulia, se miden a través de las perspectivas del Balanced Scorecard (BSC algunas veces con el indicador financiera y casi siempre evalúan las del cliente, proceso interno, aprendizaje y crecimiento en la organización, mostrando una tendencia positiva en busca de mejorar su sistema de gestión, para lo cual se recomendó cuidar que todas las perspectivas (financiera, clientes, procesos internos y aprendizaje organizacional, con el fin de que el Sistema Balanceado de Indicadores (SBI produzca la serie de resultados favorables en la administración de la empresas objetos de estudio, ya que para lograrlo es necesario implementar la metodología, monitoreo y análisis constante de los indicadores obtenidos.

  14. Fidelity scorecard: evaluation of a caregiver-delivered symptom management intervention.

    Science.gov (United States)

    Frambes, Dawn; Lehto, Rebecca; Sikorskii, Alla; Tesnjak, Irena; Given, Barbara; Wyatt, Gwen

    2017-08-01

    To evaluate and quantify the intervention fidelity of a symptom management protocol through implementation of a scorecard, using an exemplar study of caregiver-delivered reflexology for people with breast cancer. Studies on caregiver-delivered symptom management interventions seldom include adequate information on protocol fidelity, contributing to potentially suboptimal provision of the therapeutic intervention, hindering reproducibility and generalizability of the results. Fidelity assessment of a 4-week intervention protocol in a randomized controlled trial (RCT) with data collection between 2012 - 2016. The National Institutes of Health Behaviour Change Consortium (NIH-BCC) conceptual model for intervention fidelity guided the study. The five NIH-BCC fidelity elements are: (1) dose; (2) provider training; (3) intervention delivery; (4) intervention receipt; and (5) enactment. To illustrate the elements, an intervention protocol was deconstructed and each element quantified using a newly developed fidelity scorecard. Mean scores and frequency distributions were derived for the scorecard elements. For dose, the mean number of sessions was 4·4, 96% used the correct intervention duration and 29% had 4 weeks with at least one session. Provider training was achieved at 80% of the maximum score, intervention delivery was 96%, intervention receipt was 99% and enactment indicated moderate adoption at 3·8 sessions per patient. The sample mean score was 15·4 out of 16, indicating the high overall fidelity. Research findings that include description of how fidelity is both addressed and evaluated are necessary for clinical translation. Clinicians can confidently recommend symptom management strategies to patients and caregivers when fidelity standards are explicitly reported and measured. © 2017 John Wiley & Sons Ltd.

  15. Scorecard for spina bifida research, prevention, and policy - A development process.

    Science.gov (United States)

    Kancherla, Vijaya; Walani, Salimah R; Weakland, Aliki P; Bauwens, Lieven; Oakley, Godfrey P; Warf, Benjamin C

    2017-06-01

    Spina bifida is a serious and largely preventable neural tube birth defect and an important cause of mortality and lifelong disability. The People and Organizations United for Spina Bifida and Hydrocephalus (PUSH!) Global Alliance was formed in 2014 to provide a common platform for various organizations worldwide to raise the visibility of spina bifida and hydrocephalus. In its formative phase, the alliance recognized that in order to accelerate surveillance, prevention, and care for these conditions, there was a need to provide an evidence-based assessment of how nations are performing in specific areas. In this paper, we describe the impetus for, and the process of, developing country-level scorecards for spina bifida surveillance, prevention and care. The PUSH! Executive Committee formulated a comprehensive list of six actionable indicators measuring availability of published studies on population-based folate studies; surveillance of prevalence and mortality; prevention-based policies; access to care; and quality of life associated with spina bifida. Rubrics were developed to score each country on the aforementioned indicators. Country scores were pooled across each indicator and the composite scores ranged between zero and three if there was a need for improvement, four and five if they were in good standing, or six for an excellent status. The scorecard included country-specific recommendations assimilated from the literature and published guidelines to aid policy makers in accelerating surveillance and prevention, and improving the care and quality of life indicators. For comparison, country-level scorecards were grouped by WHO-regions. Score cards were made available publicly through the website "www.pu-sh.org". Copyright © 2017 Elsevier Inc. All rights reserved.

  16. Measuring Knowledge Management Performance in Organizations: An Integrative Framework of Balanced Scorecard and Fuzzy Evaluation

    Directory of Open Access Journals (Sweden)

    Hongbo Lyu

    2016-05-01

    Full Text Available As an important part of knowledge management (KM, the KM performance evaluation tries to find out the key factors restraining the enhancement of the enterprises' performance. This paper investigates the feasibility of the balanced scorecard (BSC method in enterprise knowledge management and then proposes a simplified and applicable performance evaluation model based on the BSC approach. Finally, fuzzy comprehensive evaluation (FCE is used to evaluate the effectiveness and applicability of the proposed model. The result shows that the model is useful for evaluating the performance of KM in enterprises.

  17. THE USE OF BALANCED SCORECARD TO EVALUATE THE SKILLS OF COMMUNICATION SYSTEM WORKERS OF ENTERPRISES

    Directory of Open Access Journals (Sweden)

    Юлія Богданівна МОЛОЧНИК

    2015-05-01

    Full Text Available We consider the efficient use of all intellectual abilities of communication system workers, prompting them to effective implementation of their activities. The necessity of introducing the company's management of adequate methods of activation is proven. The system of balanced scorecard assessment of overt and covert skills is created. Choosing of parameters which determine the effectiveness of activation communication system staff, which depends mainly on the level of the successful operation of its basic elements - leadership, employees, agents, ensuring the communication process is grounded.

  18. Developing and using a balanced scorecard: a case study with SWOT analysis.

    Science.gov (United States)

    Gumbus, Andra; Lussier, Robert N

    2003-01-01

    Have you tried to measure your laboratory's performance lately? Do you measure and assess financial results, customer satisfaction, internal process efficiency, and learning and growth? If any of these metrics are missing from your performance measurement system, you are not using the latest management tool that is sweeping the health-care industry--the balanced scorecard (BSC). This article begins with a discussion of the BSC and why you should use it in your laboratory, followed by SWOT analysis to assess the strengths, weaknesses, opportunities, and threats (SWOT) a BSC offers your laboratory. A laboratory case study is then presented to assist you in developing and using a BSC in your laboratory.

  19. ICT support for measuring customer metrics defined by the Balanced Scorecard method

    Directory of Open Access Journals (Sweden)

    František Dařena

    2006-01-01

    Full Text Available In the paper an approach to support of strategic management process using the Balanced Scorecard method is discussed. The main focus is primarily directed to the customer perspective as the most important determining factor of today‘s strategic management. The article suggests general framework for construction of individual performance indicators from this field independently on particular implementation of existing information system in the organization. Methods of gaining necessary information from organization‘s database and from organization‘s environment using customer research are considered.

  20. The Balanced Scorecard versus Total Quality Management: which is better for your organization?

    Science.gov (United States)

    Schwartz, Jay

    2005-10-01

    Today's health care organizations must deal with managed care, government oversight, aging baby boomers, new technologies, and increasing pharmaceutical prices. It is imperative that health care organizations adopt some form of business strategy to manage the vast amount of information available. Two of the more popular strategies among health care organizations are the Balanced Scorecard and Total Quality Management. Which one of the strategies is best for an organization? The answer to this question is that it depends on the organization. This article provides the fundamentals of each strategy and contrasts their strengths and weaknesses, so that interested organizations can make informed decisions regarding the best strategy for each organization.

  1. Bringing human resources to the table: utilization of an HR balanced scorecard at Mayo Clinic.

    Science.gov (United States)

    Fottler, Myron D; Erickson, Eric; Rivers, Patrick A

    2006-01-01

    Rather than viewing HR as a critical driver of organizational strategy and outcomes, most health care organizations see HR as a drain on the organization's bottom line. Only by aligning HR with the organizational strategy will HR leaders truly get a seat at the leadership table. HR professionals can overcome impediments and gain a seat at the table by learning the language of business and the ways in which organizational leaders use data to drive their decisions. This article shows how Mayo Clinic uses the popular Balanced Scorecard approach to align its measures of HR performance to the organization's strategic plan.

  2. Reviewing the application of the balanced scorecard with implications for low-income health settings.

    Science.gov (United States)

    Rabbani, Fauziah; Jafri, S M Wasin; Abbas, Farhat; Pappas, Gregory; Brommels, Mats; Tomson, Goran

    2007-01-01

    High-income countries (HICs) are increasingly making use of the balanced scorecard (BSC) in healthcare. Evidence about BSC usage in low-income countries (LICs) is deficient. This study assessed feasibility of BSC use in LICs. Systematic review of electronic databases shows that the BSC improved patient, staff, clinical, and financial outcomes in HICs. To translate the experience of BSC use in HICs to their use in LICs, the applicability parameters of the National Committee for Quality Assurance were applied. Despite contextual challenges, pilot testing of BSC use can be undertaken in selected LICs. Committed leadership, cultural readiness, quality information systems, viable strategic plans, and optimum resources are required.

  3. Analysis Of Lean Accounting JIT And Balance Scorecard In The Companys Lean Manufacturing

    Directory of Open Access Journals (Sweden)

    Irwan Sutirman Wahdiat

    2015-08-01

    Full Text Available This research purpose to analyze the concept of Lean Manufacturing which is influenced by the role of JIT. This research uses a theoretical approach. This study portrait thinking companies that have yet to implement lean manufacturing and after doing the concept of lean manufacturing. This study shows that the concept of lean manufacturing can make the company more efficient and effective. This paper shows some lean manufacturing dimensions of the researchers previous researchers. This study also confirmed that lean manufacturing will not be separated from the concept of balance scorecard.

  4. Using Technology to Support Data Analytics: A Chief Nursing Officer Accountability Scorecard.

    Science.gov (United States)

    Polancich, Shea; Poe, Terri; Hackney, Natalie; Williamson, Jason

    Accountability for health system improvement is a requirement for nursing leadership in practice. However, to be accountable for organizational goals, nurse leaders need the tools to identify gaps in their microsystems of care. The purpose of this article was to provide a case study example of chief nursing officer (CNO) leadership in using a technology solution to develop a CNO accountability scorecard. This project highlights the HQ Essential for data analytics using an innovative technological approach to drive improvement at the front line of clinical care.

  5. PERENCANAAN STRATEGI DALAM UPAYA MENYELARASKAN TUJUAN ORGANISASI DAN TUJUAN KARYAWAN DENGAN PENDEKATAN TOTAL PERFORMANCE SCORECARD (Studi Kasus Departemen Internal Audit Perusahaan Minyak dan Gas Bumi

    Directory of Open Access Journals (Sweden)

    T. Yuri Zagloel puslit

    2008-01-01

    Full Text Available The competition in industry is getting harder, where companies face changes in their environment. So that organization must increase their performance and show their ability to win the competition. This tight competition makes organization has to own innovation where employees grow according to change. In the effort of improving organization performance, it must be an harmony between organization and individual objectives. This research in the oil company Indonesia aims to harmonize it based on Total Performance Scorecard (TPS. This harmonization is done through several phases with the results of a communication among organizational Balance scorecard, scorecard section and Individual Performance plan. These things become a integrated strategic planning of the company. This integrated plan means in the process of planning, it involves departments, sections, and all employees. The advantages are to make sure all employees understand the objective of their departments and their sections, whereas they involve in the process and the implementation of the strategy. Abstract in Bahasa Indonesia: Untuk menghadapi persaingan, umumnya kalangan industri terus berupaya untuk melakukan perbaikan dan peningkatan kinerja. Dalam upaya peningkatan kinerja organisasi, keselarasan antara tujuan organisasi dengan tujuan setiap individu yang ada dalam organisasi merupakan hal yang penting. Penelitian di sebuah perusahaan minyak dan gas bumi ini bertujuan untuk menyelaraskan tujuan organisasi dengan tujuan individu dengan menggunakan pendekatan Total Performance Scorecard. Pendekatan ini mempunyai kekhasan yaitu menyelaraskan tujuan organisasi dengan tujuan individu yang tergambar dalam hubungan antara Organizational Balanced Scorecard, Scorecard Section dan rencana kinerja individu. Hubungan tersebut dapat menjadi rancangan strategi yang terintegrasi bagi perusahaan, yang dalam perumusannya melibatkan pihak departemen, seksi, serta seluruh karyawan yang berada

  6. A diabetes scorecard does not improve HbA(1c), blood pressure, lipids, aspirin usage, exercise and diabetes knowledge over 9 months: a randomized controlled trial.

    Science.gov (United States)

    Irwig, M S; Sood, P; Ni, D; Amass, T; Khurana, P S; Jayanthi, V V; Wang, L; Adler, S M

    2012-09-01

    To test (1) whether a diabetes scorecard can improve glycaemic control, blood pressure control, LDL cholesterol, aspirin usage and exercise; (2) if the scorecard will motivate and/or educate patients to improve their scores for subsequent visits; and (3) whether the scorecard will improve rates of clinical inertia. Five physicians enrolled 103 patients ≥ 40 years old with uncontrolled Type 2 diabetes [HbA(1c) ≥ 64 mmol/mol (8.0%)] to randomly receive either a diabetes scorecard or not during four clinical visits over a 9-month period. The population was predominantly urban with a disproportionately higher percentage of black people than the general population. Our scorecard assigned points to six clinical variables, with a perfect total score of 100 points corresponding to meeting all targets. The primary outcomes were total scores and HbA(1c) in the scorecard and control groups at 9 months. There were no significant differences between the control and scorecard groups at visits 1 and 4 in total score, HbA(1c) , blood pressure, LDL cholesterol, aspirin usage, exercise or knowledge about diabetic targets. By visit 4 both the control and scorecard groups had statistically significant improvements with their mean total score (9 and 7 points, respectively), HbA(1c) [-9 mmol/mol (-0.8%) and -15 mmol/mol (-1.4%), respectively] and aspirin usage (33% increase and 16% increase, respectively). Rates of clinical inertia were low throughout the study. A diabetes scorecard did not improve glycaemic control, blood pressure control, LDL cholesterol, aspirin usage, exercise or diabetic knowledge in an urban population with uncontrolled Type 2 diabetes. © 2012 The Authors. Diabetic Medicine © 2012 Diabetes UK.

  7. Governing patient safety: lessons learned from a mixed methods evaluation of implementing a ward-level medication safety scorecard in two English NHS hospitals.

    Science.gov (United States)

    Ramsay, Angus I G; Turner, Simon; Cavell, Gillian; Oborne, C Alice; Thomas, Rebecca E; Cookson, Graham; Fulop, Naomi J

    2014-02-01

    Relatively little is known about how scorecards presenting performance indicators influence medication safety. We evaluated the effects of implementing a ward-level medication safety scorecard piloted in two English NHS hospitals and factors influencing these. We used a mixed methods, controlled before and after design. At baseline, wards were audited on medication safety indicators; during the 'feedback' phase scorecard results were presented to intervention wards on a weekly basis over 7 weeks. We interviewed 49 staff, including clinicians and managers, about scorecard implementation. At baseline, 18.7% of patients (total n=630) had incomplete allergy documentation; 53.4% of patients (n=574) experienced a drug omission in the preceding 24 h; 22.5% of omitted doses were classified as 'critical'; 22.1% of patients (n=482) either had ID wristbands not reflecting their allergy status or no ID wristband; and 45.3% of patients (n=237) had drugs that were either unlabelled or labelled for another patient in their drug lockers. The quantitative analysis found no significant improvement in intervention wards following scorecard feedback. Interviews suggested staff were interested in scorecard feedback and described process and culture changes. Factors influencing scorecard implementation included 'normalisation' of errors, study duration, ward leadership, capacity to engage and learning preferences. Presenting evidence-based performance indicators may potentially influence staff behaviour. Several practical and cultural factors may limit feedback effectiveness and should be considered when developing improvement interventions. Quality scorecards should be designed with care, attending to evidence of indicators' effectiveness and how indicators and overall scorecard composition fit the intended audience.

  8. EPA Launches New Voluntary Methane Challenge Program To Reduce Emissions from the Oil and Gas Sector

    Science.gov (United States)

    WASHINGTON -Today, as part of the Obama Administration's ongoing commitment to take action on climate change and protect public health, EPA is launching a new voluntary partnership program-with 41 founding partner companies in the oil and gas sector.

  9. Quantifying the Emissions Benefits of the Transportation Efficiency and SOV Travel Reduction Programs

    Science.gov (United States)

    1998-06-01

    Some of the most effective investments and programs to reduce pollution from the transportation sector, such as land use planning, improved urban design and alternative transit infrastructure investment, have the greatest potential to achieve emissio...

  10. Particulate emissions from residential wood combustion: Final report: Norteast regional Biomass Program

    Energy Technology Data Exchange (ETDEWEB)

    1987-01-01

    The objective of this study was to provide a resource document for the Northeastern states when pursuing the analysis of localized problems resulting from residential wood combustion. Specific tasks performed include assigning emission rates for total suspended particulates (TSP) and benzo(a)pyrene (BaP) from wood burning stoves, estimating the impact on ambient air quality from residential wood combustion and elucidating the policy options available to Northeastern states in their effort to limit any detrimental effects resulting from residential wood combustion. Ancillary tasks included providing a comprehensive review on the relevant health effects, indoor air pollution and toxic air pollutant studies. 77 refs., 11 figs., 25 tabs.

  11. O balanced scorecard como ferramenta de gestão estratégica em uma universidade federal

    Directory of Open Access Journals (Sweden)

    Fernando Richartz

    2012-12-01

    Full Text Available The study’s aim is to structure a Balanced Scorecard for the Department of Accounting Sciences of Federal University of Santa Catarina, whose purpose is to align a business area (CCN with the strategies defined by the corporation (UFSC. To prepare the BSC we depart from the information contained in the strategic planning of the department, developed in 2008 for the period 2009-2020. The strategy map includes four perspectives, seven subareas, twenty-six objectives, as well as the relations between them. The base map is the people, than through processes that relate with customers and the society. After, based on defined objectives, elaborated the balanced panel. In it, each objective has a control indicator, a reference value, an objective (to be achieved by 2020 and actions or initiatives to be taken to achieve the objectives. However, because they are strategic information, are presented in more detail only the information from the perspective "people". The results of this perspective are: i for the control indicator % of professors with study groups registered in the CNPQ has 25% as a reference and it is estimated as a target percentage of 50%, ii for the % of doctors with a Pos-Doc completed or under development have as reference 20% and as target 50, iii for the % of professors who attended at least one course per year offered by the PROFOR has 22% currently with the target of 80%, iv for the number of programs University/Professor/Company, reference of 2 and target of at least 5, v ultimately, for the % of professors belonging to the CFC, CPC, Ibracon, CRCs the institution now has 15% and has with target 30% by 2020.

  12. Use of behavior change techniques in clean cooking interventions: a review of the evidence and scorecard of effectiveness.

    Science.gov (United States)

    Goodwin, Nicholas J; O'Farrell, Sarah Ellen; Jagoe, Kirstie; Rouse, Jonathan; Roma, Elisa; Biran, Adam; Finkelstein, Eric A

    2015-01-01

    Despite decades of effort, around 2.8 billion people still rely on solid fuels to meet domestic energy needs. There is robust evidence this causes premature death and chronic disease, as well as wider economic, social, and environmental problems. Behavior change interventions are effective to reduce exposure to harm such as household air pollution, including those using health communications approaches. This article reports the findings of a project that reviewed the effectiveness of behavior change approaches in cleaner cooking interventions in resource-poor settings. The authors synthesized evidence of the use of behavior change techniques, along the cleaner cooking value chain, to bring positive health, economic, and environmental impacts. Forty-eight articles met the inclusion criteria, which documented 55 interventions carried out in 20 countries. The groupings of behavior change techniques most frequently used were shaping knowledge (n = 47), rewards and threats (n = 35), social support (n = 35), and comparisons (n = 16). A scorecard of behavior change effectiveness was developed to analyze a selection of case study interventions. Behavior change techniques have been used effectively as part of multilevel programs. Cooking demonstrations, the right product, and understanding of the barriers and benefits along the value chain have all played a role. Often absent are theories and models of behavior change adapted to the target audience and local context. Robust research methods are needed to track and evaluate behavior change and impact, not just technology disseminated. Behavior change approaches could then play a more prominent role as the "special sauce" in cleaner cooking interventions in resource poor settings.

  13. Effektmåling på handlingsplaner og Balanced Scorecards i Kvægproduktion 2010

    DEFF Research Database (Denmark)

    Clausen, Michael Fussing; Lund, Mogens

    gennemførelsen af instruktionerne i handlingsplanerne kun begrænset betydning for målopfyldelsen.   Den gennemførte evaluering indikerer endvidere, at landbrugsbedrifterne har opnået en tilfredsstillende målopfyldelse gennem anvendelsen af Balanced Scorecards (BSC). Det største problem i anvendelsen af BSC ser...

  14. Using the Balanced Scorecard to Enhance Undergraduate Education in a First Year Business Course: A Pilot Study

    Science.gov (United States)

    Hunt, Irma; Taylor, Ronald K.; Winter, Anthony; Mackie, J. Jay; Fisher, Daniel

    2016-01-01

    Several research studies found that managers lacked a basic understanding of a balanced scorecard (BSC) approach to evaluate an organization. Because of this, the authors saw an opportunity to reorganize a course in order to provide students with an opportunity to address this issue. Therefore, a recent pilot study was conducted to ascertain…

  15. Designing and Using Projects with Real World Application in a MBA Managerial Accounting Class: The Case of The Balanced Scorecard

    Science.gov (United States)

    Houke, Charlotte

    2017-01-01

    This paper explores the purpose of designing and using projects with real world application in a M.B.A. managerial accounting class. Included is a discussion of how and why the Balanced Scorecard (BSC) Project has been used in classes to link theory with practice by providing real world application of the BSC framework. M.B.A. students represent a…

  16. Applicability of Balanced Scorecard System in Primary Schools According to Opinions of Education Inspectors, Managers and Teachers

    Science.gov (United States)

    Gündüzalp, Seda; Arabaci, Imam Bakir

    2017-01-01

    This study was carried out in order to specify the opinions of the staff working as manager, teacher and educational inspectors at primary schools about the implementation of balanced scorecard in education institutions. To perform that aim the staffs serving as manager, teacher and inspector at the primary Schools nearby center of Elazig Province…

  17. A Commentary on "Rhetoric or Reality? Do Accounting Education and Experience Increase Weighting on Environmental Performance in a Balanced Scorecard?"

    Science.gov (United States)

    Larrinaga, Carlos

    2013-01-01

    In the paper, "Rhetoric or Reality? Do Accounting Education and Experience Increase Weighting on Environmental Performance in a Balanced Scorecard?" (Wynder, Wellner, and Reinhard 2013), researchers test whether business education and (controller) experience influence decision-makers to consider a longer-term perspective and,…

  18. Development of a Framework for Sustainable Outsourcing: Analytic Balanced Scorecard Method (A-BSC

    Directory of Open Access Journals (Sweden)

    Fabio De Felice

    2015-06-01

    Full Text Available Nowadays, many enterprises choose to outsource its non-core business to other enterprises to reduce cost and increase the efficiency. Many enterprises choose to outsource their supply chain management (SCM and leave it to a third-party organization in order to improve their services. The paper proposes an integrated and multicriteria tool useful to monitor and to improve performance in an outsourced supply chain. The Analytic Balanced Scorecard method (A-BSC is proposed as an effective method useful to analyze strategic performance within an outsourced supply chain. The aim of the paper is to present the integration of two methodologies: Balanced Scorecard, a multiple perspective framework for performance assessment, and Analytic Hierarchy Process, a decision-making tool used to prioritize multiple performance perspectives and to generate a unified metric. The development of the framework is aimed to provide a performance analysis to achieve better sustainability performance of supply chain. A real case study concerning a typical value chain is presented.

  19. Configuring balanced scorecards for measuring health system performance: evidence from 5 years' evaluation in Afghanistan.

    Science.gov (United States)

    Edward, Anbrasi; Kumar, Binay; Kakar, Faizullah; Salehi, Ahmad Shah; Burnham, Gilbert; Peters, David H

    2011-07-01

    In 2004, Afghanistan pioneered a balanced scorecard (BSC) performance system to manage the delivery of primary health care services. This study examines the trends of 29 key performance indicators over a 5-year period between 2004 and 2008. Independent evaluations of performance in six domains were conducted annually through 5,500 patient observations and exit interviews and 1,500 provider interviews in >600 facilities selected by stratified random sampling in each province. Generalized estimating equation (GEE) models were used to assess trends in BSC parameters. There was a progressive improvement in the national median scores scaled from 0-100 between 2004 and 2008 in all six domains: patient and community satisfaction of services (65.3-84.5, pfinancial domain also showed improvement until 2007 (84.4-95.7, pperformance benchmarking during the 5-year period. However, scorecard reconfigurations are needed to integrate effectiveness and efficiency measures and accommodate changes in health systems policy and strategy architecture to ensure its continued relevance and effectiveness as a comprehensive health system performance measure. The process of BSC design and implementation can serve as a valuable prototype for health policy planners managing performance in similar health care contexts. Please see later in the article for the Editors' Summary.

  20. PERFORMANCE CRITERIA of RUBBER UKM BASED ON COOPERATIVE USING BALANCED SCORECARD METHOD

    Directory of Open Access Journals (Sweden)

    Dessy Iriani Putri

    2017-01-01

    Full Text Available Small and Medium Enterprises (UKM of Usaha Mandiri is the only UKM in Putri Hijau district, North Bengkulu that carries out its activities based on cooperative principles. The UKM was established in 2010 due to the rubber farmer’s concern about their future. In the last few years, the rubber price has declined, resulting in the decreasing performance of UKM Usaha Mandiri’s.  The objective of this research is to analyze the performance of UKM of Usaha Mandiri.  The method used is balanced scorecard (BSC and Focus Group Discussion (FGD to identify the UKM’s strategic aim and the BSC value. The result of the research shows that the performance of UKM of Usaha Mandiri   started to decline from 2013–2015.  The BSC score from 2011–2015 was 112.93 (excellent, 141.84 (excellent, 95.41 (excellent, 47.42 (average and 81.62 (very good.  The decline of the performance was due to the decline of natural rubber price.  The conclusion for the research is that in 2015 the performance of UKM of Usaha Mandiri   was categorized as very good (BSC method with the most contribution from growth and learning perspective.        Keywords : Balanced scorecard, BSC, cooperation, performance measurement, UKM

  1. Implementing a Sustainability Balanced Scorecard to Contribute to the Process of Organisational Legitimacy Assessment

    Directory of Open Access Journals (Sweden)

    Graham Bowrey

    2014-06-01

    Full Text Available The purpose of this paper is to illustrate the use of a Sustainability Balanced Scorecard (SBSC as a contributing factor in the process of organisational legitimacy assessment. The methodological approach in this study is supported by the application of content analysis to identify and examine the disclosed sustainability indicators of a major Australian financial institution (Westpac. The theoretical lens of legitimacy theory and the Balanced Scorecard (BSC are used as points of reference to inform and structure the overall theoretical framework of this study. The results indicate that the four perspectives of a traditional BSC correlate with the main sources of influential inputs to Westpac’s sustainability reporting. In addition, the SBSC presented in this article successfully illustrates focal areas of reporting practice, providing a succinct overview of an organisation’s reporting activities. The primary contributions of this research are to the literature on social and environmental disclosures, including the research of Do, Tilt and Tilling (2007, and Baxter, Chua and Strong (2010 and the provision of a practical technique to illustrate the focal activity of an organisation’s social and environmental reporting as part of the legitimisation process.

  2. Manajemen Sumber Daya Teknologi Informasi Laboratorium Komputer Menggunakan Balanced Scorecard (BSC dan COBIT 5

    Directory of Open Access Journals (Sweden)

    M. Panji Ismail

    2017-05-01

    Full Text Available Laboratorium komputer merupakan salah satu sarana pembelajaran yang berbasis Teknologi Informasi (TI yang terdiri dari tiga sumber daya TI, yaitu software, hardware, dan brainware. Tidak adanya kesesuaian antara kemampuan hardware dengan spesifikasi hardware yang digunakan dapat menghambat pengguna (brainware dalam melakukan praktikum dan pembelajaran di laboratorium. Selain itu, ketidaksesuaian tersebut juga mengakibatkan software berjalan lambat dan computer sering error sehingga praktikum menjadi terganggu dan berjalan tidak lancar. Untuk mengetahui kesesuaian antar sumber daya TI yang ada di laboratorium dibutuhkan proses pengukuran manajemen sumber daya TI yang ada saat ini. Skala likert menjadi salah satu metode untuk mengukur kinerja software, hardware, dan tata kelola laboratorium saat ini. Hasil pengukuran kemudian dievaluasi menggunakan framework Balance Scorecard (BSC dengan melalui beberapa tahapan dan penyelarasan strategi TI. Setelah mengetahui hasil evaluasi dan kendala-kendala apa saka yang ada dalam melakukan pengelolaan maka langkah berikutnya adalah menentukan bagaimana cara memperbaiki dan melakukan peningkatan tata kelola TI. COBIT 5 akan menjadi framework pelengkap untuk memperbaiki sekaligus memprediksi pengembangan manajemen sumber daya TI. Hasil penelitian ini menunjukkan bahwa integrase antara COBIT 5 dengan Balance Scorecard (BSC memberikan kemampuan dalam melakukan pengukuran tata kelola laboratorium serta memberikan kemampuan untuk meningkatkan pelayanan secara kontinyu.

  3. Designing a balanced scorecard for a tertiary care hospital in Pakistan: a modified Delphi group exercise.

    Science.gov (United States)

    Rabbani, Fauziah; Jafri, Syed M Wasim; Abbas, Farhat; Shah, Mairaj; Azam, Syed Iqbal; Shaikh, Babar Tasneem; Brommels, Mats; Tomson, Goran

    2010-01-01

    Balanced Scorecards (BSC) are being implemented in high income health settings linking organizational strategies with performance data. At this private university hospital in Pakistan an elaborate information system exists. This study aimed to make best use of available data for better performance management. Applying the modified Delphi technique an expert panel of clinicians and hospital managers reduced a long list of indicators to a manageable size. Indicators from existing documents were evaluated for their importance, scientific soundness, appropriateness to hospital's strategic plan, feasibility and modifiability. Panel members individually rated each indicator on a scale of 1-9 for the above criteria. Median scores were assigned. Of an initial set of 50 indicators, 20 were finally selected to be assigned to the four BSC quadrants. These were financial (n = 4), customer or patient (n = 4), internal business or quality of care (n = 7) and innovation/learning or employee perspectives (n = 5). A need for stringent definitions, international benchmarking and standardized measurement methods was identified. BSC compels individual clinicians and managers to jointly work towards improving performance. This scorecard is now ready to be implemented by this hospital as a performance management tool for monitoring indicators, addressing measurement issues and enabling comparisons with hospitals in other settings. Copyright 2010 John Wiley & Sons, Ltd.

  4. Applying the balanced scorecard to local public health performance measurement: deliberations and decisions.

    Science.gov (United States)

    Weir, Erica; d'Entremont, Nadine; Stalker, Shelley; Kurji, Karim; Robinson, Victoria

    2009-05-08

    All aspects of the heath care sector are being asked to account for their performance. This poses unique challenges for local public health units with their traditional focus on population health and their emphasis on disease prevention, health promotion and protection. Reliance on measures of health status provides an imprecise and partial picture of the performance of a health unit. In 2004 the provincial Institute for Clinical Evaluative Sciences based in Ontario, Canada introduced a public-health specific balanced scorecard framework. We present the conceptual deliberations and decisions undertaken by a health unit while adopting the framework. Posing, pondering and answering key questions assisted in applying the framework and developing indicators. Questions such as: Who should be involved in developing performance indicators? What level of performance should be measured? Who is the primary intended audience? Where and how do we begin? What types of indicators should populate the health status and determinants quadrant? What types of indicators should populate the resources and services quadrant? What type of indicators should populate the community engagement quadrant? What types of indicators should populate the integration and responsiveness quadrants? Should we try to link the quadrants? What comparators do we use? How do we move from a baseline report card to a continuous quality improvement management tool? An inclusive, participatory process was chosen for defining and creating indicators to populate the four quadrants. Examples of indicators that populate the four quadrants of the scorecard are presented and key decisions are highlighted that facilitated the process.

  5. Analysis of performance measurement at HR-GR Department using the balance scorecard method

    Science.gov (United States)

    Vienni; Bachtiar, M.

    2017-12-01

    PT. X is a company engaged in logistics service in Indonesia. Every company will certainly face a dynamic business environment. Competitors not only from domestic but also from overseas. To be successful in achieving its objectives, company should have a comprehensive measurement system as a strategy feedback that will drive the performance of company. HR-GA department is department that coordinate directly with company’s management. Company through departments expect development goals in individual and also support of infrastructure will run smoothly. In 2015, company has taken steps to conduct a balanced scorecard as performance measurement. Nevertheless, a number of factors so it cannot run optimally. This study aims to analyse the current system and provided suggestions in order to give an overview to department related to its current performance. The results of data processing show that there are 8 objective strategies that have been formulated with 9 key performance indicators. Based on the results of scorecard, obtained values of 4.44 for customer perspective, 4.32 for internal business process perspective & 5.00 for learning and growth perspective. It concludes that performance based on perspectives are categorized very well

  6. Applying the Balanced Scorecard approach in teaching hospitals: a literature review and conceptual framework.

    Science.gov (United States)

    Trotta, Annarita; Cardamone, Emma; Cavallaro, Giusy; Mauro, Marianna

    2013-01-01

    Teaching hospitals (THs) simultaneously serve three different roles: offering medical treatment, teaching future doctors and promoting research. The international literature recognises such organisations as 'peaks of excellence' and highlights their economic function in the health system. In addition, the literature describes the urgent need to manage the complex dynamics and inefficiency issues that threaten the survival of teaching hospitals worldwide. In this context, traditional performance measurement systems that focus only on accounting and financial measures appear to be inadequate. Given that THs are highly specific and complex, a multidimensional system of performance measurement, such as the Balanced Scorecard (BSC), may be more appropriate because of the multitude of stakeholders, each of whom seek a specific type of accountability. The aim of the paper was twofold: (i) to review the literature on the BSC and its applications in teaching hospitals and (ii) to propose a scorecard framework that is suitable for assessing the performance of THs and serving as a guide for scholars and practitioners. In addition, this research will contribute to the ongoing debate on performance evaluation systems by suggesting a revised BSC framework and proposing specific performance indicators for THs. Copyright © 2012 John Wiley & Sons, Ltd.

  7. Analisis Pengukuran Kinerja Menggunakan Metode Balanced Scorecard pada PT.Bahtera Utama

    Directory of Open Access Journals (Sweden)

    Erwin Erwin

    2015-05-01

    Full Text Available This research was conducted in PT.Bahtera Utama by measuring performance using the Balanced Scorecard as measured through four perspectives, that is financial perspective, the customer perspective, internal business process perspective, and learning and growth perspective. The purpose of this study was to measure the performance with balanced scorecard, analyze and recommend the results to the company. The research method used is a case study and survei methods with descriptive research. The results of this study indicate that the performance of the financial perspective quite good includes the profits, revenue, productivity, and the short term liabilities have not been able to be achieved as expectations. For Customer perspective, the performance of the companies is very good where customer satisfaction and loyalty must be maintained, for the continuation of the order. For Internal Business Process perspective, the company's performance in terms of both innovation and quality of products are very good, but in the time of processing product distribution is average and company has been able to fix it with the strategic objectives effectively and efficiently. For learning and growth perspective, the performance is good at all points but in the employee productivity and commitment, the targets have not been able to be achieved and the application of the information technology is very good. Overall assessment of performance on the PT.Bahtera Utama is good with the score of 4.29.

  8. Implementation of the Balanced Scorecard in the Hotel Sector through Transformational Leadership and Empowerment

    Directory of Open Access Journals (Sweden)

    José Carlos Ballester-Miquel

    2017-04-01

    Full Text Available One of the current problems of the entrepreneurial world is the successful implementation of the Balanced Scorecard (BSC, which is why it is interesting to study the variables that can influence its application in business. The main purpose of this paper is to establish a theoretical model through the literature review, that should consider the relationship between the transformational leadership among company staff (Avolio, Bass and Jung, 1999 and the empowerment of the rest of employees (Thomas and Velthouse, 1990 Spritzer, 1995 upon the achievement of an increased capacity for organizational learning in the implementation of the BSC in companies (Easterby-Smith & Araujo,1999 from the following perspectives: financial, customer, business process, learning and growth in major companies in the hotel sector, specifically in four and five-star hotels. The Balanced Scorecard (BSC is a strategic management model (Norton & Kaplan, 1992 that allows the measurement and control of the tangible and intangible objectives based on the company´s mission and vision statements. The implementation of BSC has a great influence on the predisposition, training and motivation in middle as well as executive management through empowerment and leadership, hence the importance of the analysis of these variables by means of the BSC.

  9. Pengukuran Kinerja Efektif Departemen Pengembangan Sistem Informasi dengan Metode Balanced Scorecard pada PT. Xyz

    Directory of Open Access Journals (Sweden)

    Eli Suryani

    2013-06-01

    Full Text Available Department of Information System Development at PT XYZ becomes a trigger in the movement of the Information Technology Development of the company.  However it is not merely the fastest, the biggest or the most completed project that determine the success, but the most important is to align with the business strategy due to achieve the company’s goal and objective. Recognizing the performance does not only need a measurement system but also right measurements. The purpose of the study is to design an effective Key Performance Indicator in Departement of Information System Development that is aligned with current indicators to measure the success of company’s strategy execution. The choosen indicators are cascaded from company’s strategy map and information technology strategy map. The design uses balanced scorecard method according to data and information collected from executive interview, focus group discussion and workshop with the key persons in IT organization. Balanced scorecard method provides the integration of financial and non-fianncial factor for measurements. It allows different level formulation with same performance indicator flexibly. Recently, Department of Information System Development can monitor and develop its performance directionally. 

  10. Spillover Effects of Voluntary Environmental Programs on Greenhouse Gas Emissions: Lessons from Mexico

    Science.gov (United States)

    Henriques, Irene; Husted, Bryan W.; Montiel, Ivan

    2013-01-01

    We compare the environmental performance of voluntary environmental programs (VEPs) with different attributes. Using club theory, we argue that the differential performance of VEPs is due in part to their specific design attributes that will either enhance or diminish their ability to improve both targeted and untargeted environmental impacts. We…

  11. 76 FR 50129 - Protocol Gas Verification Program and Minimum Competency Requirements for Air Emission Testing...

    Science.gov (United States)

    2011-08-12

    ..., disproportionately high and adverse human health or environmental effects of their programs, policies, and activities... rule will not have disproportionately high and adverse human health or environmental effects on... October 11, 2011. List of Subjects in 40 CFR Part 75 Environmental protection, Acid rain, Administrative...

  12. Acting Globally: Potential Carbon Emissions Mitigation Impacts from an International Standards and Labelling Program

    Energy Technology Data Exchange (ETDEWEB)

    McNeil, Michael A; Letschert, Virginie E.; de la Rue du Can, Stephane; Egan, Christine

    2009-05-29

    This paper presents an analysis of the potential impacts of an international initiative designed to support and promote the development and implementation of appliances standards and labelling programs throughout the world. As part of previous research efforts, LBNL developed the Bottom Up Energy Analysis System (BUENAS), an analysis framework that estimates impact potentials of energy efficiency policies on a global scale. In this paper, we apply this framework to an initiative that would result in the successful implementation of programs focused on high priority regions and product types, thus evaluating the potential impacts of such an initiative in terms of electricity savings and carbon mitigation in 2030. In order to model the likely parameters of such a program, we limit impacts to a five year period starting in 2009, but assume that the first 5 years of a program will result in implementation of 'best practice' minimum efficiency performance standards by 2014. The 'high priority' regions considered are: Brazil, China, the European Union,India, Mexico and the United States. The products considered are: refrigerators, air conditioners, lighting (both fluorescent and incandescent), standby power (for consumer electronics) and televisions in the residential sector, and air conditioning and lighting in commercial buildings. In 2020, these regions and enduses account for about 37percent of global residential electricity and 29percent of electricity in commercial buildings. We find that 850Mt of CO2 could be saved in buildings by 2030 compared to the baseline forecast.

  13. Methodological Grounds of Formation of the Scorecard of Diagnostics of the Innovation Component of Technological Processes of Industrial Enterprises

    Directory of Open Access Journals (Sweden)

    Zhezhuha Volodymyr Yo.

    2014-01-01

    Full Text Available The goal of the article is development of scientific provisions with respect of methodological specific features of formation of the scorecard of diagnostics of the innovation component of technological processes of industrial enterprises. The article proves fragmentariness of views of theoreticians and practitioners on this problem. It justifies a necessity of formation of these indicators from the point of view of a system approach, consequently, accounting of all interconnections and interdependencies between them, and also coverage of main factors that identify the diagnosed innovation component. Pursuant to result of the study the article specifies system properties of the scorecard of diagnostics of the innovation component of technological processes of industrial enterprises. It reveals a possibility of application of two alternative approaches to formation of this scorecard, and also establishes their advantages and shortcomings. It gives a number of requirements, which have to be met when selecting, developing and forming the scorecard of diagnostics of the innovation component of technological processes of industrial enterprises. It reflects key issues that should form the basis of the methodological approach to formation of this system. It shows typology of indicators of diagnostics of the innovation component of technological processes of industrial enterprises, which gives subjects of diagnostics a possibility to select relevant indicators depending on the set criteria and restrictions. Prospects of further studies in this direction should lie in development of the system of a specific scorecard of diagnostics of each innovation component of technological processes of industrial enterprises with consideration of methodological specific features of its formation described in the article.

  14. The potential for biomass to mitigate greenhouse gas emissions in the Northeastern US. Northeast Regional Biomass Program

    Energy Technology Data Exchange (ETDEWEB)

    Bernow, S.S.; Gurney, K.; Prince, G.; Cyr, M.

    1992-04-01

    This study, for the Northeast Regional Biomass Program (NRBP) of the Coalition of Northeast Governors (CONEG), evaluates the potential for local, state and regional biomass policies to contribute to an overall energy/biomass strategy for the reduction of greenhouse gas releases in the Northeastern United States. Biomass is a conditionally renewable resource that can play a dual role: by reducing emissions of greenhouse gases in meeting our energy needs; and by removing carbon from the atmosphere and sequestering it in standing biomass stocks and long-lived products. In this study we examine the contribution of biomass to the energy system in the Northeast and to the region`s net releases of carbon dioxide and methane, and project these releases over three decades, given a continuation of current trends and policies. We then compare this Reference Case with three alternative scenarios, assuming successively more aggressive efforts to reduce greenhouse gas emissions through strategic implementation of energy efficiency and biomass resources. Finally, we identify and examine policy options for expanding the role of biomass in the region`s energy and greenhouse gas mitigation strategies.

  15. Statistical Analysis of the Phase 3 Emissions Data Collected in the EPAct/V2/E89 Program: January 7, 2010 - July 6, 2012

    Energy Technology Data Exchange (ETDEWEB)

    Gunst, R. F.

    2013-05-01

    Phase 3 of the EPAct/V2/E-89 Program investigated the effects of 27 program fuels and 15 program vehicles on exhaust emissions and fuel economy. All vehicles were tested over the California Unified Driving Cycle (LA-92) at 75 degrees F. The program fuels differed on T50, T90, ethanol, Reid vapor pressure, and aromatics. The vehicles tested were new, low-mileage 2008 model year Tier 2 vehicles. A total of 956 test runs were made. Comprehensive statistical modeling and analyses were conducted on methane, carbon dioxide, carbon monoxide, fuel economy, non-methane hydrocarbons, non-methane organic gases, oxides of nitrogen, particulate matter, and total hydrocarbons. In general, model fits determined that emissions and fuel economy were complicated by functions of the five fuel parameters. An extensive evaluation of alternative model fits produced a number of competing model fits. Many of these alternative fits produce similar estimates of mean emissions for the 27 program fuels but should be carefully evaluated for use with emerging fuels with combinations of fuel parameters not included here. The program includes detailed databases on each of the 27 program fuels on each of the 15 vehicles and on each of the vehicles on each of the program fuels.

  16. Integrating Analytic Hierarchy Process (AHP) and Balanced Scorecard (BSC) Framework for Sustainable Business in a Software Factory in the Financial Sector

    National Research Council Canada - National Science Library

    Cesar alvarez Perez; Vicente Rodríguez Montequín; Francisco Ortega Fernandez; Joaquín Villanueva Balsera

    2017-01-01

    A balanced scorecard (BSC) framework for a factory that develops software for banking was proposed by us at the end of 2015 to ensure its sustainability, and was focused on improving its productivity and cost...

  17. Využití Balanced ScoreCard k měření výkonnosti procesů agentury CzechTrade

    OpenAIRE

    Achrerová, Gabriela Bc.

    2007-01-01

    Teoretická část: měření výkonnosti procesů v systémech managementu jakosti dle ISO 9001:2000 Aplikační část: charakteristika agentury, procesy agentury, stávající metodika Balanced ScoreCard, návrh nové metodiky Balanced ScoreCard v návaznosti na novou strategii

  18. Software de balanced scorecard: proposta de um roteiro de implantação Balanced scorecard software: proposal of a guideline implementation

    Directory of Open Access Journals (Sweden)

    Oswaldo Keiji Hikage

    2006-04-01

    Full Text Available Em 1992, o conceito de Balanced Scorecard (BSC foi apresentado por Robert Kaplan e David Norton e em razão de sua disseminação muitas empresas que o adotaram e passaram por processos de fusões e aquisições tiveram suas informações aumentadas consideravelmente em seus bancos de dados. Esta série de informações e a necessidade de gerenciar com eficiência os indicadores estratégicos, de disponibilizar rapidamente relatórios gerenciais, analisar e simular cenários levaram as empresas a buscar um sistema automatizado. Dessa forma, algumas preocupações passaram a ter importância: como selecionar um software de BSC? Como implantar um software de BSC? Além das dificuldades inerentes à aquisição de qualquer software, a situação especificamente tratada neste artigo apresenta algumas peculiaridades, diante da intensa interação entre a sistemática do BSC e os softwares que o suportam. Este artigo, por meio de um estudo de caso realizado em uma empresa do setor de telecomunicações, enfoca a implantação de um software de BSC, visando ao desenvolvimento de um roteiro que possa sistematizar o processo.Since 1992, when Robert Kaplan and David Norton developed the concepts of Balanced Scorecard (BSC, many companies that adopted these concepts and survived in a higher competitive environment charicterized of high number of mergers, purchases and shutdowns increased the volume of information in their database. So, in consequence of the adoption of BSC, there is the needed for implementing a computerized control system, due to the work with the BSC and the management of a great volume of information. In this context, when the companies decide to implement a BSC software, they faced two problems: how to choose the BSC software? How to implement the selected software? This study proposes to develop a guideline for the BSC software introduction based on a case study in a telecommunication company and the experience from the practice on

  19. Future research program on prompt γ-ray emission in nuclear fission

    Energy Technology Data Exchange (ETDEWEB)

    Oberstedt, S.; Hambsch, F.J. [Joint Research Centre IRMM, European Commission, Geel (Belgium); Billnert, R. [Joint Research Centre IRMM, European Commission, Geel (Belgium); Chalmers Tekniska Hoegskola, Fundamental Fysik, Goeteborg (Sweden); Lebois, M.; Wilson, J.N. [Institut de Physique Nucleaire Orsay, Orsay (France); Oberstedt, A. [Chalmers Tekniska Hoegskola, Fundamental Fysik, Goeteborg (Sweden); Ossolution Consulting, Oerebro (Sweden)

    2015-12-15

    In recent years the measurement of prompt fission γ-ray spectra (PFGS) has gained renewed interest, after about forty years since the first comprehensive studies of the reactions {sup 235}U(n{sub th}, f), {sup 239}Pu(n{sub th},f) and {sup 252}Cf(sf). The renaissance was initiated by requests for new values especially for γ-ray multiplicity and average total energy release per fission in neutron-induced fission of {sup 235}U and {sup 239}Pu. Both isotopes are considered the most important ones with respect to the modeling of innovative cores required for the Generation-IV reactors, the majority working with fast neutrons. During the last 5 years we have conducted a systematic study of spectral data for thermal-neutron-induced fission on {sup 235}U and {sup 241}Pu as well as for the spontaneous fission of {sup 252}Cf with unprecedented accuracy. From the new data we conclude that those reactions do not considerably contribute to the observed heat excess and suspect other reactions playing a significant role. Possible contributions may originate from fast-neutron-induced reactions on {sup 238}U, which is largely present in the fuel, or from γ-induced fission from neutron capture in the construction material. A first experiment campaign on prompt γ-ray emission from fast-neutron-induced fission on {sup 235,238}U was successfully performed in order to test our assumptions. In the following we attempt to summarize, what has been done in the field to date, and to motivate future measurement campaigns exploiting dedicated neutron and photon beams as well as upcoming highly efficient detector assemblies. (orig.)

  20. Investigation of EM Emissions by the Electrodynamic Tether, Inclusive of an Observational Program (EMET)

    Science.gov (United States)

    Estes, Robert D.

    1998-01-01

    Our TSS-1/R investigation, which we shall refer to as EMET in this report, was an integral part of the effort by the TSS-1/R Investigators' Working Group (IWG) to come to an understanding of the complex interaction between the tethered satellite system and the ionosphere. All of the space-borne experiments were designed to collect data relevant to the local interaction. Only the ground- based experiments, EMET and its Italian counterpart Observations on the Earth's Surface of Electromagnetic Emissions (OESEE), held out any hope of characterizing the long range effects of the interaction. This was to be done by detecting electromagnetic waves generated by the system in the ionosphere, assuming the signal reached the Earth's surface with sufficient amplitude. As the type of plasma waves excited to carry charge away from the charge-exchange regions of the system at each end of the tether is one of the theoretical points about which there is greatest disagreement, a definitive identification of tether-generated waves could mark significant progress in the so-called current closure problem of electrodynamic tethers. Dr. Mario Grossi of the Smithsonian Astrophysical Observatory (SAO) initiated the investigation, and his experience in the field of ULF-ELF waves and their detection was invaluable throughout its course. Rice University had the responsibility of setting up the EMET ULF-VLF ground stations under a subcontract from SAO. Principal Investigator (PI) for the Rice effort was Prof. William E. Gordon, who was primary observer at the Arecibo Observatory during TSS-LR. Dr. Steve Noble handled major day-to-day operations, training, and planning for the ground-based measurements. Dr. James McCoy of NASA JSC, a member of the Mona/Arecibo team, was pilot for the numerous flights ferrying personnel and equipment between Puerto Rico and Mona Island. Final responsibility for the measurements rested with SAO, and the activities of field personnel and SAO investigators were

  1. Balanced Scorecard: an empirical study of small and medium size enterprisesBalanced Scorecard: um estudo empírico sobre pequenas e médias empresasBalanced Scorecard: estudio empírico sobre pequeñas y medianas empresas

    Directory of Open Access Journals (Sweden)

    MACHADO, Maria João Cardoso Vieira

    2013-03-01

    Full Text Available ABSTRACTTheory attributes advantages to the Balanced Scorecard as a performance evaluation method, when compared to exclusively financial measures. This study aims at analyzing Balanced Scorecard use and awareness rates amongst small and medium Portuguese industrial companies, researching factors that explain why the method is not familiar to all companies. Interviews were carried out with professionals in charge of management accounting in 58 industrial companies in eleven Portuguese districts. Evidence gathered allow us to conclude that very few enterprises use the Balanced Scorecard, and that most of the professionals interviewed are unaware of it. Research on explanatory factors allow us to conclude that awareness about this method depends on the individual characteristics of those in charge of management accounting, such as education and age; and on company characteristics, such as size.RESUMOA teoria atribui vantagens ao Balanced Scorecard como método de avaliação de desempenho, em comparação a medidas exclusivamente financeiras. O presente estudo tem como objetivo analisar as taxas de utilização e a difusão do conhecimento sobre o Balanced Scorecard nas pequenas e médias empresas industriais portuguesas, pesquisando a existência de fatores que expliquem por que o método não é conhecido em todas as empresas. Foram realizadas entrevistas com os responsáveis pela contabilidade gerencial de 58 empresas industriais localizadas em onze distritos portugueses. As evidências reunidas permitem concluir que muito poucas empresas utilizam o Balanced Scorecard e que a maioria dos responsáveis entrevistados não o conhece. A pesquisa de fatores explicativos permite concluir que o conhecimento desse método está associado a características individuais dos responsáveis pela contabilidade gerencial, como formação acadêmica e idade, bem como características da própria empresa, com tamanho.RESUMENLa teoría defiende el Balanced

  2. The ADE scorecards: a tool for adverse drug event detection in electronic health records.

    Science.gov (United States)

    Chazard, Emmanuel; Băceanu, Adrian; Ferret, Laurie; Ficheur, Grégoire

    2011-01-01

    Although several methods exist for Adverse Drug events (ADE) detection due to past hospitalizations, a tool that could display those ADEs to the physicians does not exist yet. This article presents the ADE Scorecards, a Web tool that enables to screen past hospitalizations extracted from Electronic Health Records (EHR), using a set of ADE detection rules, presently rules discovered by data mining. The tool enables the physicians to (1) get contextualized statistics about the ADEs that happen in their medical department, (2) see the rules that are useful in their department, i.e. the rules that could have enabled to prevent those ADEs and (3) review in detail the ADE cases, through a comprehensive interface displaying the diagnoses, procedures, lab results, administered drugs and anonymized records. The article shows a demonstration of the tool through a use case.

  3. THE CONTRIBUTION OF THE BALANCED SCORECARD AS A STRATEGIC MANAGEMENT TOOL IN MANAGEMENT SUPPORT

    Directory of Open Access Journals (Sweden)

    Sadi A., Scaramussa

    2010-01-01

    Full Text Available Balanced scorecard - BSC – treated initially as a system of performance measurement with base in indicators, that through time improved and today it is possible to affirm that it is a management tool. It presents an order of concepts and preexisting ideas in a logical, objective and intelligent way. Its correct application implies a series of advantages, such as the integration of financial and nonfinancial measures, the communication feedback of the strategy, the bond with planning and budget, major focus in aligning the organization.The benefits of the implantation are the most variable, where we can aim that the BSC offers a methodology of enterprise management that only proposes as financial measurement indicators the operational performance. The strategic application transforms that methodology into a management tool and available to the whole organization.

  4. Sustainability performance measurement with Analytic Network Process and balanced scorecard: Cuban practical case

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    Frank Medel-González

    2016-01-01

    Full Text Available Abstract The recent years has arisen a global discussion in relation with how to incorporate sustainability at a business level. Corporate sustainability is a multidimensional concept, is the translation of Sustainable Development concept at a business level. Sustainability in organizations must be managed and assessed by decision makers, for that reason a multi-criteria sustainability performance measurement is necessary. The aim of this paper is combine different important tools that helps to make operative corporate sustainability and sustainability performance measurement in Cuban organizations. The combination of Sustainability Balanced Scorecard, multi-criteria decisions models like: Analytic Network Process, and Matrix of Sustainable Strategic Alignment, can help managers in sustainability performance measurement and assessment. The result of this paper focus in a Corporate Sustainability Measurement Network design as a first approach for further sustainability performance measurement systems development emphasizing in multi-criteria analysis.

  5. EL BALANCED SCORECARD COMO HERRAMIENTA DE EVALUACIÓN EN LA GESTIÓN ADMINISTRATIVA

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    César Alveiro Montoya

    2011-01-01

    Full Text Available Este documento hace una reflexión frente al componente que le brinda la herramienta del (BSC Balanced Scorecard, a los procesos de gestión administrativa, en tal sentido que se aporte a las organizaciones de hoy se constituyan en instituciones altamente competitivas. De igual manera, se presenta el aporte presentado por Kaplan y Norton para la evaluación de la gestión organizacional como nueva herramienta para el cumplimiento de los objetivos propuestos en la organización. Del mismo modo, se hace un desarrollo de las cuatro perspectivas del BSC en el cual se busca identificar el aporte que cada una de éstas aporta al cumplimiento misional y competitivo de la organización.

  6. O PAPEL DO BALANCED SCORECARD NA GESTÃO DA INOVAÇÃO

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    Fábio Frezatti

    2014-06-01

    Full Text Available This paper aims to study how the Balanced Scorecard is related to the process of innovation in organizations. As a contribution, the work expands the usefulness of the model, BY specifying external stimuli, dynamic tension, innovation strategies and perceived innovation success. This is a descriptive study developed from a sample of 121 companies by means of a questionnaire survey. The data analysis was done with use of structural equation modelling. The findings suggest a complex long-term process, vital for companies that have their perception of success influenced by elements from outside the organization (external stimuli and internal stimuli (dynamic voltage and innovation strategies. Innovation management becomes reckless in the absence of mechanisms that balance the tensions evidenced by indicators including conflicting temporal dimension in the long term, and the risk is greater when the perception of success is captured solely by short-term financial indicators.

  7. STRATEGIC PLANNING IN BRAZILIAN SMALL-SCALE MUNICIPALITIES: IS THE BALANCED SCORECARD A FEASIBLE TOOL?

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    Ricardo Corrêa Gomes

    2014-03-01

    Full Text Available Balanced Scorecard has not yet been tested in Brazilian small-scale municipalities. The BSC is based on dimensions of Learning and Growth, Internal Processes Business, Financial and Customer. In order to fit to public organizations it needs some adjustments due to these organizations’ objectives. This paper presents a case study focusing on municipalities from Brazil. Data has been collected by action research and analysed by qualitative analysis. The analysis indicates that the BSC can be successfully implemented in small-scale municipalities. It soundly depends on Mayor’s leadership and staff’s engagement. The way the intervention is conducted is also important. By keeping it as easier as possible, employees are more able to participate and to collaborate in the process.

  8. Modifying the Balanced Scorecard for a Network Industry The Case of the Clearing Industry

    Science.gov (United States)

    Chlistalla, Michael; Schaper, Torsten

    The Balanced Scorecard (BSC) is a well-established framework for the management of a company as it integrates financial and non-financial perspectives. Little attention has been given to its theoretical and conceptual valuation. We illustrate how the stakeholder value theory corresponds with the concept of the BSC and show the importance of underlying cause-and-effect relationships between its perspectives. For the case of clearing in Europe which is currently facing profound changes, we present our three-phased approach how to adjust and to extend Kaplan and Norton’s original concept. We modify the generic BSC by adding risk management as a separate perspective and by integrating competition and IT. Based on multiple case studies, we then validate whether the modified BSC is suited to meet the specifics of the clearing industry.

  9. PENDEKATAN BALANCE SCORECARD PADA LEMBAGA AMIL ZAKAT DI MASJID AGUNG JAWA TENGAH

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    Ari Kristin Prasetyoningrum

    2015-05-01

    Full Text Available Implementasi balanced scorecard dalam rangka revitalisasi Lembaga Pengelola Zakat menunju Good Organzation Governance pada LAZISMA Jawa Tengah belum dilaksanakan secara maksimal khususnya dalam perspektif keuangan. Sedangkan dari perspektif pelanggan yang didasarkan pada kepuasan pelanggan dalam menerima pelayanan dari lembaga cenderung baik karena sebagai organisasi sosial kemasyarakatan yang berdasarkan Islam mereka memperlakukan mustahik sebagai keluarga. Perspektif bisnis internal yang meliputi pembelajaran, kemampuan untuk berubah, penanganan keluhan pelanggan, waktu yang diperlukan untuk menangani keluhan dan akuntabilitas organisasi juga dirasakan kurang karena bukan berorientasi profit, melainkan untuk kepentingan ibadah. Perspektif pertumbuhan dan pembelajaran didasarkan pada pertumbuhan dan pembelajaran SDM (karyawan didasarkan pada kepuasan karyawan sebagai human capital bagi organisasi menunjukkan bahwa karyawan yang dimiliki oleh lembaga zakat tersebut relatif masih dilandasi oleh faktor ibadah, loyalitas yang ditunjukkan oleh karyawan dan usaha untuk belajar secara otodidak dilandasi untuk ibadah dan mencari ridha Allah SWT semata.

  10. Using a nursing balanced scorecard approach to measure and optimize nursing performance.

    Science.gov (United States)

    Jeffs, Lianne; Merkley, Jane; Richardson, Sandy; Eli, Jackie; McAllister, Mary

    2011-04-01

    The authors give an overview of one healthcare organization's experience in developing a nursing strategic plan and nursing balanced scorecard (NBS) using a focused planning process involving strategy mapping. The NBS is being used at this organization to manage the nursing strategic plan by leveraging and improving nursing processes and organizational capabilities as required, based on data and transparent communication of performance results to key stakeholders. Key strategies and insights may help other nurse leaders in developing or refining strategic approaches to measuring nursing performance. Vital to the success of an organization's strategic plan are ongoing endorsement, engagement and visibility of senior leaders. Quality of decisions made depends on the organization's ability to collect data from multiple sources using standardized definitions, mine data and extract them for statistical analysis and effectively present them in a compelling and understandable way to users and decision-makers.

  11. Performance measurement of administration services using balance scorecard and Kano model

    Directory of Open Access Journals (Sweden)

    Abolfazl Danaei

    2014-04-01

    Full Text Available This paper performs a survey to measure the performance of an administration unit in Iran based on a popular technique of balance scorecard. The study also uses Kano model to prioritize various factors and to provide necessary recommendation to improve the performance of different units. The survey has indicated that while these offices do well in terms of financial figures as well as customer perspective, they perform poorly in terms of learning and growth. According to our survey, it is essential to use information technology in general service offices, properly. In addition, these administrative agencies need to use hardware and software packages, more efficiently and these two basic items have received much attraction.

  12. ANALISIS MANFAAT SISTEM INFORMASI PENERIMAAN MAHASISWA BARU DENGAN METODE IT BALANCED SCORECARD

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    Flourensia Sapty Rahayu

    2017-11-01

    Full Text Available Proses bisnis Penerimaan Mahasiswa Baru (PMB merupakan proses bisnis awal yang selalu dilakukan setiap tahun oleh universitas untuk mendapatkan mahasiswa baru. Banyak universitas telah memanfaatkan Teknologi Informasi (TI untuk mendukung proses tersebut. Universitas Atma Jaya Yogyakarta juga telah menggunakan SI/TI untuk menjalankan proses PMB. Meskipun dinilai akan banyak memberikan manfaat namun belum pernah dilakukan penilaian secara formal tentang manfaat dari sistem PMB berbasis TI tersebut. Penelitian ini bertujuan untuk menganalisis manfaat dari sistem informasi PMB dengan menggunakan metode IT Balanced Scorecard (IT BSC. Penelitian dilakukan dalam beberapa tahap yaitu tahap pengumpulan data, analisis data, dan penarikan kesimpulan. Proses pengumpulan data dilakukan dengan teknik kuesioner, wawancara,  dan observasi langsung. Hasil penelitian menunjukkan bahwa sistem informasi PMB UAJY belum sepenuhnya dapat dirasakan manfaatnya untuk mendukung organisasi. Dari keempat perspektif IT BSC yang diukur kinerjanya, manfaat baru dapat dirasakan pada perspektif Corporate Contribution sedangkan pada ketiga perspektif yang lain belum dapat dirasakan manfaatnya.

  13. Quantifying radiation safety and quality in medical imaging, part 3: the quality assurance scorecard.

    Science.gov (United States)

    Reiner, Bruce I

    2009-10-01

    The practice of medical imaging is fraught with inconsistency as it relates to quality assurance, which is due in part to the lack of standardization and objective quality-centric data. By applying the scientific methods of Shewhart and Deming to medical imaging quality assessment, one can devise an objective, data-driven quality model, encompassing the various steps and processes that take place within the medical imaging chain. Through automated recording, tracking, and analysis of these quality data elements, a quantitative scorecard can be derived that provides an objective measure of quality performance, relating to each individual process, participating stakeholder, and technology being used. Through meta-analysis of these quality-centric data, best practice guidelines can be created, which in turn promote quality as the major differentiating feature of service providers.

  14. Scorecard and KPIs for monitoring software factories effectiveness in the financial sector

    Directory of Open Access Journals (Sweden)

    Vicente Montequín

    2013-01-01

    Full Text Available Financial corporations and especially banking institutions have important needs concerning to the development of software around their business core. The software, that traditionally had been developed in house by the IT departments, is now usually outsourced to IT firms. These firms work under the software factories model. An important feature within this sector is that usually the financial groups keep the ownership of these firms because the strategic value of the software for the core business. These firms work almost exclusively for the owner financial group developing their software, but they have to demonstrate that they are so profitable and competitive like any other firm. The organizational structure of these firms has some differential features. Top level tasks (software design and project management are usually performed by the IT firm but the development is usually subcontracted to other software companies. Although financial corporations have always paid a special interest to investing in management and organizational policies to improve their efficiency, there have being always an important lack regarding to the control and monitoring of the software projects. They do not have suitable tools for monitoring actual process effectiveness. Adapting scorecards to this environment could be a useful tool for monitoring and improvement the process. Scorecard could here be used both as a tool for internal effectiveness measurement as well as externally, presenting sustainability indicators for the shareholders, the financial institutions. This paper aims to identify and define a collection of Key Performance Indicators which permit effectiveness to be improved under this context, focusing in the specific supply-chain model given by owner (financial group, software factory and software developers (subcontracted.

  15. Applying the balanced scorecard to local public health performance measurement: deliberations and decisions

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    Kurji Karim

    2009-05-01

    Full Text Available Abstract Background All aspects of the heath care sector are being asked to account for their performance. This poses unique challenges for local public health units with their traditional focus on population health and their emphasis on disease prevention, health promotion and protection. Reliance on measures of health status provides an imprecise and partial picture of the performance of a health unit. In 2004 the provincial Institute for Clinical Evaluative Sciences based in Ontario, Canada introduced a public-health specific balanced scorecard framework. We present the conceptual deliberations and decisions undertaken by a health unit while adopting the framework. Discussion Posing, pondering and answering key questions assisted in applying the framework and developing indicators. Questions such as: Who should be involved in developing performance indicators? What level of performance should be measured? Who is the primary intended audience? Where and how do we begin? What types of indicators should populate the health status and determinants quadrant? What types of indicators should populate the resources and services quadrant? What type of indicators should populate the community engagement quadrant? What types of indicators should populate the integration and responsiveness quadrants? Should we try to link the quadrants? What comparators do we use? How do we move from a baseline report card to a continuous quality improvement management tool? Summary An inclusive, participatory process was chosen for defining and creating indicators to populate the four quadrants. Examples of indicators that populate the four quadrants of the scorecard are presented and key decisions are highlighted that facilitated the process.

  16. Configuring balanced scorecards for measuring health system performance: evidence from 5 years' evaluation in Afghanistan.

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    Anbrasi Edward

    2011-07-01

    Full Text Available BACKGROUND: In 2004, Afghanistan pioneered a balanced scorecard (BSC performance system to manage the delivery of primary health care services. This study examines the trends of 29 key performance indicators over a 5-year period between 2004 and 2008. METHODS AND FINDINGS: Independent evaluations of performance in six domains were conducted annually through 5,500 patient observations and exit interviews and 1,500 provider interviews in >600 facilities selected by stratified random sampling in each province. Generalized estimating equation (GEE models were used to assess trends in BSC parameters. There was a progressive improvement in the national median scores scaled from 0-100 between 2004 and 2008 in all six domains: patient and community satisfaction of services (65.3-84.5, p<0.0001; provider satisfaction (65.4-79.2, p<0.01; capacity for service provision (47.4-76.4, p<0.0001; quality of services (40.5-67.4, p<0.0001; and overall vision for pro-poor and pro-female health services (52.0-52.6. The financial domain also showed improvement until 2007 (84.4-95.7, p<0.01, after which user fees were eliminated. By 2008, all provinces achieved the upper benchmark of national median set in 2004. CONCLUSIONS: The BSC has been successfully employed to assess and improve health service capacity and service delivery using performance benchmarking during the 5-year period. However, scorecard reconfigurations are needed to integrate effectiveness and efficiency measures and accommodate changes in health systems policy and strategy architecture to ensure its continued relevance and effectiveness as a comprehensive health system performance measure. The process of BSC design and implementation can serve as a valuable prototype for health policy planners managing performance in similar health care contexts. Please see later in the article for the Editors' Summary.

  17. Analysis of Balance Scorecards Model Performance and Perspective Strategy Synergized by SEM

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    Waluyo Minto

    2016-01-01

    Full Text Available The performance assessment analysis after the economic crisis by using Balanced Scorecard (BSC method becomes a powerful and effective tool and can provide an integrated view of the performance of an organization. This strategy led to the Indonesian economy being stretched positively after the economic crisis. Taking effective decisions is not spared from combining four BSC perspectives and strategies that focus on a system with different behavior or steps. This paper combines two methods of BSC with structural equation modeling (SEM because they have the same concept, which is a causal relationship, where the research model concept SEM variables use BSC variable. The purpose of this paper is to investigate the influence of variables that synergized between balanced scorecard with SEM as a means of strategic planning in the future. This study used primary data with a large enough sample to meet the maximum likelihood estimation by assessment scale of seven semantic points. This research model is a combination of one and two step models. The next step is to test the measurement model, structural equation modeling, and modification models. The test results indicated that the model has multi colinearities. Therefore, the model is converted into one step model. The test results after being modified into a model of the goodness of fit indices showed a good score. All BSC variables have direct significant influence, including the perspective of strategic goals and sustainable competitive advantage. The implication of the simulation model of goodness of fit-modification results are DF = 227, Chi-square =276.550, P =0.058, CMIN/DF = 1.150, GFI = 0.831, AGFI = 0.791, CFI = 0.972, TLI = 0.965 and RMSEA = 0.039.

  18. Assay performance improved, but which "scorecard" designation for Vitros Troponin I?

    Science.gov (United States)

    Zaninotto, M; Vernocchi, A; Di Serio, F; Viloria, M Del Mar; Hurtado, Josè M; Perez-Guerrero, J J; Plebani, M

    2012-04-11

    Since cardiac troponins assay technology should comply with the recommendations of scientific societies (i.e. imprecision (10%) at the 99th percentile value observed in healthy subjects being the analytical qualifying aspect), the aim of the present study was to evaluate whether an improved troponin assay (Vitros Troponin I ES) provides data that meet the "guideline acceptable"criteria recently defined in a proposed scorecard. Vitros Troponin I ES, an enhanced chemiluminescence immunoassay, was evaluated in a multicenter study considering: limit of blank (LOB, 60 replicates of 0 calibrators), limit of detection (LOD, 12 measurements for each of 5 serum pools), precision, linearity using control materials and serum plasma pool; matrix samples study matching serum and lithium-heparin plasma (n=107 hospitalized patients); the 99th percentile limit in serum samples from 500 healthy Caucasian donors. LOB and LOD, 0.0029 μg/L and 0.0030 μg/L respectively; coefficients of variation (total CV%), obtained by running 3 levels of control materials and 10 serum pools, from 15.2% (x(-)=0.014 μg/L) to 2.0% (x(-)=5.324 μg/L); method, linear up to 70 μg/L. No significant differences were found between serum and lithium-heparin matched sample (p=0.48) values; 99th percentile limit of cTnI distribution in healthy donors, 0.021 μg/L. Since its analytical reliability meets the proposed performance and scorecard requirements, the Vitros TropI method can be considered "contemporary" and "guideline acceptable". Copyright © 2012 Elsevier B.V. All rights reserved.

  19. Plan estratégico y sistema de balanced scorecard para una empresa de venta por catálogo

    OpenAIRE

    Lozada, Jaime; Machuca, Eliana; Borbor, Jefferson; Vozmediano, Sayra

    2009-01-01

    El objetivo de este trabajo consiste en el desarrollo de un plan estratégico y la creación de un sistema de Balanced Scorecard (BSC) para una empresa de venta por catálogo. En la elaboración del plan estratégico se tiene la obtención de la definición del negocio, la misión y visión de la empresa, junto a la propuesta de valor a aplicar, el planteamiento de valores organizacionales y temas estratégicos en los cuales se guiará. En el desarrollo de la metodología de Balanced Scorecard (BSC), ...

  20. Developing a scorecard to assess global progress in scaling up diarrhea control tools: a qualitative study of academic leaders and implementers.

    Directory of Open Access Journals (Sweden)

    Alexander Anthony Rosinski

    Full Text Available BACKGROUND: In 2010, diarrhea caused 0.75 million child deaths, accounting for nearly 12% of all under-five mortality worldwide. Many evidence-based interventions can reduce diarrhea mortality, including oral rehydration solution (ORS, zinc, and improved sanitation. Yet global coverage levels of such interventions remain low. A new scorecard of diarrhea control, showing how different countries are performing in their control efforts, could draw greater attention to the low coverage levels of proven interventions. METHODS: We conducted in-depth qualitative interviews with 21 experts, purposively sampled for their relevant academic or implementation expertise, to explore their views on (a the value of a scorecard of global diarrhea control and (b which indicators should be included in such a scorecard. We then conducted a ranking exercise in which we compiled a list of all 49 indicators suggested by the experts, sent the list to the 21 experts, and asked them to choose 10 indicators that they would include and 10 that they would exclude from such a scorecard. Finally, we created a "prototype" scorecard based on the 9 highest-ranked indicators. RESULTS: Key themes that emerged from coding the interview transcripts were: a scorecard could facilitate country comparisons; it could help to identify best practices, set priorities, and spur donor action; and it could help with goal-setting and accountability in diarrhea control. The nine highest ranking indicators, in descending order, were ORS coverage, rotavirus vaccine coverage, zinc coverage, diarrhea-specific mortality rate, diarrhea prevalence, proportion of population with access to improved sanitation, proportion with access to improved drinking water, exclusive breastfeeding coverage, and measles vaccine coverage. CONCLUSION: A new scorecard of global diarrhea control could help track progress, focus prevention and treatment efforts on the most effective interventions, establish transparency and

  1. ANALYSIS OF INDICATORS AND ACTIONS OF AGRO-INDUSTRIAL ORGANIZATIONS ACCORDING TO THE PERSPECTIVES OF THE BALANCED SCORECARD

    OpenAIRE

    Cunha Callado, Aldo Leonardo; Cunha Callado, Antônio André; Araújo Almeida, Moisés

    2008-01-01

    The objective of the article is to identify the use of both performance indicators and actions related to the various perspectives proposed by the Balanced Scorecard among agribusiness organizations from Paraíba as instruments that drive performance. The empirical field research involved 21 organizations, investigating various perspectives, such as finance, clients, internal processes, development and growth. A questionnaire was used for data collection; both the Pearson correlation coefficie...

  2. SUPPORT OF QUALITY MANAGEMENT SYSTEM AND BALANCED SCORECARD IN THE INTEGRATION OF NORMATIVE, STRATEGIC AND OPERATIONAL MANAGEMENT

    OpenAIRE

    Stevan Živojinović; Andrej Stanimirović

    2012-01-01

    Taking into consideration the problems of strategy implementation, as well as problems of external adaptation and internal integration in the enterprise, through the prism of the application of advanced management concepts, primarily - the quality management system (QMS) and the balanced scorecard (BSC), leads to the opportunity to increase the integration of organizational levels of decision making and management. Understanding the support of the QMS and BSC in relationship coordination - bu...

  3. Evidências de elementos de institucionalização do Balanced Scorecard na obra "A estratégia em ação": um olhar baseado na teoria institucional/Evidence of institutionalizing elements in the Balanced Scorecard in the book strategy in action: a view based on institutional theory

    National Research Council Canada - National Science Library

    Paschoal Tadeu Russo; Claudio Parisi; Evandir Megliorini; Claudiane Barbosa de Almeida

    2012-01-01

      The Balanced Scorecard (BSC) is a methodology that allows managers to define and implement a set of financial or nonfinancial indicators in a balanced way to assess an organization's performance from four viewpoint...

  4. From Scorecard to Social Learning: A Reflective Coassessment Approach for Promoting Multiagency Cooperation in Natural Resource Management

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    Dirk J. Roux

    2011-03-01

    Full Text Available The responsibility for managing and conserving freshwater ecosystems is typically shared by multiple organizations with sometimes conflicting policy mandates. However, scorecard-based approaches for measuring management effectiveness in natural resource management are usually confined to single organizations. This paper describes a social learning approach which acknowledges cooperation as an essential precondition for effective management and that encourages reflective coassessment of cooperative relationships. The approach was pilot tested with eight participating organizations in one water management area in South Africa. It specifically aimed to allow for a multiagency reflective assessment of issues determining cooperative behavior, allow context-specific adaptations, and be embedded in adaptive management. It involved development of a spreadsheet-based scorecard-type tool that can be used to facilitate a multiagency workshop. This workshop serves to bring parties face-to-face and helps them codiscover their interdependence, shortcomings, and strengths. The spreadsheet structures reflection on their respective roles and effectiveness while the reflective coassessment motivates participants to address shortcomings. Overall, insights that emerged included: cooperation should be an explicit component of each organization's operational strategy; facilitation of appropriate cooperative behavior could be very effectively achieved by external "bridging organizations"; the reflective assessment process must be followed by purposefully adaptive interventions; the ability of the scorecard to be contextually adaptive was important; and institutional readiness requires investigation as the approach does sit somewhat uncomfortably with much current practice.

  5. A new matrix for scoring the functionality of national laboratory networks in Africa: introducing the LABNET scorecard

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    Pascale Ondoa

    2016-10-01

    Full Text Available Background: Functional national laboratory networks and systems are indispensable to the achievement of global health security targets according to the International Health Regulations. The lack of indicators to measure the functionality of national laboratory network has limited the efficiency of past and current interventions to enhance laboratory capacity in resourcelimited-settings. Scorecard for laboratory networks: We have developed a matrix for the assessment of national laboratory network functionality and progress thereof, with support from the African Society of Laboratory Medicine and the Association of Public Health Laboratories. The laboratory network (LABNET scorecard was designed to: (1 Measure the status of nine overarching core capabilities of laboratory network required to achieve global health security targets, as recommended by the main normative standards; (2 Complement the World Health Organization joint external evaluation tool for the assessment of health system preparedness to International Health Regulations (2005 by providing detailed information on laboratory systems; and (3 Serve as a clear roadmap to guide the stepwise implementation of laboratory capability to prevent, detect and act upon infectious threats. Conclusions: The application of the LABNET scorecard under the coordination of the African Society of Laboratory Medicine and the Association of Public Health Laboratories could contribute to the design, monitoring and evaluation of upcoming Global Health Security Agenda-supported laboratory capacity building programmes in sub Saharan-Africa and other resource-limited settings, and inform the development of national laboratory policies and strategic plans. Endorsement by the World Health Organization Regional Office for Africa is foreseen.

  6. A new matrix for scoring the functionality of national laboratory networks in Africa: introducing the LABNET scorecard

    Directory of Open Access Journals (Sweden)

    Pascale Ondoa

    2016-10-01

    Full Text Available Background: Functional national laboratory networks and systems are indispensable to the achievement of global health security targets according to the International Health Regulations. The lack of indicators to measure the functionality of national laboratory network has limited the efficiency of past and current interventions to enhance laboratory capacity in resourcelimited-settings.Scorecard for laboratory networks: We have developed a matrix for the assessment of national laboratory network functionality and progress thereof, with support from the African Society of Laboratory Medicine and the Association of Public Health Laboratories. The laboratory network (LABNET scorecard was designed to: (1 Measure the status of nine overarching core capabilities of laboratory network required to achieve global health security targets, as recommended by the main normative standards; (2 Complement the World Health Organization joint external evaluation tool for the assessment of health system preparedness to International Health Regulations (2005 by providing detailed information on laboratory systems; and (3 Serve as a clear roadmap to guide the stepwise implementation of laboratory capability to prevent, detect and act upon infectious threats.Conclusions: The application of the LABNET scorecard under the coordination of the African Society of Laboratory Medicine and the Association of Public Health Laboratories could contribute to the design, monitoring and evaluation of upcoming Global Health Security Agenda-supported laboratory capacity building programmes in sub Saharan-Africa and other resource-limited settings, and inform the development of national laboratory policies and strategic plans. Endorsement by the World Health Organization Regional Office for Africa is foreseen.

  7. Um estudo sobre a aderência do Balanced Scorecard às empresas abertas e fechadas Adherence to the Balanced Scorecard in public and private companies

    Directory of Open Access Journals (Sweden)

    Daniel Augusto Dietschi

    2008-04-01

    Full Text Available Diversos estudos têm apontado que a busca das empresas abertas em atender às expectativas dos acionistas pode muitas vezes ter como conseqüência a tomada de decisões com foco no lucro imediato. Isso teria como conseqüência a perda de oportunidades de investimento em projetos mais lucrativos, com retorno a médio e longoprazo. Alguns pesquisadores entendem que esse fato pode ser sanado com o uso de instrumentos de gestão que proporcionem o equilíbrio entre aspectos financeiros e não-financeiros na empresa. Dentre esses pesquisadores, Kaplan e Norton afirmam ser essa a principal virtude do Balanced Scorecard (BSC. Considerando o problema a que esse instrumento visa a solucionar, o presente estudo buscou identificar se as suas características são mais aderentes às empresas abertas do que às fechadas. A questão foi investigada através de uma survey envolvendo a participação de executivos de 77 empresas com faturamento acima de R$10 milhões. Análises de distribuições de freqüência, testes qui-quadrado e testes Phi e Cramérs V foram realizados com o apoio da ferramenta SPSS. Os resultados indicam que as características do BSC são mais aderentes às empresas abertas do que às fechadas, sendo os aspectos financeiros predominantes nas empresas com ações negociadas na Bolsa de Valores.Various studies have indicated that public companies search to meet shareholder expectations can often lead to decision making with a short-term profit focus. This would lead to the loss of investment opportunities in more profitable medium and long-term return projects. Some researchers believe that this problem can be solved by using management tools that favor a balance between financial and non-financial aspects in the company. Among these researchers, Kaplan and Norton argue that this is the main virtue of the Balanced Scorecard (BSC. Considering the problem BSC intends to solve, this study aims to identify if its characteristics are more

  8. Critical factors in implementing the Balanced Scorecard-BSC Fatores críticos na implantação do Balanced Scorecard-BSC

    Directory of Open Access Journals (Sweden)

    Fábio Augusto de Lucca Moreira

    2013-03-01

    Full Text Available Several issues can be raised regarding the critical factors for implementing management models such as the Balanced Scorecard (BSC. The success demands the understanding of the model by the implementation team and the workers involved. The entertainment industry, to which the Beach Park Hotel and Tourism, presents peculiarities that make the implementation of a management model a bigger challenge, and a segment that tends to grow at a rate of 10, 6% per year until 2016. Focusing the organization and context, this study aims to identify the critical factors of implementation of the BSC, through a case study, descriptive. The results showed the following critical factors for the implementation of the BSC: the absence of a culture of strategic planning, the complexity of the business and project, the history of a management style centralized and authoritarian, the centralization of the BSC at the top, restriction of management time to devote to the project; the absence of an information system, to support the project; not performing training and the lack of external consultants. In promoting organizational change, lacked adequate involvement of the leadership and and the support of the management of the dome. In successful cases, the history of management-oriented learning serves as the basis for a proper definition of the critical needs of the organization, and defining the appropriate indicators, factors that, in the case in focus, proved absent in a company without culture of planning. Normal 0 21 false false false PT-BR X-NONE X-NONE MicrosoftInternetExplorer4 Inúmeras questões podem ser levantadas acerca dos fatores críticos para a implantação de modelos de gestão como o Balanced Scorecard (BSC. O êxito demanda a compreensão do modelo, por parte da equipe de implantação e dos colaboradores envolvidos. Ressalta-se que a indústria do entretenimento, em que se insere o Beach Park Hotéis e Turismo, possui particularidades que tornam

  9. Transit vehicle emissions program.

    Science.gov (United States)

    2013-08-01

    The evaluation, selection, and implementation of fuel and powertrain technology choices are critically important to accomplishing : the mission of providing safe, efficient, reliable, environmentally-conscious, and cost-effective public transportatio...

  10. Landscape control of nitrous oxide emissions during the transition from conservation reserve program to perennial grasses for bioenergy

    Science.gov (United States)

    Debasish Saha; Benjamin M. Rau; Jason P. Kaye; Felipe Montes; Paul R. Adler; Armen R. Kemanian

    2016-01-01

    Future liquid fuel demand from renewable sources may, in part, be met by converting the seasonally wet portions of the landscape currently managed for soil and water conservation to perennial energy crops. However, this shift may increase nitrous oxide (N2O) emissions, thus limiting the carbon (C) benefits of energy crops. Particularly high emissions may occur during...

  11. PERANCANGAN SISTEM EVALUASI KINERJA DIREKTORAT PEMBERITAAN LPP-TVRI DENGAN PENDEKATAN Balanced Scorecard (BSC

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    Deasy Indriani

    2017-01-01

    Full Text Available The objectives  of the research are to 1 formulate a BSC based performance model criteria in the Directorate  Information LPP-TVRI, 2 derive the Directorate  of  Information LPP-TVRI strategic components (vision and mission into a strategic plan, objective and initiative, 3 develop a strategy map for the Directorate  of  Information LPP-TVRI, 4 define chosen factors in KPI as a performance criteria, , 5 conduct a simulation on the performance criteria  plan in the Directorate  of  Information LPP-TVRI using BSC method.  The method used in the research is Balanced Scorecard (BSC for 4 perspectives; finance, consumer, internal business process, and growth and learning perspectives.  The result is presented in a strategic plan, objective and initiative based on the BSC four perspectives.  This becomes a measured output and can be evaluated by the management.  The focus on the improvement in this perspective will show a significant improvement.  The effort of the Information Directorate to increase the audience share as the responsibility in using public funds from APBN is carried out by specifying the KPI to be implemented.  The evaluation plan simulation on the performance of the Directorate Information LPP-TVRI derived from BSC method and the flow of cause and effect relationship through Strategy map, resulting in the presence of a number of KPI that has to be implemented by the TVRI management. Keywords:   balanced scorecard key, key performance indicators, Strategy Map, public televisionAbstrakTujuan penelitian ini adalah 1 merumuskan model pengukuran kinerja berbasis BSC dilingkungan Direktorat Pemberitaan LPP-TVRI, 2 menurunkan komponen-komponen strategik (visi-misi Direktorat Pemberitaan TVR kedalam  rencana strategik, tujuan dan inisiatif strategik, 3 membentuk Strategy Map untuk Direktorat Pemberitaan TVRI, 4 menentukan faktor-faktor apakah yang akan dipilih menjadi KPI sebagai pengukuran kinerja dan  5 melakukan

  12. Multidimensional evaluation of performance: experimental application of the balanced scorecard in Ferrara university hospital

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    Gregorio Pasquale

    2009-09-01

    Full Text Available Abstract Background and Aims One of the best-known performance planning and evaluation techniques utilising both monetary and non-monetary data is the Balanced Scorecard (BSC. This is a means of rationalising the global activity of a business in the attempt to create value, and to translate the company vision into a set of tactical objectives and measurable strategies. The aim of this study was to implement and evaluate the use of BSC in two departments of the St. Anna University Hospital, Ferrara: the Analysis Laboratory and Digestive Endoscopy operating units (OU. Materials and methods With the collaboration of the health workers involved, a precise methodological programme was pursued: Definition of the strategic map from 4 perspectives, according to Kaplan and Norton, Definition of the Key Performance Areas (KPA, or macro-objectives, Identification of the cause-effect relationships between KPAs, Identification of the sub-objectives of each KPA, Definition of the Key Performance Indicators (KPI, Definition of the weight/importance of each objective in the global evaluation. Results The information gathered permitted the definition of macro- and sub-objectives for each perspective, as well as determining the relevant indicators, standards, weights, frequency of detection and means of acquisition. Strategic maps showing the cause/effect relationships in each OU were created, as were 'evaluation panels', which describe the global performance of each department. For each perspective, the fundamental data were summarised in one table. Evaluation of each perspective yielded a positive result for the majority of the objectives, and the global result (including all 4 perspectives was found to be satisfactory. Discussion-Conclusion The Balanced Scorecard was implemented in the abovementioned OUs of St. Anna University Hospital, Ferrara, after the health workers themselves realised the need for change. In our research the employees were pleased to be

  13. Multidimensional evaluation of performance: experimental application of the balanced scorecard in Ferrara university hospital.

    Science.gov (United States)

    Verzola, Adriano; Bentivegna, Roberto; Carandina, Gianni; Trevisani, Lucio; Gregorio, Pasquale; Mandini, Alberto

    2009-09-08

    One of the best-known performance planning and evaluation techniques utilising both monetary and non-monetary data is the Balanced Scorecard (BSC). This is a means of rationalising the global activity of a business in the attempt to create value, and to translate the company vision into a set of tactical objectives and measurable strategies. The aim of this study was to implement and evaluate the use of BSC in two departments of the St. Anna University Hospital, Ferrara: the Analysis Laboratory and Digestive Endoscopy operating units (OU). With the collaboration of the health workers involved, a precise methodological programme was pursued: Definition of the strategic map from 4 perspectives, according to Kaplan and Norton, Definition of the Key Performance Areas (KPA), or macro-objectives, Identification of the cause-effect relationships between KPAs, Identification of the sub-objectives of each KPA, Definition of the Key Performance Indicators (KPI), Definition of the weight/importance of each objective in the global evaluation. The information gathered permitted the definition of macro- and sub-objectives for each perspective, as well as determining the relevant indicators, standards, weights, frequency of detection and means of acquisition. Strategic maps showing the cause/effect relationships in each OU were created, as were 'evaluation panels', which describe the global performance of each department. For each perspective, the fundamental data were summarised in one table. Evaluation of each perspective yielded a positive result for the majority of the objectives, and the global result (including all 4 perspectives) was found to be satisfactory. The Balanced Scorecard was implemented in the abovementioned OUs of St. Anna University Hospital, Ferrara, after the health workers themselves realised the need for change.In our research the employees were pleased to be evaluated, not only for the financial outcomes, but also for the satisfaction of improving

  14. Análise de Modelos de Balanced Scorecard elaborados a partir da Ótica da Sustentabilidade através do uso da Matriz SWOT

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    Análise de Modelos de Balanced Scorecard elaborados a partir da Ótica da Sustentabilidade através do uso da Matriz SWOT

    2013-03-01

    Full Text Available Este artigo teve o objetivo de analisar modelos de Balanced Scorecard elaborados a partir da ótica da sustentabilidade através do uso da Matriz SWOT. Para a operacionalização desta pesquisa foi realizada uma pesquisa bibliográfica para identificar modelos de Balanced Scorecard específicos voltados para aspectos relacionados à sustentabilidade empresarial. Foram encontrados vinte e um artigos científicos que faziam a apresentação de modelos de Balanced Scorecard voltados para a questão ambiental, dos quais apenas três artigos se enquadraram no critério de elegibilidade estabelecido. Posteriormente, foi operacionalizada a análise SWOT referente à adaptabilidade dos modelos encontrados para empresas agroindustriais. A partir dos resultados obtidos, foi possível visualizar as diferenças existentes entre os três modelos encontrados.

  15. The balanced scorecard in higher education institutions: a perspective analysis Balanced Scorecard em Instituições de Ensino Superior: uma análise das perspectivas

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    Carlos Rogério Montenegro de Lima

    2011-10-01

    Full Text Available Normal 0 21 false false false PT-BR X-NONE X-NONE MicrosoftInternetExplorer4 st1:*{behavior:url(#ieooui } /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Tabela normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} This paper aims to determine the perspectives of the Balanced ScoreCard (BSC in Higher Education Institutions (HEIs. This descriptive, bibliographic and document analysis had a quantitative approach, in which were analyzed twenty-five foreign HEIs based in the United States, Turkey and Thailand. Besides these, another seventeen national HEIs were analyzed. As a result, this research shows that three perspectives are more recurrent in the foreign institutions: Internal Processes, Financial and Customers. In the national institutions, four perspectives appear in more than half of the institutions analyzed: Internal Processes, Customers, Learning and Growth, and Financial. It is stood out that although the original perspectives suggested by Kaplan and Norton (1997 are the more used, some HEIs used differentiated perspectives. In the foreign institutions, it stood out: Innovation; People; Stakeholders; Academic Administration; Resources; Community; Students Learning; Image and Recognition; Diversity; Processes of International Businesses; Organizational Development; Organizational Climate; and Voters. In the national institutions, some perspectives were

  16. Firm Characteristics and Performance Disclosure in Annual Reports of Nigerian Banks using the Balanced Scorecard

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    Solabomi Ajibolade

    2017-05-01

    Full Text Available This study investigated the influence of four firm characteristics (size, organisational structure, age and systemic importance on extent of performance disclosures by Nigerian banks using the balanced scorecard (BSC model. The population of the study comprised of publicly-listed banks in Nigeria, in operation from 2012 to 2014. Using a self-designed disclosure checklist, the annual reports of a sample of 15 publicly quoted banks in Nigeria were content-analysed for performance disclosure for the period 2012-2014. Descriptive statistics, t-test and Analysis of Variance (ANOVA were applied in data analysis, deducing inference at 5% significance level. It was observed that firms did not significantly differ in the extent of performance disclosure in each of the four BSC perspectives on one hand, and the overall BSC measure on the other hand, on the account of the four firm attributes examined. Considering that annual reports are mainstream amongst the media used to communicate firm performance to the public, it was recommended that preparers of such documents should consider disclosing financial and non-financial performance; this will not only provide a comprehensive basis to judge organisational performance, but will also assist in diffusing the clout created by asymmetry of information between preparers and users of performance reports.

  17. A REVIEW OF BALANCED SCORECARD FRAMEWORK IN HIGHER EDUCATION INSTITUTION (HEIS

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    Fahmi Fadhl Al-Hosaini

    2015-01-01

    Full Text Available Many studies have been conducted to investigate the effectives of the BSC in organisations. It is observed that many organisations adopt different perspectives suitable for their functions in line with their vison, mission and strategic themes. Some reseachers have highlighted its relevance to Higher Education institutions. However, previous studies have not defined wich perspectives are most relevant for public HEIs, which are not for profit by nature. Higher Educational Institutions (HEIs are involved in routine processes of providing tertiary education in colleges, universities, and institutes including both undergraduate and postgraduate programmes, vocational and education training. One of the aims of HEIs is to achieve results in terms of products and services for the customers and other stake holders. In this paper, we review recent studies in top journals using the Balanced Scorecard Framework in HEIs. The paper identifies the relenvant perspectives for HEIs and presents its contextual analysis. When implemented, this can be used to monitor their performance and enable them to adjust to emerging challenges that come as a result of implementing key strategies.

  18. The Alignment of Pay-For-Performance with the Strategy in Environment of Balanced Scorecard

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    Kleber Albuquerque de Vasconcelos

    2013-09-01

    Full Text Available According to Kaplan and Norton (1997 a fixed compensation no longer meets the diverse expectations of reward and remuneration of staff. In this scenario, the economic agents seek business management tools that allow connecting individual performance to organizational performance. Taking these in considerations, this study aims to analyze if the criteria for the use of pay-for-performance is in accordance with the organization's strategy expressed by the indicators and goals used in the Balanced Scorecard (BSC. A qualitative approach was through a field survey of descriptive character, using, for data collection, a structured questionnaire with open and closed questions. The sample consists of 17 Brazilian companies in three business segments (heavy construction, industry and technology / services and leaders in the market in which they operate. The results showed that, although it was clear the use of indicators associated with the use of BSC, the pay-for-performance models studied did not included in a balanced way, the indicators associated with BSC. There is a dissonance between corporate rhetoric and practice and mainly, the non-recognition of compensation management as a tool for alignment and support business strategies

  19. A model proposal concerning balance scorecard application integrated with resource consumption accounting in enterprise performance management

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    ORHAN ELMACI

    2014-06-01

    Full Text Available The present study intended to investigate the “Balance Scorecard (BSC model integrated with Resource Consumption Accounting (RCA” which helps to evaluate the enterprise as matrix structure in its all parts. It aims to measure how much tangible and intangible values (assets of enterprises contribute to the enterprises. In other words, it measures how effectively, actively, and efficiently these values (assets are used. In short, it aims to measure sustainable competency of enterprises. As expressing the effect of tangible and intangible values (assets of the enterprise on the performance in mathematical and statistical methods is insufficient, it is targeted that RCA Method integrated with BSC model is based on matrix structure and control models. The effects of all complex factors in the enterprise on the performance (productivity and efficiency estimated algorithmically with cause and effect diagram. The contributions of matrix structures for reaching the management functional targets of the enterprises that operate in market competitive environment increasing day to day, is discussed. So in the context of modern management theories, as a contribution to BSC approach which is in the foreground in today’s administrative science of enterprises in matrix organizational structures, multidimensional performance evaluation model -RCA integrated with BSC Model proposal- is presented as strategic planning and strategic evaluation instrument.

  20. Configuring Balanced Scorecards for Measuring Health System Performance: Evidence from 5 Years' Evaluation in Afghanistan

    Science.gov (United States)

    Edward, Anbrasi; Kumar, Binay; Kakar, Faizullah; Salehi, Ahmad Shah; Burnham, Gilbert; Peters, David H.

    2011-01-01

    Background In 2004, Afghanistan pioneered a balanced scorecard (BSC) performance system to manage the delivery of primary health care services. This study examines the trends of 29 key performance indicators over a 5-year period between 2004 and 2008. Methods and Findings Independent evaluations of performance in six domains were conducted annually through 5,500 patient observations and exit interviews and 1,500 provider interviews in >600 facilities selected by stratified random sampling in each province. Generalized estimating equation (GEE) models were used to assess trends in BSC parameters. There was a progressive improvement in the national median scores scaled from 0–100 between 2004 and 2008 in all six domains: patient and community satisfaction of services (65.3–84.5, pscorecard reconfigurations are needed to integrate effectiveness and efficiency measures and accommodate changes in health systems policy and strategy architecture to ensure its continued relevance and effectiveness as a comprehensive health system performance measure. The process of BSC design and implementation can serve as a valuable prototype for health policy planners managing performance in similar health care contexts. Please see later in the article for the Editors' Summary PMID:21814499

  1. Analyzing key performance indicators of e-commerce using balanced scorecard

    Directory of Open Access Journals (Sweden)

    Seyed Kamal Chaharsooghi

    2016-02-01

    Full Text Available E-commerce as one of the most significant aspects of innovation in business processes is what takes place in companies across the world. The gap between information and communications technology and e-business application is called the digital divide. It is necessary to understand the reasons for the failure of commercial sites. Here the objective is to assess the commercial sites of Iran. Different methods are adopted to evaluate sites and electronic stores. The balanced scorecard is a rarely adopted method of concern to evaluate these sites in Iran. The survey methodology and Delphi technique are applied in building the research tools, which led to the development of a questionnaire. Through applying the BSC approach, the numbers of indicators in each of the four perspectives of BSC were identified. The DEMATEL technique is applied to determine the importance of different perspectives and to identify the causal correlations among the four perspectives. The results generated by SMART PLS graphics, the Structural Equation Modeling software, confirm the adequacy of this proposed model for websites. The findings here indicate that the growth and learning perspective have the greatest impact on the other perspectives while the other perspectives mostly affect the financial perspective.

  2. A balanced scorecard approach in assessing IT value in healthcare sector: an empirical examination.

    Science.gov (United States)

    Wu, Ing-Long; Kuo, Yi-Zu

    2012-12-01

    Healthcare sector indicates human-based and knowledge-intensive property. Massive IT investments are necessary to maintain competitiveness in this sector. The justification of IT investments is the major concern of senior management. Empirical studies examining IT value have found inconclusive results with little or no improvement in productivity. Little research has been conducted in healthcare sector. The balanced scorecard (BSC) strikes a balance between financial and non-financial measure and has been applied in evaluating organization-based performance. Moreover, healthcare organizations often consider their performance goal at customer satisfaction in addition to financial performance. This research thus proposed a new hierarchical structure for the BSC with placing both finance and customer at the top, internal process at the next, and learning and growth at the bottom. Empirical examination has found the importance of the new BSC structure in assessing IT investments. Learning and growth plays the initial driver for reaching both customer and financial performance through the mediator of internal process. This can provide deep insight into effectively managing IT resources in the hospitals.

  3. [Balanced scorecard for performance measurement of a nursing organization in a Korean hospital].

    Science.gov (United States)

    Hong, Yoonmi; Hwang, Kyung Ja; Kim, Mi Ja; Park, Chang Gi

    2008-02-01

    The purpose of this study was to develop a balanced scorecard (BSC) for performance measurement of a Korean hospital nursing organization and to evaluate the validity and reliability of performance measurement indicators. Two hundred fifty-nine nurses in a Korean hospital participated in a survey questionnaire that included 29-item performance evaluation indicators developed by investigators of this study based on the Kaplan and Norton's BSC (1992). Cronbach's alpha was used to test the reliability of the BSC. Exploratory and confirmatory factor analysis with a structure equation model (SEM) was applied to assess the construct validity of the BSC. Cronbach's alpha of 29 items was .948. Factor analysis of the BSC showed 5 principal components (eigen value >1.0) which explained 62.7% of the total variance, and it included a new one, community service. The SEM analysis results showed that 5 components were significant for the hospital BSC tool. High degree of reliability and validity of this BSC suggests that it may be used for performance measurements of a Korean hospital nursing organization. Future studies may consider including a balanced number of nurse managers and staff nurses in the study. Further data analysis on the relationships among factors is recommended.

  4. Customising turnaround time indicators to requesting clinician: a 10-year study through balanced scorecard indicators.

    Science.gov (United States)

    Salinas, Maria; López-Garrigós, Maite; Santo-Quiles, Ana; Gutierrez, Mercedes; Lugo, Javier; Lillo, Rosa; Leiva-Salinas, Carlos

    2014-09-01

    The purpose of this study is, first to present a 10-year monitoring of postanalytical turnaround time (TAT) adapted to different clinicians and patient situations, second to evaluate and analyse the indicators results during that period of time, and finally to show a synthetic appropriate indicator to be included in the balanced scorecard management system. TAT indicator for routine samples was devised as the percentage of certain key tests that were verified before a specific time on the phlebotomy day. A weighted mean synthetic indicator was also designed. They were calculated for inpatients at 15:00 and 12:00 and for primary care patients only at 15:00. The troponin TAT of emergency department patients, calculated as the difference between the troponin verification and registration time, was selected as the stat laboratory TAT indicator. The routine and stat TAT improved along the 10-year study period. The synthetic indicator showed the same trend. The implementation of systematic and continuous monitoring over years, promoted a continuous improvement in TAT which will probably benefit patient outcome and safety.

  5. Constructing a strategy map for banking institutions with key performance indicators of the balanced scorecard.

    Science.gov (United States)

    Wu, Hung-Yi

    2012-08-01

    This study presents a structural evaluation methodology to link key performance indicators (KPIs) into a strategy map of the balanced scorecard (BSC) for banking institutions. Corresponding with the four BSC perspectives (finance, customer, internal business process, and learning and growth), the most important evaluation indicators of banking performance are synthesized from the relevant literature and screened by a committee of experts. The Decision Making Trial and Evaluation Laboratory (DEMATEL) method, a multiple criteria analysis tool, is then employed to determine the causal relationships between the KPIs, to identify the critical central and influential factors, and to establish a visualized strategy map with logical links to improve banking performance. An empirical application is provided as an example. According to the expert evaluations, the three most essential KPIs for banking performance are customer satisfaction, sales performance, and customer retention rate. The DEMATEL results demonstrate a clear road map to assist management in prioritizing the performance indicators and in focusing attention on the strategy-related activities of the crucial indicators. According to the constructed strategy map, management could better invest limited resources in the areas that need improvement most. Although these strategy maps of the BSC are not universal, the research results show that the presented approach is an objective and feasible way to construct strategy maps more justifiably. The proposed framework can be applicable to institutions in other industries as well. Copyright © 2011 Elsevier Ltd. All rights reserved.

  6. Kajian Kinerja Sistem Polder sebagai Model Pengembangan Drainase Kota Semarang Bagian Bawah dengan Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Hari Nugroho

    2016-10-01

    Full Text Available One of the technological flood control and rob in the big cities is the polder system that include drainage systems , retention ponds, levees that surround the area, as well as the pump and / floodgates, as the area of integrated water management system. Likewise, as the coastal city of Semarang in Indonesia has built some of the polder which has been in operation or under construction. To assess the success of the polder management, necessary for a study to determine the performance of the system in controlling the flood in Semarang. Assessment of performance of the system as a whole polder in this study used the concept of the Balanced Scorecard (BSC. The results of this study demonstrate the performance of the polder in Semarang is an ideal: Polder Tanah Mas (73.81 / 100, then Polder Banger (67.21 / 100, Polder Kali Semarang (58.70/100 and the Polder Tawang (58.65/100. The performance of the Polder system above can not be separated from the existence of an independent governing body and had been prepared much earlier. So the presence of the governing body needs to be prepared in the polder system development. To improve performance, the polder-existing polder in Semarang needs to be improved its performance by improving the performance indicators is still less based on this research primarily on indicators: financial, management agencies and learning and development.

  7. [Development of nursing key performance indicators for an intensive care unit by using a balanced scorecard].

    Science.gov (United States)

    Choi, Yun Jeong; Lim, Ji Young; Lee, Young Whee; Kim, Hwa Soon

    2008-10-01

    The purpose of this study was to develop visions of nursing service, nursing strategies and key performance indicators (KPIs) for an intensive care unit (ICU) based on a Balanced Scorecard (BSC). This study was undertaken by using methodological research. The development process consisted of four phases; the first phase was to develop the vision of nursing in ICUs. The second phase was to develop strategies according to 4 perspectives of a BSC. The third phase was to develop KPIs according to the 4 perspectives of BSC and the final phase was to combine the nursing visions, strategies and KPIs of ICUs. Two main visions of nursing service for ICUs were established. These were 'realization of harmonized professional nursing with human respect' and 'recovery of health through specialized nursing' respectively. In order to reach the aim of developing nursing visions, thirteen practical strategies and nineteen KPIs were developed by four perspectives of the BSC. The results will be used as objective fundamental data to attain business outcomes for the achievement of nursing visions and strategies of ICUs.

  8. A management approach that drives actions strategically: balanced scorecard in a mental health trust case study.

    Science.gov (United States)

    Schmidt, Stefan; Bateman, Ian; Breinlinger-O'Reilly, Jochen; Smith, Peter

    2006-01-01

    Achieving excellence is a current preoccupation in U.K. public health organisations. This article aims to use a case study to explain how a mental health trust delivers excellent performance using a balanced scorecard (BSC) management approach. Reports a project to implement a BSC approach in the South West Yorkshire Mental Health NHS Trust to achieve its "excellence" objectives. The authors were participants in the project. The design of the pilot project was informed theoretically by the work of Kaplan and Norton and practically by in-house discussions on a strategy to achieve excellence. Explains the process of building a BSC strategy step-by-step. Discusses how the vision and strategies of a mental health trust can be translated into tangible measures, which are the basis for actions that are driven strategically. There are many possibilities for a BSC management approach and this case study is specific to mental health trusts in the UK, although it is believed that the case has a universally applicable modus operandi. This article will help healthcare managers to evaluate the benefits of a BSC management approach. This article explains how actions can be structured in connection with a BSC management approach.

  9. Applications of the balanced scorecard for strategic management and performance measurement in the health sector.

    Science.gov (United States)

    Behrouzi, Farshad; Shaharoun, Awaluddin Mohamed; Ma'aram, Azanizawati

    2014-05-01

    In order to attain a useful balanced scorecard (BSC), appropriate performance perspectives and indicators are crucial to reflect all strategies of the organisation. The objectives of this survey were to give an insight regarding the situation of the BSC in the health sector over the past decade, and to afford a generic approach of the BSC development for health settings with specific focus on performance perspectives, performance indicators and BSC generation. After an extensive search based on publication date and research content, 29 articles published since 2002 were identified, categorised and analysed. Four critical attributes of each article were analysed, including BSC generation, performance perspectives, performance indicators and auxiliary tools. The results showed that 'internal business process' was the most notable BSC perspective as it was included in all reviewed articles. After investigating the literature, it was concluded that its comprehensiveness is the reason for the importance and high usage of this perspective. The findings showed that 12 cases out of 29 reviewed articles (41%) exceeded the maximum number of key performance indicators (KPI) suggested in a previous study. It was found that all 12 cases were large organisations with numerous departments (e.g. national health organisations). Such organisations require numerous KPI to cover all of their strategic objectives. It was recommended to utilise the cascaded BSC within such organisations to avoid complexity and difficulty in gathering, analysing and interpreting performance data. Meanwhile it requires more medical staff to contribute in BSC development, which will result in greater reliability of the BSC.

  10. Using the balanced scorecard to characterize benefits of integration in the safety net.

    Science.gov (United States)

    Wells, Rebecca; Weiner, Bryan

    2005-05-01

    The purpose of this study was to develop a comprehensive framework depicting the potential benefits of integration among health-care providers that serve vulnerable populations. Research teams interviewed participants in 12 integrated functions across seven community health-centre-led networks. Functions included clinical processes; managed care contracting; and administrative services such as human resources, finance, and information systems. Using a Balanced Scorecard framework, benefits were identified across financial, customer, internal business, and learning and growth perspectives. Financial benefits were more frequently cited relative to managed care and administrative functions than relative to clinical functions. Clinical functions were frequently characterized by perceived improvements in patient care quality, while managed-care functions appeared to yield most benefits in access. Administrative functions were most often associated with improvements in internal business operations. There were substantial findings in learning and growth across all three types of integration, in keeping with the early stages of the integrated functions in the study. Findings imply that integration among health-care providers yields a wide range of benefits, but not necessarily quickly or financial in nature.

  11. Does performance evaluation help public managers? A Balanced Scorecard approach in urban waste services.

    Science.gov (United States)

    Guimarães, Bernardo; Simões, Pedro; Marques, Rui Cunha

    2010-12-01

    The urban waste market has evolved significantly in the past decades, which among other changes, has led to the creation of new utilities and new business models. However, very few things have changed for the users. Urban waste collection remains mainly under the responsibility of local authorities and the charges paid by the users in most countries are very low compared to the provision costs. This situation forces the injection of public money into the system, encouraging the 'quiet-life' within the utilities and, therefore, inefficiency. The present study intends to analyze the potential for the application of the Balanced Scorecard (BSc) methodology into the waste utilities. After a comprehensive revision of the urban waste sector in Portugal, the methodology of BSc and its application in local public services is described and discussed. Focusing on implementation rather than on strategy, a set of performance indicators is proposed to be utilized in the different management models of waste utilities in Portugal: the municipalities, semi-autonomous utilities, municipal companies and mixed companies. This implementation is then exemplified through four case studies, one for each type of utility. This paper provides a flexible framework proposal to be applied to waste utilities operating both in Portugal and abroad. Copyright © 2010 Elsevier Ltd. All rights reserved.

  12. Using the balanced scorecard to measure Chinese and Japanese hospital performance.

    Science.gov (United States)

    Chen, Xiao-yun; Yamauchi, Kazunobu; Kato, Ken; Nishimura, Akio; Ito, Katuski

    2006-01-01

    The objective of the paper is to confirm the feasibility and value of using the balanced scorecard (BSC) to measure performance in two hospitals in different countries. One hospital from China and another from Japan were chosen and key indicators were selected according to the BSC framework. A comparative hospital performance measurement model was set up using the BSC framework to comprehensively compare hospital performance in two countries. The BSC was found to be effective for underlining existing problems and identifying opportunities for improvements. The BSC also revealed the hospitals' contribution to performance improvement of each country's total health system. Hospital performance comparisons between countries using the BSC depend on the selection of feasible and appropriate key performance indicators, which is occasionally limited by data collection problems. The first use of the BSC to compare hospital performance between China and Japan shows benefits that not only suggests performance improvements in individual hospitals but also reveals effective health factors allowing implementation of valid national health policies.

  13. Strategic Performance Measurement Using Balanced Scorecard: A Case of Machine Tool Industry

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    Kshatriya Anil

    2017-02-01

    Full Text Available This paper focuses on implementation, monitoring, and application of balanced scorecard (BSC techniques in an organization involved in providing machine tool solutions to the industrial sector. The growth of the company considered in real time constituted improvements of both top and bottom lines. In the industry under consideration, it was observed that in our company, the top line was steadily growing but not the bottom line. This is when we started getting down to brass tacks and strategically focusing on growth in overall profits of the company. This included growing revenues by improving of EBITDA (earnings before interests, taxes, depreciation, and amortization and by increasing efficiency (i.e., cutting costs. These improvements were implemented by chalking out a comprehensive BSC designed to suit the machine tool industry. The four perspectives of the management, namely, internal business process, organizational learning, financial perspective, and customer perspective, have been considered lucidly and enunciate the parameters that affect the BSC very aptly. The BSC designed considered 9 objectives and 27 relative measures of these factors to quantify the various quantitative and qualitative dimensions that affect the company’s performance. A Balanced Lean Index (BL Score was used to measure the results for company X.

  14. Operationalising the Sustainable Knowledge Society Concept through a Multi-dimensional Scorecard

    Science.gov (United States)

    Dragomirescu, Horatiu; Sharma, Ravi S.

    Since the early 21st Century, building a Knowledge Society represents an aspiration not only for the developed countries, but for the developing ones too. There is an increasing concern worldwide for rendering this process manageable towards a sustainable, equitable and ethically sound societal system. As proper management, including at the societal level, requires both wisdom and measurement, the operationalisation of the Knowledge Society concept encompasses a qualitative side, related to vision-building, and a quantitative one, pertaining to designing and using dedicated metrics. The endeavour of enabling policy-makers mapping, steering and monitoring the sustainable development of the Knowledge Society at national level, in a world increasingly based on creativity, learning and open communication, led researchers to devising a wide range of composite indexes. However, as such indexes are generated through weighting and aggregation, their usefulness is limited to retrospectively assessing and comparing levels and states already attained; therefore, to better serve policy-making purposes, composite indexes should be complemented by other instruments. Complexification, inspired by the systemic paradigm, allows obtaining "rich pictures" of the Knowledge Society; to this end, a multi-dimensional scorecard of the Knowledge Society development is hereby suggested, that seeks a more contextual orientation towards sustainability. It is assumed that, in the case of the Knowledge Society, the sustainability condition goes well beyond the "greening" desideratum and should be of a higher order, relying upon the conversion of natural and productive life-cycles into virtuous circles of self-sustainability.

  15. Performance measurement using balanced scorecard: A case study of pipe industry

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    Amer Hosseini

    2013-05-01

    Full Text Available Strategic assessment of the organizational performance in the industrial environment is one of the primary and essential prerequisites for developing improvement plans in organizations. This issue is so crucial that one of the on-going affairs in the organizations is to identify the weakness and strength points. One of the effective models for assessing the organizations performance is balance scorecard (BSC model, which examines all the aspects of an organization. The proposed study of this paper investigates the existing strategic objectives in the strategy map of a pipe company located in city of Shiraz, Iran. The proposed study of this paper designs a questionnaire and distributes it among 31 managers, 94 regular employees and 110 customers of this firm for the fiscal year ended 2011. The results of our study indicate that the firm could reach 41.4% of its financial objectives, 87.38% of its customers’ requirements, 66.13% of internal processes and 70.94% of its learning necessities according to four major BSC requirements. In summary, the firm could reach 66.45 % of its requirements during the fiscal year of 2011.

  16. The Use of Balanced Scorecard in Implementation of the User-Driven Innovation Concept

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    Marzena KRAWCZYK

    2015-12-01

    Full Text Available Customers play a crucial role in innovation processes. Their importance is proved by numerous theories and innovation models which put users and clients in the heart of innovation processes. One of the newest concept, popular in Scandinavian countries, picking up this thread is the User–Driven Innovation (UDI. To increase probability of innovation success consumers must be involved in the firm’s business model / innovation strategy, becoming a part of the innovation processes and all other stakeholders should be aware of the significance and character of the linkage between customer and company. As a result, building, implementing and monitoring of the customer–oriented innovation strategy should take place. The Balanced Scorecard (BSC may turn out to be very helpful in achieving the above. The aim of this paper is to show that BSC may be a device of implementing the User–Driven Innovation concept, helping to understand UDI assumptions and the role of customers in creating value. Examples of strategic goals and performance indicators presented in this paper may be used by enterprises, which intend to build UDI-based BSC.

  17. Developing a Robust Strategy Map in Balanced Scorecard Model Using Scenario Planning

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    Mostafa Jafari

    2015-01-01

    Full Text Available The key to successful strategy implementation in an organization is for people in the organization to understand it, which requires the establishment of complicated but vital processes whereby the intangible assets are converted into tangible outputs. In this regard, a strategy map is a useful tool that helps execute this difficult task. However, such maps are typically developed based on ambiguous cause-effect relationships that result from the extrapolation of past data and flawed links with possible futures. However, if the strategy map is a mere reflection of the status quo but not future conditions and does not embrace real-world uncertainties, it will endanger the organization since it posits that the current situation will continue. In order to compensate for this deficiency, the environmental scenarios affecting an organization were identified in the present study. Then the strategy map was developed in the form of a scenario-based balanced scorecard. Besides, the effect of environmental changes on the components of the strategy map was investigated using the strategy maps illustrated over time together with the corresponding cash flow vectors. Subsequently, a method was proposed to calculate the degree of robustness of every component of the strategy map for the contingency of every scenario. Finally, the results were applied to a post office.

  18. Importancia estratégica del cuadro integral del mando en la gestión empresarial, Balanced Scorecard

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    Ernesto López Bonilla

    2001-01-01

    Full Text Available El modelo de Balanced Scorecard o Tablero Integral de Mando, es una poderosa herramienta de planeación estratégica que permite a la empresa moderna crear y controlar sus propios indicadores de gestión relacionados dentro de cuatro perspectivas, a saber: Financiera, Procesos Internos, Cliente y Formación y Crecimiento, entrelazándolos con la misión, la visión y contemplando los aspectos internos - externos que puedan afectar la cadena de valor de la organización

  19. What is a Good Secure Messaging Tool? The EFF Secure Messaging Scorecard and the Shaping of Digital (Usable) Security

    OpenAIRE

    Musiani, Francesca; Ermoshina, Ksenia

    2017-01-01

    In today’s diverse and crowded landscape of messaging systems, what are the most secure and usable tools? The Electronic Frontier Foundation (EFF), a digital rights group based in San Francisco, CA, has been considering this question for a long time. Their most prominent initiative in this regard has been the 2014 release of the Secure Messaging Scorecard (SMS), a 7-criteria evaluation of ‘usable security’ in messaging systems. While the 2014 version of the SMS (now 1.0) displays a number of ...

  20. Indicadores de desempenho e sua medição : contribuições do balanced scorecard

    OpenAIRE

    Moreira, Paulo Fernandes Pestana

    2010-01-01

    Trata da evolução dos sistemas de medição de desempenho empresarial de modo geral, e do Balanced Scorecard em particular, procurando elucidar as possíveis contribuições do mesmo. O estudo aborda a importância do relacionamento entre a estratégia do negócio e o sistema de mensuração e discute os principais pressupostos do modelo proposto por Kaplan e Norton. A amarração sistêmica dos indicadores num conjunto composto por elementos financeiros e não financeiros, internos e ...

  1. The Methodical Approach to Assessment of Enterprise Activity on the Basis of its Models, Based on the Balanced Scorecard

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    Minenkova Olena V.

    2017-12-01

    Full Text Available The article proposes the methodical approach to assessment of activity of enterprise on the basis of its models, based on the balanced scorecard. The content is presented and the following components of the methodical approach are formed: tasks, input information, list of methods and models, as well as results. Implementation of this methodical approach provides improvement of management and increase of results of enterprise activity. The place of assessment models in management of enterprise activity and formation of managerial decision has been defined. Recommendations as to the operations of decision-making procedures to increase the efficiency of enterprise have been provided.

  2. The balanced scorecard as a strategic management tool: its application in the regional public health system in Campania.

    Science.gov (United States)

    Impagliazzo, Cira; Ippolito, Adelaide; Zoccoli, Paola

    2009-01-01

    Health, as a primary and advanced need, can only be guaranteed through the appropriate management of dedicated resources. As in any situation where funds are limited, it is vital to have logical frameworks and tools to set up structures capable of making a complex system like the health service work. Only through an appropriate and competent activity of governance can such structures be identified, organized, and rendered operational. This can be achieved by using ad hoc tools such as the Balanced Scorecard. Its application in the case of the Regional Government of Campania indicates that it is a valid tool in all circumstances except in situations of crisis.

  3. As melhores práticas de controladoria: o Balanced Scorecard como ferramenta de gestão

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    Antonio M. da Silva Carpes

    2007-11-01

    Full Text Available As constantes mudanças no ambiente competitivo moderno exigem cada vez mais o aprimoramento dos sistemas de informações. O estudo apresenta o Balanced Scorecard (BSC e discute sua importância como uma ferramenta de gestão que desafia a empresa e tem por objetivo apresentar uma proposta de avaliação estratégica, fundamentada no conceito de Balanced Scorecard, alinhada às estratégias das empresas objeto de estudo. Como objetivos específicos buscou-se conceituar o BSC como instrumento de gestão, caracterizar as empresas objeto de estudo, identificar a missão, a visão e a estratégia respectivas, para aplicar os meios disponíveis, alinhados àquelas estratégias. Para atingir esses objetivos utilizou-se pesquisa exploratória, por meio de um estudo multi caso, com abordagem qualitativa. A pesquisa de campo envolveu três empresas do Estado de Santa Catarina, por meio de entrevistas semi-estrutura das em que foram identificadas as necessidades e as informações necessárias para a proposta de um conjunto de indicadores estratégicos do BSC. Os resultados da pesquisa evidenciam a importância do BSC como ferramenta de gestão. The constant changes demand each time more the improvement of the systems ofinformation. The research it presents Balanced Scorecard (BSC and argues itsimportance as a management tool that the company. The study it has for objective topresent a proposal of strategical evaluation based on the concept of Balanced lined upScorecard the strategies of the companies study object. As objective specific onesearched to appraise the BSC as management instrument, to characterize thecompanies study object, to identify the mission, the vision and the strategy of thecompanies to present strategical pointers lined up its strategies. To reach theseobjectives, it was used of exploratória research, through a study multiin case that,with qualitative boarding. The field research involved three companies of the State of

  4. USES OF THE BALANCED SCORECARD SYSTEM IN THE STRATEGIC PLANNING AND THE IMPROVEMENT OF THE JUDICIARY FUNCTIONING

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    HULPUŞ IOANA ALEXANDRA

    2016-06-01

    Full Text Available The necessary steps for the implementation of quality management in the Romanian judiciary must be focused on each of its phases, respectively throughout the whole cycle planning - execution - evaluation - improvement. Starting from the reality that quality management in the Romanian courts was taken fragmented, disregarding some essential phases, like the importance of strategic planning or the quality principle of customer orientation, the study proposes a useful tool for judicial managers -the Balanced Scorecard system. The challenge of the research is to answer whether it is possible to adapt a model designed for commercial organizations and to prove its utility in improving judicial management

  5. Enformasyon Teknolojisi Yönetiminde Dengelenmiş Puan Kartı = The Balanced Scorecard in Management of Information Technology

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    Yücel YILMAZ

    2007-01-01

    Full Text Available The management of information technology (IT is increasingly gaining importance for corporations, connected to increasing benefits obtained from these technologies. The Balanced Scorecard (BSC, which is applied widespread in corporations, states a strategy oriented management system. This article deals with utilization potentials of the BSC in IT management. First, changed characteristics of IT departments and their new roles are evaluated. After that, general characteristics and main functions of the BSC are handled. In the third part, different approaches in relation to applying of the BSC in IT are discussed.

  6. The use of the balanced scorecard in evaluating the results of the innovations implemented in metallurgical companies

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    L. Blacha

    2016-10-01

    Full Text Available Implementation of innovations is the main factor of development of companies’ competitiveness and effectiveness. Innovations result in creation of a value for both the client and the company. The article presents a method of evaluating the innovations implemented in industry which emphasises, on the background of qualitative changes, the measurable (quantitative effects of various types of innovations. For the purpose of measuring the results of implemented innovations the Balanced Scorecard was used. The method developed by the authors of the paper was used to evaluate results of the innovations implemented in metallurgical companies.

  7. A non-linear optimization programming model for air quality planning including co-benefits for GHG emissions.

    Science.gov (United States)

    Turrini, Enrico; Carnevale, Claudio; Finzi, Giovanna; Volta, Marialuisa

    2017-10-28

    This paper introduces the MAQ (Multi-dimensional Air Quality) model aimed at defining cost-effective air quality plans at different scales (urban to national) and assessing the co-benefits for GHG emissions. The model implements and solves a non-linear multi-objective, multi-pollutant decision problem where the decision variables are the application levels of emission abatement measures allowing the reduction of energy consumption, end-of pipe technologies and fuel switch options. The objectives of the decision problem are the minimization of tropospheric secondary pollution exposure and of internal costs. The model assesses CO2 equivalent emissions in order to support decision makers in the selection of win-win policies. The methodology is tested on Lombardy region, a heavily polluted area in northern Italy. Copyright © 2017 Elsevier B.V. All rights reserved.

  8. ANALISIS PENGUKURAN KINERJA DENGAN SISTEM BALANCED SCORECARD PADA RUMAH SAKIT YOS SUDARSO PADANG

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    Desi Areva

    2012-10-01

    Full Text Available This study describes the use of the Balanced Scorecard as a measure of hospital performance. The formulation of the problem is how the performance of Yos Sudarso Hospital when assessed by a financial perspective. The purpose of this study was to determine the performance of Yos Sudarso Hospital when assessed by a financial perspective. This research was conducted at the Yos Sudarso Hospital Padang in November 2003 to January 2004. Types of data collected is primary data in the form of interviews with the hospitals and secondary data from a general overview of the company, the income statement of 2000 to 2002, the balance sheet of 2000 to 2002 and other documents that support. Techniques of data collection are interview and observation techniques. While the data analysis techniques used in the financial perspective is ROI, ROA, Current Ratio, Quick Ratio, Receivables Turnover, Average Collection Period, Asset Turnover. The results of this study are as follows: Hospital Performance ODOT Padang is the first ROI in 2002 increased 1% respectively from 2000 and 2001, ROA from 2001 to 2002 did not increase, current ratio in 2002 decreased their respectively (5.60% and (16.60%, Quick Ratio at the end of 2002 compared with the end of 2001 and 2000 also decreased respectively (5.90% and (17.90%, Average collection In 2002 the time period it takes to collect receivables is 10 days results decreased compared to 2001 and 2000 respectively was 3 days and 4 days, Asset turnover in 2002 was 1.67 times also decreased each is equal to (0.16 times and (0.56 times.

  9. Multidimensional evaluation of performance with experimental application of balanced scorecard: a two year experience

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    Antonioli Paola

    2011-05-01

    Full Text Available Abstract Background In today's dynamic health-care system, organizations such as hospitals are required to improve their performance for multiple stakeholders and deliver an integrated care that means to work effectively, be innovative and organize efficiently. Achieved goals and levels of quality can be successfully measured by a multidimensional approach like Balanced Scorecard (BSC. The aim of the study was to verify the opportunity to introduce BSC framework to measure performance in St. Anna University Hospital of Ferrara, applying it to the Clinical Laboratory Operative Unit in order to compare over time performance results and achievements of assigned targets. Methods In the first experience with BSC we distinguished four perspectives, according to Kaplan and Norton, identified Key Performance Areas and Key Performance Indicators, set standards and weights for each objective, collected data for all indicators, recognized cause-and-effect relationships in a strategic map. One year later we proceeded with the next data collection and analysed the preservation of framework aptitude to measure Operative Unit performance. In addition, we verified the ability to underline links between strategic actions belonging to different perspectives in producing outcomes changes. Results The BSC was found to be effective for underlining existing problems and identifying opportunities for improvements. The BSC also revealed the specific perspective contribution to overall performance enhancement. After time results comparison was possible depending on the selection of feasible and appropriate key performance indicators, which was occasionally limited by data collection problems. Conclusions The first use of BSC to compare performance at Operative Unit level, in course of time, suggested this framework can be successfully adopted for results measuring and revealing effective health factors, allowing health-care quality improvements.

  10. Understanding the context of balanced scorecard implementation: a hospital-based case study in Pakistan.

    Science.gov (United States)

    Rabbani, Fauziah; Lalji, Sabrina Nh; Abbas, Farhat; Jafri, Sm Wasim; Razzak, Junaid A; Nabi, Naheed; Jahan, Firdous; Ajmal, Agha; Petzold, Max; Brommels, Mats; Tomson, Goran

    2011-03-31

    As a response to a changing operating environment, healthcare administrators are implementing modern management tools in their organizations. The balanced scorecard (BSC) is considered a viable tool in high-income countries to improve hospital performance. The BSC has not been applied to hospital settings in low-income countries nor has the context for implementation been examined. This study explored contextual perspectives in relation to BSC implementation in a Pakistani hospital. Four clinical units of this hospital were involved in the BSC implementation based on their willingness to participate. Implementation included sensitization of units towards the BSC, developing specialty specific BSCs and reporting of performance based on the BSC during administrative meetings. Pettigrew and Whipp's context (why), process (how) and content (what) framework of strategic change was used to guide data collection and analysis. Data collection methods included quantitative tools (a validated culture assessment questionnaire) and qualitative approaches including key informant interviews and participant observation. Method triangulation provided common and contrasting results between the four units. A participatory culture, supportive leadership, financial and non-financial incentives, the presentation of clear direction by integrating support for the BSC in policies, resources, and routine activities emerged as desirable attributes for BSC implementation. The two units that lagged behind were more involved in direct inpatient care and carried a considerable clinical workload. Role clarification and consensus about the purpose and benefits of the BSC were noted as key strategies for overcoming implementation challenges in two clinical units that were relatively ahead in BSC implementation. It was noted that, rather than seeking to replace existing information systems, initiatives such as the BSC could be readily adopted if they are built on existing infrastructures and data

  11. Multidimensional evaluation of performance with experimental application of balanced scorecard: a two year experience.

    Science.gov (United States)

    Lupi, Silvia; Verzola, Adriano; Carandina, Gianni; Salani, Manuela; Antonioli, Paola; Gregorio, Pasquale

    2011-05-17

    In today's dynamic health-care system, organizations such as hospitals are required to improve their performance for multiple stakeholders and deliver an integrated care that means to work effectively, be innovative and organize efficiently. Achieved goals and levels of quality can be successfully measured by a multidimensional approach like Balanced Scorecard (BSC). The aim of the study was to verify the opportunity to introduce BSC framework to measure performance in St. Anna University Hospital of Ferrara, applying it to the Clinical Laboratory Operative Unit in order to compare over time performance results and achievements of assigned targets. In the first experience with BSC we distinguished four perspectives, according to Kaplan and Norton, identified Key Performance Areas and Key Performance Indicators, set standards and weights for each objective, collected data for all indicators, recognized cause-and-effect relationships in a strategic map. One year later we proceeded with the next data collection and analysed the preservation of framework aptitude to measure Operative Unit performance. In addition, we verified the ability to underline links between strategic actions belonging to different perspectives in producing outcomes changes. The BSC was found to be effective for underlining existing problems and identifying opportunities for improvements. The BSC also revealed the specific perspective contribution to overall performance enhancement. After time results comparison was possible depending on the selection of feasible and appropriate key performance indicators, which was occasionally limited by data collection problems. The first use of BSC to compare performance at Operative Unit level, in course of time, suggested this framework can be successfully adopted for results measuring and revealing effective health factors, allowing health-care quality improvements.

  12. Development and implementation of a balanced scorecard in an academic hospitalist group.

    Science.gov (United States)

    Hwa, Michael; Sharpe, Bradley A; Wachter, Robert M

    2013-03-01

    Academic hospitalist groups (AHGs) are often expected to excel in multiple domains: quality improvement, patient safety, education, research, administration, and clinical care. To be successful, AHGs must develop strategies to balance their energies, resources, and performance. The balanced scorecard (BSC) is a strategic management system that enables organizations to translate their mission and vision into specific objectives and metrics across multiple domains. To date, no hospitalist group has reported on BSC implementation. We set out to develop a BSC as part of a strategic planning initiative. Based on a needs assessment of the University of California, San Francisco, Division of Hospital Medicine, mission and vision statements were developed. We engaged representative faculty to develop strategic objectives and determine performance metrics across 4 BSC perspectives. There were 41 metrics identified, and 16 were chosen for the initial BSC. It allowed us to achieve several goals: 1) present a broad view of performance, 2) create transparency and accountability, 3) communicate goals and engage faculty, and 4) ensure we use data to guide strategic decisions. Several lessons were learned, including the need to build faculty consensus, establish metrics with reliable measureable data, and the power of the BSC to drive goals across the division. We successfully developed and implemented a BSC in an AHG as part of a strategic planning initiative. The BSC has been instrumental in allowing us to achieve balanced success in multiple domains. Academic groups should consider employing the BSC as it allows for a data-driven strategic planning and assessment process. Copyright © 2013 Society of Hospital Medicine.

  13. Prevention and control of blood stream infection using the balanced scorecard approach.

    Science.gov (United States)

    Rohsiswatmo, Rinawati; Rafika, Sarah; Marsubrin, Putri M T

    2014-07-01

    to obtain formulation of an effective and efficient strategy to overcome blood stream infection (BSI). operational research design with qualitative and quantitative approach. The study was divided into two stages. Stage I was an operational research with problem solving approach using qualitative and quantitative method. Stage II was performed using quantitative method, a form of an interventional study on strategy implementation, which was previously established in stage I. The effective and efficient strategy for the prevention and control of infection in neonatal unit Cipto Mangunkusumo (CM) Hospital was established using Balanced Scorecard (BSC) approach, which involved several related processes. the BSC strategy was proven to be effective and efficient in substantially reducing BSI from 52.31°/oo to 1.36°/oo in neonates with birth weight (BW) 1000-1499 g (p=0.025), and from 29.96°/oo to 1.66°/oo in BW 1500-1999 g (p=0.05). Gram-negative bacteria still predominated as the main cause of BSI in CMH Neonatal Unit. So far, the sources of the microorganisms were thought to be from the environment of treatment unit (tap water filter and humidifying water in the incubator). Significant reduction was also found in neonatal mortality rate weighing 1000-1499 g at birth, length of stay, hospitalization costs, and improved customer satisfaction. effective and efficient infection prevention and control using BSC approach could significantly reduce the rate of BSI. This approach may be applied for adult patients in intensive care unit with a wide range of adjustment.

  14. Balanced Scorecard para extraer conocimiento de la tecnología

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    Fernando Méndez García

    2011-01-01

    Full Text Available En la globalización, la innovación tecnológica (it y el capital intelectual (ci son fuerzas que ayudan a las instituciones a crecer y a alcanzar sus objetivos. Para lograrlos, se han desarrollado herramientas que ayudan a las organizaciones a identificar los puntos medulares y sus relaciones para traducir las acciones en resultados concretos; uno de esos instrumentos es el Balanced Scorecard (bsc, el cual identifica los elementos clave de la compañía para manejarlos de manera sistemática y estructurada bajo relaciones de causa-efecto. En este trabajo se adapta la metodología del bsc a un proyecto de innovación tecnológica de una institución del sector público mexicano encargada de aplicar la Ley Federal de Radio y Televisión con el propósito de extraer el ci y mayores beneficios de la tecnología adquirida. De la adaptación, surge el tablero de capacidades tecnológicas (tct y la cadena de valor tecnológica, cuyos eslabones principales son la it y el ci; las diferencias técnicas entre cada uno de ellos impactan los objetivos organizacionales. Las variaciones entre los eslabones constituyen áreas de oportunidad donde aplica el tct con el fin de incrementar el conocimiento, las capacidades de la organización y, en consecuencia, los beneficios tangibles e intangibles de la tecnología.

  15. The Digital Health Scorecard: A New Health Literacy Metric for NCD Prevention and Care.

    Science.gov (United States)

    Ratzan, Scott C; Weinberger, Michael B; Apfel, Franklin; Kocharian, Gary

    2013-06-01

    According to the World Health Organization, 3 out of 5 deaths worldwide are due to common, chronic conditions, such as heart and respiratory diseases, cancer, and diabetes. These noncommunicable diseases (NCDs) are linked to multiple lifestyle risk factors, including smoking, the harmful use of alcohol, and physical inactivity. They are associated with other "intermediate" risk factors, such as elevated body mass index (BMI), hypertension, hyperlipidemia, and hyperglycemia. Taking action to reduce these 7 risk factors can help people protect themselves against leading causes of death. All of these risk factors are measurable and modifiable, but globally available, cost-effective, and easy-to-use outcome metrics that can drive action on all levels do not yet exist. The Digital Health Scorecard is being proposed as a dynamic, globally available digital tool to raise public, professional, and policy maker NCD health literacy (the motivation and ability to access, understand, communicate, and use information to improve health and reduce the incidence of NCD). Its aim is to motivate and empower individuals to make the behavioral and choice changes needed to improve their health and reduce NCD risk factors by giving unprecedented access to global data intelligence, creating awareness, making links to professional and community-based support services and policies, and providing a simple way to measure and track risk changes. Moreover, it provides health care professionals, communities, institutions, workplaces, and nations with a simple metric to monitor progress toward agreed local, national, and global NCD targets. Copyright © 2013 World Heart Federation (Geneva). Published by Elsevier B.V. All rights reserved.

  16. Balanced scorecard in the State Forest Holding „State Forests” The proposal to modify the concept focused on sustainable development

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    Ewa Śnieżek

    2016-12-01

    Full Text Available Making decisions in a dynamic environment requires from managers to operate with modern perfor-mance measurement tools. Having a development strategy becomes insufficient. It is important to make use of operational and strategic management accounting, developing on many levels. One of its tools is balanced scorecard, developed by R. Kaplan and D. Norton. It is a method of complex, multi-faceted performance measurement in the enterprise. It is a useful tool for describing, implementation and execu-tion of the company’s strategy. In order to develop a balanced scorecard it is necessary to create a clear mission and vision and a coherent framework for organization strategy. State Forests as a specific entity also needs efficient and effective management tools. In its strategy for the years 2014–2030 State Forests included the basic principles and measures of a balanced scorecard, which, like every tool, requires contin-uous monitoring and improvement.The aim of the article is to present proposals for modification of the existing concept of State Forests’ balanced scorecard, which will improve the usefulness of the information. The issue has been discussed in the context of pro-social activities of State Forests, in the conditions of globalization and sustainable de-velopment. The main research method used in the article in addition to literature studies is qualitative re-search based on case study.

  17. Alignment of University Information Technology Resources with the Malcolm Baldrige Results Criteria for Performance Excellence in Education: A Balanced Scorecard Approach

    Science.gov (United States)

    Beard, Deborah F.; Humphrey, Roberta L.

    2014-01-01

    The authors suggest using a balanced scorecard (BSC) approach to evaluate information technology (IT) resources in higher education institutions. The BSC approach illustrated is based on the performance criteria of the Malcolm Baldrige National Quality Award in Education. This article suggests areas of potential impact of IT on BSC measures in…

  18. Implanter un tableau de bord stratégique de type "Balanced ScoreCard" en contexte PME : pourquoi et comment ? Une étude de cas.

    OpenAIRE

    Van Caillie, Didier; Kabwigiri, Charles

    2005-01-01

    This conference discusses why it's interesting to integrate a Balanced ScoreCard in the performance management system used by a SME and highlights how to do so. An application to a case from the retail industry is used as an example. 1ère

  19. MQSA National Statistics

    Science.gov (United States)

    ... Standards Act and Program MQSA Insights MQSA National Statistics Share Tweet Linkedin Pin it More sharing options ... but should level off with time. Archived Scorecard Statistics 2018 Scorecard Statistics 2017 Scorecard Statistics 2016 Scorecard ...

  20. The Balanced Scorecard as a Performance Management Tool for Third Sector Organizations: the Case of the Arthur Bernardes Foundation, Brazil

    Directory of Open Access Journals (Sweden)

    Ricardo Corrêa Gomes

    2009-10-01

    Full Text Available The aim of this paper is to contribute to the theory of public management by presenting empirical evidence ofusing the Balanced Scorecard for third sector organizations. The research was conducted within an interpretive paradigm using an action research strategy. Data was collected through focus group and individual interviews and analyzed using interpretation and content analysis. The main limitation of this study lies in its application to a very singular type of organization that operates as a driver to improve the efficiency and nimbleness of other public organizations, although the methods employed here are very likely to be applicable to other kinds of organizations without adversely affecting the results. The findings corroborate Kaplan and Norton’s (2001 suggestion that non-profit organizations should put customers at the top of their strategic maps. They also indicate that sponsors should be considered a strong stakeholder in the strategic plan, and need to be satisfied in order to ensure legitimacy and sustainability. Although some authors have suggested that an overall framework should be devised for an entire organization, the evidence indicates that developing a single Balanced Scorecard for each department promotes cooperation rather than competition and leads to synergy rather than fragmentation.

  1. A Balanced Scorecard of Sustainable Management in the Taiwanese Bicycle Industry: Development of Performance Indicators and Importance Analysis

    Directory of Open Access Journals (Sweden)

    Chih-Chao Chung

    2016-05-01

    Full Text Available The main purpose of this study is to investigate the development of the performance indicators of sustainable management in the Taiwanese bicycle industry and to perform an importance analysis. Based on the Balanced Scorecard concept, the framework of sustainable management is added. Ten experts evaluated the performance indicators of a sustainable Balanced Scorecard in the Taiwanese bicycle industry using five major categories: (1 Financial, (2 Customer, (3 Internal Business Processes, (4 Learning and Growth, and (5 Sustainable Development, and a total of 21 performance indicators were used. The analytic network process (ANP was used to perform an importance analysis of the various performance indicators. Most of the experts suggested that for the introduction of a sustainable management strategy into the bicycle industry in Taiwan, it is necessary to include the definition of sustainable management and to improve five performance indicators: innovation process, customer satisfaction, operations process, after-sales service, and market share. According to the analysis results, this study proposed relevant management definitions and suggestions to be used as important references for decision-makers to understand the introduction of sustainable management strategies to the current bicycle industry in Taiwan.

  2. Evidence of institutionalizing elements in the Balanced Scorecard in the book Strategy in action: a view based on institutional theory

    Directory of Open Access Journals (Sweden)

    Paschoal Tadeu Russo

    2012-04-01

    Full Text Available The Balanced Scorecard (BSC is a methodology that allows managers to define and implement a set of financial or nonfinancial indicators in a balanced way to assess an organization's performance from four viewpoints. Many companies are unsuccessful in their implementation of the BSC. This lack of success may be attributed to different factors, such as strategic problems, planning failures, and poorly defined targets and goals. However, the failed implementation may be attributed in part to the failure to institutionalize habits and routines. In this regard, this objective of this paper is to use institutional theory to determine whether the book Strategy in Action: Balanced Scorecard contains evidence that the BSC model proposed by the authors (Kaplan & Norton includes elements that favor the model's institutionalization. For this purpose, a qualitative bibliographic survey was prepared. The survey revealed 404 clues that were rated according to Tolbert and Zucker's description of the processes inherent to institutionalization and to Scott's proposed framework of legitimation/legitimizing. These findings suggest that the book primarily legitimizes the BSC by examining organizations and describes it as an acknowledged management instrument. The aspects supporting the semi-institutional stage (26% of the findings and the total institutionalization stage (10% of findings suggest that the authors intended to propose a tool without focusing on the institutionalization process, which may partly explain the great difficulty faced by companies attempting to implement this methodology.

  3. An Approach to Integrating Tactical Decision-Making in Industrial Maintenance Balance Scorecards Using Principal Components Analysis and Machine Learning

    Directory of Open Access Journals (Sweden)

    Néstor Rodríguez-Padial

    2017-01-01

    Full Text Available The uncertainty of demand has led production systems to become increasingly complex; this can affect the availability of the machines and thus their maintenance. Therefore, it is necessary to adequately manage the information that facilitates decision-making. This paper presents a system for making decisions related to the design of customized maintenance plans in a production plant. This paper addresses this tactical goal and aims to provide greater knowledge and better predictions by projecting reliable behavior in the medium-term, integrating this new functionality into classic Balance Scorecards, and making it possible to extend their current measuring function to a new aptitude: predicting evolution based on historical data. In the proposed Custom Balance Scorecard design, an exploratory data phase is integrated with another analysis and prediction phase using Principal Component Analysis algorithms and Machine Learning that uses Artificial Neural Network algorithms. This new extension allows better control over the maintenance function of an industrial plant in the medium-term with a yearly horizon taken over monthly intervals which allows the measurement of the indicators of strategic productive areas and the discovery of hidden behavior patterns in work orders. In addition, this extension enables the prediction of indicator outcomes such as overall equipment efficiency and mean time to failure.

  4. Priority Determination for Higher Education Strategic Planning Using Balanced Scorecard, FAHP and TOPSIS (Case study: XYZ University)

    Science.gov (United States)

    Yudatama, Uky; Sarno, Riyanarto

    2016-01-01

    The process of strategic planning is needed by a higher education in some cases, especially in preparing to face the challenges and competition. The results of strategic planning will help the higher education to provide a framework for achieving a competitive advantage as well as determine the direction of future policy in accordance with the desired objectives. In recent decades, the Balanced Scorecard has been applied in the field of information technology as a very popular tool and is used extensively, because it is a model that can explain between information technologies with "Business Objectives" in a comprehensive manner. This study uses 4 perspectives in the Balanced Scorecard and 7 standards in higher education quality assessment as sub-criteria. Fuzzy AHP and Fuzzy TOPSIS are used to determine the priority as making strategic policy recommendations in a higher education. The final result of this research shows the score of Customer Perspective 0.35365 is higher than other perspective, while the score in Research and Student Affairs gains significant score when compared with the others, namely 0.69753948 is also higher. This means that both of them get very serious attention as a strategic planning basis for policy making.

  5. Designing a performance appraisal system based on balanced scorecard for improving productivity: Case study in Semnan technology and science park

    Directory of Open Access Journals (Sweden)

    Mohammad Hemati

    2012-08-01

    Full Text Available Today, organizations for holding and improving their competing merit use performance measurement for evaluation, control, supervision and improvement of their trading processes. Medium and small companies in technology and science parks are very useful in economic revivification and technology development. Technology and science parks have provided necessary consultations, information, suitable equipments, and services for developing technology unites and prepare them for independent presence in industry. One of the necessary elements for the success and improvement of performance in these companies is to establish and implement balanced scorecard, which can be used to reach desired goals, strategies and to improve performance. In this article, we use a structured method for calculating efficiency of four perspectives of balanced scorecard. Statistical society of this research was Semnan technology and Science Park and seven experts are selected for answering questions of the survey. We also complete questionnaire and determine index and relative importance of all indices. For developing strategic goals of Semnan technology and science park according to four perspectives of balanced score card (finance, growth and learning, internal process, six meetings were hold and finally all crisis macro goals index were identified and they were analyzed for evaluating performance.

  6. Modern management instruments--control of a water resources management association by means of an agreement on targets (balanced scorecard).

    Science.gov (United States)

    von Seidlitz, A E; Londong, J

    2001-01-01

    Since the matter of water supply and sewage disposal is safeguarded in Germany, public concern would no longer appear to be directed at questions of disposal reliability, but almost exclusively to economic efficiency. The requirements with respect to sewage disposal are dominated not only by growing environmental regulations and technical challenges, but also to a major extent by a discussion on the costs arising. In order to ensure a viable and at the same time economic water supply and sewage disposal despite this, it is necessary to have a holistic corporate control system. As a counterpart to the river basin management approach adopted at the Wupperverband there is, on the business management side, the agreement on targets (balanced scorecard) as a management and controlling approach. This incorporates purely financial variables as well as non-financial variables in the economic valuation of corporate success. The starting point is the formulation of strategic goals, while including customer-oriented, in-company and forward-looking perspectives, taking into account at the same time the interactions between them. A major perspective of such balanced scorecards is customer satisfaction. By means of an intensive dialogue with members, licensing and supervisory authorities of the Wupperverband within the framework of a holistic corporate control, it has been possible not only to improve corporate success, but also, and more importantly, to achieve an appreciable increase in confidence.

  7. Penerapan Metode Balanced ScoreCard Sebagai Suatu Sistem Pengukuran Kinerja pada PT Dritama Brokerindo, Jakarta Timur

    Directory of Open Access Journals (Sweden)

    Haryadi Sarjono

    2010-05-01

    Full Text Available This research was done in insurance company of PT Dritama Brokerindo, East Jakarta, by using Balanced Scorecard method, with four perpectives which measured, which are the finance perpective (financial statement, customer perpective (quizioner, perpective process internal business (quizioner and in growth, and study perpective (quizioner. With total employees 18 employees people, serving company customer about almost 1500.Research method which used is descriptive method with research type is case study. data analyse Technique which used is using primary data processing, like : field study, interview, quizioner and also secondary data with data collecting from company which is in the form of financial statement year 2005 - 2008. Research result that, performance PT Dritama Brokerindo which during the time measured traditionally, the management not get clear information, and measured about non finansial aspect of company. Triedly apply system of performance measurement with Balanced Scorecard, got the comprehensive and more complete result about condition of company which in fact. Pursuant to result of research from entirety aspect, obtained a total score 110, or value three which shown Good Enough criterion. 

  8. De la stratégie à l'action grâce à la "Balanced ScoreCard" : une mode ou un nouvel outil efficace de contrôle de gestion ?

    OpenAIRE

    Van Caillie, Didier

    1999-01-01

    This seminar describes the basics of a "Balanced ScoreCard", shows how this new management control tool allows to translate strategy into operational action and discusses why this tool could install in most firms.

  9. Understanding the context of balanced scorecard implementation: a hospital-based case study in pakistan

    Directory of Open Access Journals (Sweden)

    Ajmal Agha

    2011-03-01

    Full Text Available Abstract Background As a response to a changing operating environment, healthcare administrators are implementing modern management tools in their organizations. The balanced scorecard (BSC is considered a viable tool in high-income countries to improve hospital performance. The BSC has not been applied to hospital settings in low-income countries nor has the context for implementation been examined. This study explored contextual perspectives in relation to BSC implementation in a Pakistani hospital. Methods Four clinical units of this hospital were involved in the BSC implementation based on their willingness to participate. Implementation included sensitization of units towards the BSC, developing specialty specific BSCs and reporting of performance based on the BSC during administrative meetings. Pettigrew and Whipp's context (why, process (how and content (what framework of strategic change was used to guide data collection and analysis. Data collection methods included quantitative tools (a validated culture assessment questionnaire and qualitative approaches including key informant interviews and participant observation. Results Method triangulation provided common and contrasting results between the four units. A participatory culture, supportive leadership, financial and non-financial incentives, the presentation of clear direction by integrating support for the BSC in policies, resources, and routine activities emerged as desirable attributes for BSC implementation. The two units that lagged behind were more involved in direct inpatient care and carried a considerable clinical workload. Role clarification and consensus about the purpose and benefits of the BSC were noted as key strategies for overcoming implementation challenges in two clinical units that were relatively ahead in BSC implementation. It was noted that, rather than seeking to replace existing information systems, initiatives such as the BSC could be readily adopted if

  10. Computational intelligence for the Balanced Scorecard: studying performance trends of hemodialysis clinics.

    Science.gov (United States)

    Cattinelli, Isabella; Bolzoni, Elena; Chermisi, Milena; Bellocchio, Francesco; Barbieri, Carlo; Mari, Flavio; Amato, Claudia; Menzer, Marcus; Stopper, Andrea; Gatti, Emanuele

    2013-07-01

    The Balanced Scorecard (BSC) is a general, widely employed instrument for enterprise performance monitoring based on the periodic assessment of strategic Key Performance Indicators that are scored against preset targets. The BSC is currently employed as an effective management support tool within Fresenius Medical Care (FME) and is routinely analyzed via standard statistical methods. More recently, the application of computational intelligence techniques (namely, self-organizing maps) to BSC data has been proposed as a way to enhance the quantity and quality of information that can be extracted from it. In this work, additional methods are presented to analyze the evolution of clinic performance over time. Performance evolution is studied at the single-clinic level by computing two complementary indexes that measure the proportion of time spent within performance clusters and improving/worsening trends. Self-organizing maps are used in conjunction with these indexes to identify the specific drivers of the observed performance. The performance evolution for groups of clinics is modeled under a probabilistic framework by resorting to Markov chain properties. These allow a study of the probability of transitioning between performance clusters as time progresses for the identification of the performance level that is expected to become dominant over time. We show the potential of the proposed methods through illustrative results derived from the analysis of BSC data of 109 FME clinics in three countries. We were able to identify the performance drivers for specific groups of clinics and to distinguish between countries whose performances are likely to improve from those where a decline in performance might be expected. According to the stationary distribution of the Markov chain, the expected trend is best in Turkey (where the highest performance cluster has the highest probability, P=0.46), followed by Portugal (where the second best performance cluster dominates

  11. BALANCED SCORECARD: ESTRATÉGIA DE GESTÃO VINCULADA À MELHORIA DA QUALIDADE ORGANIZACIONAL

    Directory of Open Access Journals (Sweden)

    Juliana Andréia Rüdell Boligon

    2014-09-01

    Full Text Available As decisões gerenciais têm sido fortemente marcadas pela necessidade de aplicação de novas técnicas e ferramentas de gestão. Nesse sentido, o Balanced Scorecard (BSC, inicialmente concebido como um sistema de avaliação organizacional e, posteriormente, tido como uma metodologia de gestão estratégica é uma sistemática de gestão capaz de concentrar energia e recursos da organização no que é essencial - seu sucesso na criação de valor. Dessa forma, este artigo propõe-se a analisar de que forma o BSC, como sistemática de gestão, pode servir de ferramenta para apoio ao desdobramento das estratégias organizacionais e contribuir para a melhoria contínua da qualidade organizacional. Para a coleta das informações, empregou-se a observação simples e entrevista pré-estruturada aplicada à gerência da organização em estudo. Diante do aporte dessas informações, propôs-se uma metodologia de implantação do BSC na organização através do cumprimento de três estágios: conhecer e interpretar a missão, a visão e a estratégia da empresa; levantamento e estruturação dos indicadores estratégicos e, efetivação da estrutura de indicadores estratégicos. Como resultados, obteve-se o conhecimento de quais são os principais benefícios auferidos com o BSC, bem como alguns pontos críticos sendo o BSC uma possibilidade de alinhar estratégia, processos e pessoas em busca de um objetivo comum.

  12. Gestão estratégica multicultural baseada no Balanced Scorecard em instituições de ensino Gestión estratégica multicultural basada en el Balanced Scorecard en establecimientos de enseñanza Multicultural strategic planning based on Balanced Scorecard in teaching institutes

    Directory of Open Access Journals (Sweden)

    Saul Eliahú Mizrahi

    2012-03-01

    Full Text Available Este artigo apresenta os fundamentos para a construção de uma proposta de gestão estratégica para escolas de Ensino Básico com princípios do Balanced Scorecard em uma abordagem multicultural, consolidando um conjunto integrado de procedimentos e recomendações metodológicas, de modo a promover a valorização da diversidade cultural para o sucesso escolar. Para atingir este objetivo, buscou-se identificar e analisar elementos que facilitam ou dificultam a gestão nesta perspectiva. As vantagens encontradas neste trabalho são seu foco na melhoria institucional, proporcionando maior comunicação entre as partes. Apoia, assim, a realização dos objetivos de democratização da gestão do ensino.Este artículo presenta los fundamentos de un enfoque multicultural para la construcción de una propuesta de gestión estratégica para escuelas de Enseñanza básica con principios del Balanced Scorecard, consolidando un conjunto integrado de procedimientos y recomendaciones metodológicas, con el objeto de promover la valoración de la diversidad cultural para obtener éxito escolar. Para alcanzar este objetivo, se buscó identificar y analizar elementos que facilitan o dificultan la gestión intercultural. Se enfocó la mejoría institucional a través de una mayor comunicación multilateral. De esta forma, el trabajo da soporte a la obtención de los objetivos de democratización de la gestión de enseñanza.This paper presents the basis of a multicultural approach for the construction of a strategic planning policy proposal for Basic Education schools based on Balanced Scorecard principles, in a multicultural approach, strengthening an integrated set of procedures and methodological guidance in order to promote cultural diversity appreciation in order to obtain teaching success. To meet this goal, the elements that simplify intercultural planning or make it more difficult were identified, analyzed and elucidated. The advantages found in this

  13. The Association between Organisational Commitment And Corporate Social Responsibility-Environmental Performance Within an Integrated Sustainability Balanced Scorecard Framework

    Directory of Open Access Journals (Sweden)

    Kirsten Rae

    2015-03-01

    Full Text Available This study investigates whether organisational commitment is associated with organisations‘CSR performance within sustainability aspects of their internal process. A structural equation model (SEM tested two sequential direct associations between: (1 senior management employees‘ affective and continuance organisational commitment and organisations‘ conventional value-creating internal processes; (2 conventional value-creating internal processes and organisations‘ CSR performance within sustainability value-creating internal process. The SEM results show an indirect association between affective commitment and CSR performance within sustainability value-creating internal process, which is mediated by the conventional value-creating internal processes. The findings support an integrated sustainability internal process within a sustainability balanced scorecard (SBSC as depicted in Kaplan and Norton‘s strategy map. Organisations may develop internal processes that promote CSR outcome characteristics when employees possess higher levels of affective organisational commitment. Future research could investigate a broader  range of environmental outcomes within CSR performance.

  14. Determinant Factors of the Implementation of the Balanced Scorecard in Portugal: empirical evidence in public and private organizations

    Directory of Open Access Journals (Sweden)

    Patricia Rodrigues Quesado

    2014-09-01

    Full Text Available In this article we aim to identify and analyze a set of variables that can potentially influence the adoption of the Balanced Scorecard (BSC in Portugal. Hypotheses were tested using data obtained from a questionnaire sent to 591 publicly-owned organizations (local governments, municipal corporations and hospitals and 549 privately-owned organizations (large companies and small and medium enterprises in Portugal, with an overall response rate of 31.3%. The results allow us to conclude that although the majority of respondents claimed to know the BSC, its use in Portugal is still limited and very recent, particularly in the public sector organizations. However, it should be noted that its use has increased in Portugal in recent years. Using as theoretical framework the contingency and institutional theories, we found that decentralization, vertical differentiation and the degree of higher education are associated with the implementation of the BSC.

  15. A study of a nursing department performance measurement system: using the Balanced Scorecard and the Analytic Hierarchy Process.

    Science.gov (United States)

    Chu, Hsuan-Lien; Wang, Chen-Chin; Dai, Yu-Tzu

    2009-01-01

    The health care industry is under pressure from government and private entities as well as from market conditions to contain costs. In an effort to respond to these pressures, the case hospital in this study implemented a Balanced Scorecard (BSC) in January 2003 and integrated it with the hospital's formal incentive plan for non-physicians in January 2005. The nursing department's performance improved in the 2 years following the introduction of the plan. This study contributes to the literature by demonstrating the performance improvement that results from integrating the BSC with an incentive plan in the nursing field. The results provide insight into the current BSC performance metrics applied by the case nursing department, and could be used as guidelines by other health care organizations that wish to implement BSC-based incentive plans.

  16. Meeting the challenge in performance management: the diffusion and implementation of the balanced scorecard in Chinese hospitals.

    Science.gov (United States)

    Gao, Tian; Gurd, Bruce

    2015-03-01

    The bonus system used in Chinese hospitals has been criticized for eroding doctors' professional ethics and aggravating patient expense. This research article focuses on one system to improve hospital performance, the balanced scorecard (BSC). We use three data sources to examine the diffusion and implementation of the BSC in China: a questionnaire survey in Shandong Province, a print-media indicators and content analysis of the published BSC papers and semi-structured interviews with managers of Chinese hospitals that use the BSC. The research evidence shows that bonus systems are important, partially because of the poor pay of hospital professionals, and the BSC is perceived as providing a fair system to award such bonuses. This helps explain the relative endurance of the BSC in Chinese hospitals. Published by Oxford University Press in association with The London School of Hygiene and Tropical Medicine © The Author 2014; all rights reserved.

  17. ENVIRONMENTAL-BALANCED SCORECARD DAN ETIKA BISNIS ISLÂM (Suatu Sintesis Manajemen Strategi dalam Persaingan Global

    Directory of Open Access Journals (Sweden)

    Rudy Haryanto Rudy Haryanto

    2013-08-01

    Full Text Available Abstract: Business activity is an integral part of economic discourse. Islamic economy system starts from ethical awareness. For its viability, a company runs an old fashioned-management, it is a material-prosperity attainmnet oriented. However, it results a social contradiction. In Islamic ethic, a business must combine material and moral indicators emphesizing profit and expediency harmonies. Islamic business must be on the basis of natural and human resources that is moved by a motivation of dynamic devotion. Thus, it is  significant to have a management strategy that are religious, morality, and humanity oriented. Furthermore, the paradigm change that company goal maintaining the financial aspect change into social and environmental aspects is certain.   Key Words: Manajemen srategis, etika, perusahaan, lingkungan, dan Balanced Scorecard

  18. Metodologia scorecard da marca:estudo de caso aplicado à “Galp Energia, S.A”

    OpenAIRE

    Mariquitos, João Luís Rosa

    2015-01-01

    Dissertação, Mestrado, Contabilidade e Finanças, Instituto Politécnico de Santarém, Escola Superior de Gestão e Tecnologia, 2015 O estudo tem como objetivo a aplicação de uma metodologia que permite a avaliação de ativos intangíveis, pois o valor de mercado de uma empresa não pode ser explicado apenas pelos seus ativos tangíveis. Contudo, procurou-se avaliar financeiramente uma marca com base no método de fluxo de caixa descontado, com o auxílio da ferramenta Scorecard da marca, desenvolvi...

  19. Rentabilidade e indicadores de desempenho: uma análise do setor hoteleiro segundo as perspectivas do balanced scorecard

    Directory of Open Access Journals (Sweden)

    Aldo Leonardo Cunha Callado

    2011-01-01

    Full Text Available In recent years the hotel industry is growing so much that competitiveness has become ever more fi erce, in this context the measurement of performance can identify besides fi nancial problems, others involving the satisfaction of customers and other stakeholders (internal and / or external of the company. Therefore, the objective of this article was to analyze the relationship between levels of profi tability and prospects of the Balanced Scorecard within the hotel industry of João Pessoa. This research analyzed 31 hotels. The procedures were performed through STATISTICA for Windows. The results have shown empirical evidence of the existence of links between some of the indicators investigated and higher levels of profi tability.

  20. Contributions of Organizational Performance Measurement Model Performance Prism to the Balanced Scorecard: a study from the stakeholder’s perspective

    Directory of Open Access Journals (Sweden)

    Sady Darcy da Silva Jr

    2013-12-01

    Full Text Available Measuring the organizational performance is a big challenge to companies. Thus, we should highlight the organizational performance measurement model Balanced Scorecard (BSC. However, the Performance Prism (PP model emphasizes the organizational stakeholders and states that BSC treats them in a superficial way, giving more importance to the shareholders and the customers. The objective of this research is to identify the PP contributions to the BSC, from the stakeholders perspective. With this objective, a semi-structured script to the interviews was applied to professionals of the strategic area. In parallel, the structure of the models was compared to enrich the results, as well as to complement the analysis of the perceptions of respondents. The results were very relevant given important contributions of the PP to the BSC, opposing the original criticisms of the PP. These criticisms became questionable through the perception of respondents and the comparison between the models.

  1. Rentabilidade e indicadores de desempenho: uma análise do setor hoteleiro segundo as perspectivas do balanced scorecard

    Directory of Open Access Journals (Sweden)

    Antônio André Cunha Callado

    2011-01-01

    Full Text Available In recent years the hotel industry is growing so much that competitiveness has become ever more fierce, in this context the measurement of performance can identify besides financial problems, others involving the satisfaction of customers and other stakeholders (internal and / or external of the company. Therefore, the objective of this article was to analyze the relationship between levels of profitability and prospects of the Balanced Scorecard within the hotel industry of João Pessoa. This research analyzed 31 hotels. The procedures were performed through STATISTICA for Windows. The results have shown empirical evidence of the existence of links between some of the indicators investigated and higher levels of profitability.

  2. Low Emissions Aftertreatment and Diesel Emissions Reduction

    Energy Technology Data Exchange (ETDEWEB)

    None

    2005-05-27

    Detroit Diesel Corporation (DDC) has successfully completed a five-year Low Emissions Aftertreatment and Diesel Emissions Reduction (LEADER) program under a DOE project entitled: ''Research and Development for Compression-Ignition Direct-Injection Engines (CIDI) and Aftertreatment Sub-Systems''. The objectives of the LEADER Program were to: Demonstrate technologies that will achieve future federal Tier 2 emissions targets; and Demonstrate production-viable technical targets for engine out emissions, efficiency, power density, noise, durability, production cost, aftertreatment volume and weight. These objectives were successfully met during the course of the LEADER program The most noteworthy achievements in this program are listed below: (1) Demonstrated Tier 2 Bin 3 emissions target over the FTP75 cycle on a PNGV-mule Neon passenger car, utilizing a CSF + SCR system These aggressive emissions were obtained with no ammonia (NH{sub 3}) slip and a combined fuel economy of 63 miles per gallon, integrating FTP75 and highway fuel economy transient cycle test results. Demonstrated feasibility to achieve Tier 2 Bin 8 emissions levels without active NOx aftertreatment. (2) Demonstrated Tier 2 Bin 3 emissions target over the FTP75 cycle on a light-duty truck utilizing a CSF + SCR system, synergizing efforts with the DOE-DDC DELTA program. This aggressive reduction in tailpipe out emissions was achieved with no ammonia slip and a 41% fuel economy improvement, compared to the equivalent gasoline engine-equipped vehicle. (3) Demonstrated Tier 2 near-Bin 9 emissions compliance on a light-duty truck, without active NOx aftertreatment devices, in synergy with the DOE-DDC DELTA program. (4) Developed and applied advanced combustion technologies such as ''CLEAN Combustion{copyright}'', which yields simultaneous reduction in engine out NOx and PM emissions while also improving engine and aftertreatment integration by providing favorable

  3. U.S. Near-Zero Emissions Program: CCS - Clean Coal R&D, FutureGen, & Demonstrations

    Energy Technology Data Exchange (ETDEWEB)

    K Der, Victor [Department of Energy (United States)

    2008-07-15

    In this paper a projection of the CO{sub 2} emissions in the United States is shown; the technical challenges in the capture and sequestration of the CO{sub 2}; what is understood by carbon sequestration; the three elements of the capture and CO{sub 2} storage that are: capture, transport, and storage; the FutureGen project; plants of coal combustion with sequestration, and at the end an initiative for the generation with clean coal is presented. [Spanish] En esta ponencia se muestra una proyeccion de las emisiones de CO{sub 2} en los Estados Unidos; los retos tecnicos en la captura y secuestro de CO{sub 2}; que entendemos por secuestro de carbono; los tres elementos de la captura y almacenamiento de CO{sub 2} que son captura, transporte y almacenamiento; el proyecto FutureGen; plantas de combustion de carbon con secuestro, y al final se presenta una iniciativa para la generacion con carbon limpio.

  4. Strategi Pengembangan Usaha Kecap Cemara Dengan Metode Blue Ocean Strategy dan Balanced Scorecard Pada UKM Cemara Food, Kecamatan Talun, Kabupaten Blitar

    Directory of Open Access Journals (Sweden)

    Tio Wahyu Nugraha

    2016-04-01

    Full Text Available Meningkatnya jumlah pesaing menyebabkan UKM Cemara Food seakan terjebak dalam kondisi persaingan yang sangat kompetitif karena kompetisi pasar. Minimnya inovasi dalam hal manajerial produksi dan operasi membuat strategi yang diterapkan perusahaan menjadi tidak relevan lagi dengan kondisi yang ada. Sehingga diperlukan penelitian ini untuk melihat kondisi kinerja perusahaan. Tujuan dilakukan penelitian ini adalah untuk 1 Menganalisis kinerja UKM Cemara Food. dan 2 Memformulasikan rancangan strategi pengembangan untuk produk kecap Cemara. Metode yang digunakan untuk menganalisis kinerja perusahaan adalah Balanced Scorecard, sedangkan untuk memformulasikan strategi menggunakan pendekatan Blue Ocean Strategy dan Balanced Scorecard. Nilai R/C Ratio sebesar 1,25 dan ROE sebesar 16,4% menunjukan penggunaan modal dan aliran keuangan perusahaan sudah dapat dikatakan baik meski harus ditingkatkan lagi efisiensinya. Nilai CSI sebesar 71% yang berarti bahwa indeks kepuasan keseluruhan konsumen yang dihitung berdasarkan atribut produk berada pada kriteria puas.

  5. Performance evaluation of Al-Zahra academic medical center based on Iran balanced scorecard model.

    Science.gov (United States)

    Raeisi, Ahmad Reza; Yarmohammadian, Mohammad Hossein; Bakhsh, Roghayeh Mohammadi; Gangi, Hamid

    2012-01-01

    Growth and development in any country's national health system, without an efficient evaluation system, lacks the basic concepts and tools necessary for fulfilling the system's goals. The balanced scorecard (BSC) is a technique widely used to measure the performance of an organization. The basic core of the BSC is guided by the organization's vision and strategies, which are the bases for the formation of four perspectives of BSC. The goal of this research is the performance evaluation of Al-Zahra Academic Medical Center in Isfahan University of Medical Sciences, based on Iran BSC model. This is a combination (quantitative-qualitative) research which was done at Al-Zahra Academic Medical Center in Isfahan University of Medical Sciences in 2011. The research populations were hospital managers at different levels. Sampling method was purposive sampling in which the key informed personnel participated in determining the performance indicators of hospital as the BSC team members in focused discussion groups. After determining the conceptual elements in focused discussion groups, the performance objectives (targets) and indicators of hospital were determined and sorted in perspectives by the group discussion participants. Following that, the performance indicators were calculated by the experts according to the predetermined objectives; then, the score of each indicator and the mean score of each perspective were calculated. Research findings included development of the organizational mission, vision, values, objectives, and strategies. The strategies agreed upon by the participants in the focus discussion group included five strategies, which were customer satisfaction, continuous quality improvement, development of human resources, supporting innovation, expansion of services and improving the productivity. Research participants also agreed upon four perspectives for the Al-Zahra hospital BSC. In the patients and community perspective (customer), two objectives and

  6. Effects of a community scorecard on improving the local health system in Eastern Democratic Republic of Congo: qualitative evidence using the most significant change technique.

    Science.gov (United States)

    Ho, Lara S; Labrecque, Guillaume; Batonon, Isatou; Salsi, Viviana; Ratnayake, Ruwan

    2015-01-01

    More than a decade of conflict has weakened the health system in the Democratic Republic of Congo and decreased its ability to respond to the needs of the population. Community scorecards have been conceived as a way to increase accountability and responsiveness of service providers, but there is limited evidence of their effects, particularly in fragile and conflict-affected contexts. This paper describes the implementation of community scorecards within a community-driven reconstruction project in two provinces of eastern Democratic Republic of Congo. Between June 2012 and November 2013, 45 stories of change in the health system were collected from village development committee, health committee, community members (20 men and 18 women) and healthcare providers (n = 7) in 25 sites using the Most Significant Change technique. Stories were analyzed qualitatively for content related to the types and mechanisms of change observed. The most salient changes were related to increased transparency and community participation in health facility management, and improved quality of care. Quality of care included increased access to services, improved patient-provider relationships, improved performance of service providers, and improved maintenance of physical infrastructure. Changes occurred through many different mechanisms including provider actions in response to information, pressure from community representatives, or supervisors; and joint action and improved collaboration by health facility committees and providers. Although it is often assumed that confrontation is a primary mechanism for citizens to change state-provided services, this study demonstrates that healthcare providers may also be motivated to change through other means. Positive experiences of community scorecards can provide a structured space for interface between community members and the health system, allowing users to voice their opinions and preferences and bridge information gaps for both

  7. Measuring health system strengthening: application of the balanced scorecard approach to rank the baseline performance of three rural districts in Zambia.

    Directory of Open Access Journals (Sweden)

    Wilbroad Mutale

    Full Text Available INTRODUCTION: There is growing interest in health system performance and recently WHO launched a report on health systems strengthening emphasising the need for close monitoring using system-wide approaches. One recent method is the balanced scorecard system. There is limited application of this method in middle- and low-income countries. This paper applies the concept of balanced scorecard to describe the baseline status of three intervention districts in Zambia. METHODOLOGY: The Better Health Outcome through Mentoring and Assessment (BHOMA project is a randomised step-wedged community intervention that aims to strengthen the health system in three districts in the Republic of Zambia. To assess the baseline status of the participating districts we used a modified balanced scorecard approach following the domains highlighted in the MOH 2011 Strategic Plan. RESULTS: Differences in performance were noted by district and residence. Finance and service delivery domains performed poorly in all study districts. The proportion of the health workers receiving training in the past 12 months was lowest in Kafue (58% and highest in Luangwa district (77%. Under service capacity, basic equipment and laboratory capacity scores showed major variation, with Kafue and Luangwa having lower scores when compared to Chongwe. The finance domain showed that Kafue and Chongwe had lower scores (44% and 47% respectively. Regression model showed that children's clinical observation scores were negatively correlated with drug availability (coeff -0.40, p = 0.02. Adult clinical observation scores were positively association with adult service satisfaction score (coeff 0.82, p = 0.04 and service readiness (coeff 0.54, p = 0.03. CONCLUSION: The study applied the balanced scorecard to describe the baseline status of 42 health facilities in three districts of Zambia. Differences in performance were noted by district and residence in most domains with finance and service

  8. Measuring health system strengthening: application of the balanced scorecard approach to rank the baseline performance of three rural districts in Zambia.

    Science.gov (United States)

    Mutale, Wilbroad; Godfrey-Fausset, Peter; Mwanamwenge, Margaret Tembo; Kasese, Nkatya; Chintu, Namwinga; Balabanova, Dina; Spicer, Neil; Ayles, Helen

    2013-01-01

    There is growing interest in health system performance and recently WHO launched a report on health systems strengthening emphasising the need for close monitoring using system-wide approaches. One recent method is the balanced scorecard system. There is limited application of this method in middle- and low-income countries. This paper applies the concept of balanced scorecard to describe the baseline status of three intervention districts in Zambia. The Better Health Outcome through Mentoring and Assessment (BHOMA) project is a randomised step-wedged community intervention that aims to strengthen the health system in three districts in the Republic of Zambia. To assess the baseline status of the participating districts we used a modified balanced scorecard approach following the domains highlighted in the MOH 2011 Strategic Plan. Differences in performance were noted by district and residence. Finance and service delivery domains performed poorly in all study districts. The proportion of the health workers receiving training in the past 12 months was lowest in Kafue (58%) and highest in Luangwa district (77%). Under service capacity, basic equipment and laboratory capacity scores showed major variation, with Kafue and Luangwa having lower scores when compared to Chongwe. The finance domain showed that Kafue and Chongwe had lower scores (44% and 47% respectively). Regression model showed that children's clinical observation scores were negatively correlated with drug availability (coeff -0.40, p = 0.02). Adult clinical observation scores were positively association with adult service satisfaction score (coeff 0.82, p = 0.04) and service readiness (coeff 0.54, p = 0.03). The study applied the balanced scorecard to describe the baseline status of 42 health facilities in three districts of Zambia. Differences in performance were noted by district and residence in most domains with finance and service delivery performing poorly in all study districts. This tool could

  9. IS THE BALANCED SCORECARD USEFUL IN A COMPETITIVE INDUSTRY? : Using Tesco PLC as a case study in the UK grocery retail industry.

    OpenAIRE

    Vu, Mai

    2016-01-01

    Measuring performance was not only to know how a business is performing but also to enable it to perform better. Since the traditional performance measures could not provide sufficient information for managers to improve and maximize the future performance, performance measurement frameworks have been evolved in order to provide a more “balanced” view of organizational performance. The purpose of the thesis was to explore the reasons that make Balanced Scorecard popular and different from...

  10. The Insertion of the Tool Balanced Scorecard in the Strategic Planning of a Growing Company: A Case Study in the Company Metadil Metalúrgica Indústria e Comércio Ltda

    Directory of Open Access Journals (Sweden)

    Rafaela Thomaz Queiroz

    2015-08-01

    Full Text Available The aim of this study was to analyze how the Balanced Scorecard (BSC can assist in the building the strategic planning of a small growing company, in order to achieve its strategic targets. For this purpose, it was carried out a study in a small company of the furniture segment, with a view to identify the benefits derived from the use of BSC at the organization. The following departments were analyzed: Human Resources, Marketing/Customers, Finances, and Production, and identified as BSC perspectives, they assisted in meeting the strategic targets of the company. In this study, it was adopted the qualitative methodology, with exploratory and descriptive nature, through case study. By the close analysis of BSC use, it was noticed, that there should be greater interaction among the different areas, with effective acting from HR area, regarding improvement in the company learning and growth, such as training and motivation programs; at the Production section, indicators were created in order to meet the increasing demand; concerning Marketing/Customers section, it was identified, through indicators at customers perspective, their real needs, in order to keep them satisfied with products and services; and, regarding to Finances, indicators were created to manage the investments and the minimization of production costs.

  11. Development of computer program for the assessment of the operation in emissions of gaseous pollutants; Desarrollo de un programa informatico para el asesoramiento de la operacion de focos emisores de contaminantes gaseosos

    Energy Technology Data Exchange (ETDEWEB)

    Piernagorda, E.; Olive, M.D.

    1996-10-01

    The present document summarizes the methodological principles and the algorithms for the development of PANDORA (Program for de Assessment) of dispersion and the operation of emissions through recognition of models. The specifications of design should execute the dispersion model MESOI V.2.0 of U.S. NUREG.

  12. Programs in Fortran language for reporting the results of the analyses by ICP emission spectroscopy; Programas en lenguaje Fortran para la informacion de los resultados de los analisis efectuados mediante Espectroscopia Optica de emision con fuente de plasma

    Energy Technology Data Exchange (ETDEWEB)

    Roca, M.

    1985-07-01

    Three programs, written in FORTRAN IV language, for reporting the results of the analyses by ICP emission spectroscopy from data stored in files on floppy disks have been developed. They are intended, respectively, for the analyses of: 1) waters, 2) granites and slates, and 3) different kinds of geological materials. (Author) 8 refs.

  13. Planejamento estratégico em vigilância sanitária: aplicação do Balanced Scorecard (BSC | Strategic planning in health regulation: application of the Balanced Scorecard framework

    Directory of Open Access Journals (Sweden)

    Raquel Gonçalves Coimbra Flexa

    2017-05-01

    Full Text Available Este artigo objetiva apresentar o método e a estrutura do ciclo de Planejamento Estratégico (PE para o período de 2016 a 2019 na Agência Nacional de Vigilância Sanitária (Anvisa. Para isso, utilizou-se o referencial teórico sobre PE, apresentando, especificamente, a metodologia Balanced Scorecard (BSC, com destaque para o emprego desses conceitos na Gestão Pública. A partir disso, é apresentado como a metodologia BSC foi aplicada na Anvisa, na forma de um estudo de caso, com ênfase no método utilizado para a construção do PE, bem como nas diretrizes para sua elaboração. Discute-se ainda a revisão do Mapa Estratégico da Agência, com análise comparativa entre os mapas anteriormente vigente e o atual, descrevendo-se as etapas de construção e validação dos diferentes elementos do Mapa. Conclui-se que o método de Planejamento apontado é aplicável à Gestão Pública, de tal forma que é possível desenhar a estratégia e priorizar os objetivos, com vistas a alcançar resultados e melhorar o desempenho da instituição pública. ================================================ This article main objective is to present the method, framework and guidelines applied by the Brazilian Health Regulatory Agency (Anvisa Strategic Planning, for the period 2016-2019. In order to provide information about the concepts that are used in the project, there is a section that shows Strategic Planning and Balanced Scorecard theoretical frameworks, with an emphasis on how these concepts are applied to Public Management. Then, the authors show how these frameworks were implemented by Anvisa. This article focuses on the Strategy Map review and, in this regard, it compares the previous Strategy Map and the current one. In this comparison, there is a discussion about its elaboration and validation methods, as well as about the guidelines for its preparation.

  14. Balanced Scorecard em uma Instituição de Ensino Superior: uma Proposta de Modelo para Gestão Estratégica = Balanced scorecard in a higher education institution: a proposal of a strategic management model

    Directory of Open Access Journals (Sweden)

    David da Silva

    2013-07-01

    Full Text Available Este artigo tem como objetivo propor um modelo para a gestão estratégica organizacional de Instituições de Ensino Superior, por meio da estruturação de um Balanced Scorecard (BSC - ferramenta eficaz que traduz a visão e a estratégia organizacional em metas operacionais. Ressalta-se que embora as perspectivas originais sugeridas por Kaplan e Norton (1997 sejam as mais utilizadas, algumas IES geram perspectivas diferenciadas, como a perspectiva Sociedade no caso da Faculdade Alfa (nome fictício, particularmente aqui estudada. A abordagem da pesquisa é qualitativa e quanto aos objetivos se considera exploratória. As estratégias de pesquisa utilizadas foram bibliográfica, documental e estudo de caso. Os dados foram coletados por meio de estudo observacional, bem como de fontes secundárias. Os resultados da pesquisa indicam que: (i as estratégias da instituição estão traduzidas em iniciativas e ações, por meio da ferramenta BSC; (ii a instituição traduziu os objetivos estratégicos do Plano de Desenvolvimento Institucional em metas operacionais e (iii o mapeamento da instituição desenvolvido por meio da metodologia BSC gerou uma visão holística e alinhada das estratégias desdobrando-as até seu nível operacional. This article aims at proposing an organizational strategic management model for higher education institutions - HEIs, through the structuring of a Balanced Scorecard (BSC – an effective tool that translates the organizational vision and strategy into operational goals. It is noteworthy that although the unique perspectives suggested by Kaplan and Norton (1997 are the most commonly used, some HEIs generate differentiated perspectives like a society dimension, as for Faculdade Alfa (fictitious name particularly studied here. The research approach is qualitative, and the objectives are considered exploratory. The research strategies used were bibliographic, documentary, and case study. Data were collected through

  15. Enhancing governance and health system accountability for people centered healthcare: an exploratory study of community scorecards in Afghanistan.

    Science.gov (United States)

    Edward, Anbrasi; Osei-Bonsu, Kojo; Branchini, Casey; Yarghal, Temor Shah; Arwal, Said Habib; Naeem, Ahmad Jan

    2015-07-31

    The premise of patient-centered care is to empower patients to become active participants in their own care and receive health services focused on their individual needs and preferences. Afghanistan has evidenced enormous gains in coverage and utilization, but the quality of care remains suboptimal, as evidenced in the balanced scorecard (BSC) performance assessments. In the United States and throughout Africa and Asia, community scorecards (CSC) have proved effective in improving accountability and responsiveness of services. This study represents the first attempt to assess CSC feasibility in a fragile context (Afghanistan) through joint engagement of service providers and community members in the design of patient-centered services with the objective of assessing impact on service delivery and perceived quality of care. Six primary healthcare facilities were randomly selected in three provinces (Bamyan, Takhar and Nangarhar) and communities in their catchment area were selected for the study. Employing a multi-stakeholder strategy, community members and leaders, health councils, facility providers, NGO managers, and provincial directorates were engaged in a five-phase process to jointly identify structural and service delivery indicators (about 20), score performance and subsequently develop action plans for instituting improvements through participatory research methods. Three rounds of CSC assessments were conducted in each community. Over 470 community members, 34 health providers, and other provincial ministry staff participated in the performance audits. Structural capacity indicators including the number and cadre of service providers, particularly female providers, water and power supply, waiting rooms, essential medicines, and equipment scored low in the first round (30-50%). Provider courtesy and quality of care received high scores (>90%) throughout the study. Unrealistic community demands for ambulances and specialist doctors were mitigated by

  16. 47 CFR 27.53 - Emission limits.

    Science.gov (United States)

    2010-10-01

    ... bandwidth of at least 1 percent of the emission bandwidth of the fundamental emission of the transmitter may... bandwidth of the fundamental emission of the transmitter may be employed. The emission bandwidth is defined... primary purpose of transmitting video programming shall be attenuated at the 6 MHz channel edges at least...

  17. Program GICC, final report (March 2005), inventory of carbonaceous aerosol particles from 1860 to 2100 or which carbonaceous aerosol for a significant climatic regional/global impact?; Programme GICC, RAPPORT DEFINITIF (Mars 2005), inventaire d'emissions d'aerosol carbone de 1860 a 2100 ou quelles emissions d'aerosol carbone pour un impact climatique regional/global significatif?

    Energy Technology Data Exchange (ETDEWEB)

    Cachier, H.; Guinot, B. [Laboratoire des Sciences du Climat et de l' Environnment, UMR CEA/CNRS 1572 - CEA Saclay, 91 - Gif sur Yvette (France); Criqui, P.; Mima, S. [IEPE, 38 - Grenoble (France); Brignon, J.M. [INERIS, 60 - Verneuil-en-Halatte (France); Penner, J. [Michigan Univ., Ann Arbor, MI (United States); Carmichael, G. [Iowa Univ., Iowa City, IA (United States); Gadi, R. [National Physical Lab., New Delhi (India); Denier Van der Gon, H. [TNO Hollande (Netherlands); Gregoire, J.M. [JRC, Ispra (Italy); Liousse, C.; Michel, C.; Guillaume, B.; Junker, C

    2007-07-01

    The aim of our program is to determine past, present and future emission inventories of carbonaceous particles from 1860 to 2100 for fossil fuel and biofuel sources. Emission inventories for savannah and forest fires have been developed by using burnt area products given by satellite for Asia and Africa. The strong collaboration with the different groups attending this GICC program has allowed to develop the following results. 1- With the improvement of algorithms and new choices for emission factors, emission inventories for black carbon (BC), primary organic carbon (OCp) and total organic carbon (OCtot) have been constructed for the period 1950 to 1997 for fossil fuel and biofuel sources. With these new development, biofuel sources have been seen to be significant, especially in the developing countries. 2- Past inventories have been developed for fossil fuel and biofuel sources from 1860 to 1997 by taking into account the evolution of fuel consumption, fuel use and emission factors. 3- Savannah and forest fire inventories have been constructed based on burnt area products, for Africa (1981-1991, 2000) and Asia (2000-2001). These results show the importance of using real time data instead of statistics. 4-Future emission inventory of black carbon by fossil fuel sources has been constructed for 2100 following the IPCC scenario A2 (catastrophic case) and B1 (perfect world). 5-Characterization of biofuel emissions has been realized by organizing an experiment in a combustion chamber where indian and chinese biofuels (fuelwood, agricultural wastes, dung-cake etc..). were burnt, reproducing the burning methods used in these countries. 6-Finally, the differences between the existing inventories of carbonaceous aerosols has been explained. (A.L.B.)

  18. Emissions Trading

    NARCIS (Netherlands)

    Woerdman, Edwin; Backhaus, Juergen

    2014-01-01

    Emissions trading is a market-based instrument to achieve environmental targets in a cost-effective way by allowing legal entities to buy and sell emission rights. The current international dissemination and intended linking of emissions trading schemes underlines the growing relevance of this

  19. A Scorecard Framework Proposal for Improving Software Factories’ Sustainability: A Case Study of a Spanish Firm in the Financial Sector

    Directory of Open Access Journals (Sweden)

    César Álvarez

    2015-12-01

    Full Text Available Financial institutions and especially banks have always been at the forefront of innovation in management policies in order to improve their performance, and banking is probably one of the sectors that more effectively measures productivity and efficiency in virtually all aspects of its business. However, there is one area that still fails: the productivity of its software development projects. For years banking institutions have chosen to outsource their software projects using software firms created by them for this purpose, but up until a few years ago, the deadline for the delivery of the projects was more important than the efficiency with which they were developed. The last economic crisis has forced financial institutions to review and improve the software development efficiency related to their software factories to achieve a sustainable and feasible model. The sustainability of these software factories can be achieved by improving their strategic management, and the Balanced Scorecard (BSC framework can be very useful in order to obtain this. Based on the concepts and practices of the BSC, this paper proposes a specific model to establish this kind of software factory as a way of improving their sustainability and applies it to a large Spanish firm specializing in financial sector software. We have included a preliminary validation plan as well as the first monitoring results. The adoption is still very recent and more data are needed to measure all the perspectives so no definitive conclusions can be drawn.

  20. SUPPORT OF QUALITY MANAGEMENT SYSTEM AND BALANCED SCORECARD IN THE INTEGRATION OF NORMATIVE, STRATEGIC AND OPERATIONAL MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Stevan Živojinović

    2012-12-01

    Full Text Available Taking into consideration the problems of strategy implementation, as well as problems of external adaptation and internal integration in the enterprise, through the prism of the application of advanced management concepts, primarily - the quality management system (QMS and the balanced scorecard (BSC, leads to the opportunity to increase the integration of organizational levels of decision making and management. Understanding the support of the QMS and BSC in relationship coordination - business strategy, organizational structure and culture, is reflected in the integration and process management dimensions: 1 the existence of a hierarchical order of the strategic actions (from vision and mission, to strategy and objectives, to key success factors and key performance indicators, 2 action of various coordination mechanisms, formalization and standardization of the organizational structure and process and 3 consistent understanding and values of members of the organization, which provides efficient control of behavior, coordination and implementation of policy and company goals. Implementation of concepts of QMS and BSC will provide greater compatibility and coherence of the normative, strategic and operational management, which will lead to more successful business, enterprise development and the satisfaction of all stakeholders.

  1. The development of an integrated Indonesian health care model using Kano's model, quality function deployment and balanced scorecard

    Science.gov (United States)

    Jonny, Zagloed, Teuku Yuri M.

    2017-11-01

    This paper aims to present an integrated health care model for Indonesian health care industry. Based on previous researches, there are two health care models in the industry such as decease- and patient-centered care models. In their developments, the patient-centered care model is widely applied due to its capability in reducing cost and improving quality simultaneously. However, there is still no comprehensive model resulting in cost reduction, quality improvement, patient satisfaction and hospital profitability simultaneously. Therefore, this research is intended to develop that model. In doing so, first, a conceptual model using Kano's Model, Quality Function Deployment (QFD) and Balanced Scorecard (BSC) is developed to generate several important elements of the model as required by stakeholders. Then, a case study of an Indonesian hospital is presented to evaluate the validity of the model using correlation analysis. As a result, it can be concluded that the model is validated implying several managerial insights among its elements such as l) leadership (r=0.85) and context of the organization (r=0.77) improve operations; 2) planning (r=0.96), support process (r=0.87) and continual improvement (r=0.95) also improve operations; 3) operations improve customer satisfaction (r=0.89) and financial performance (r=0.93) and 4) customer satisfaction improves the financial performance (0.98).

  2. Integrasi Personal Balanced Scorecard, Psikologi Integral, dan Positive Organization Behaviour/ Scholarship sebagai Pendekatan Komprehensif di Perusahaan/Organisasi

    Directory of Open Access Journals (Sweden)

    Nurlaila Effendy

    2017-07-01

    Full Text Available Kinerja suatu organisasi diukur dari physical assets, financial capital dan human capital. Organisasi memerlukan sistem yang tepat dalam meningkatkan kinerja.Tujuan Performance Management System yang diterapkan dalam organisasi adalah untuk mengoptimalkan potensi individu, tim, pemimpin, dan organisasi. Pendekatan komprehensif diperlukan untuk dapat mengoptimalkan potensi dan pencapaian kinerja yang optimal.PBSC adalahperformance management system dengan pendekatan perspektif finance dan non finance serta mengintegrasikan dengan formulasi strategi (visi, misi organisasi, tujuan organisasi dengan tujuan departemen dan tujuan karyawan. PBSC adalah konsep baru dengan pendekatan personal,baik terkait perusahaan maupun bukan terkait pekerjaansebagai ukuran diri. Pengembangan suatu organisasi yang terintegrasi adalah adanya kesadaran individu-individu dalam organisasi yang memunculkan personal meaning atau kebermaknaan diri di dalam organisasi, sehingga akan membentuk budaya organisasi dan iklim organisasi yang efektif dan harmoni. Penerapan Positive Organization Behavior dan Positive Organization Scholarship pada organisasi akan membangun Positive Emotional Climate dan Organization Relational Strength. Pendekatan secara integratif antara Personal Balance Scorecard, Positive Organizational Scholarship, Positive Organizational Behavior dan Psikologi Integral akan memperkuat kinerja organisasi dan memiliki kesempatan menuju organisasi Positif . Individu dalam organisasi akan memiliki vitalitas dan mengalami flow, dan organisasimemiliki flourishing

  3. Measurement of the Strategic Performance of Hospitality in the Kingdom of Saudi Arabia: a balanced scorecard Approach (BSC

    Directory of Open Access Journals (Sweden)

    Mohamed A.M. El-Hindawy, Dr.

    2014-06-01

    Full Text Available In this paper, we planned to realize the marketing managers’ perceptions through their perception of Strategic Performance Dimension of view and the Balanced scorecard (BSC technique for the Measurement of the Strategic Performance.The respondents in this study were a group of Marketing managers working in the Hospitality Sector (Experiences in number of years of Madina, Saudi Arabia Hospitality. It has been observed trough literature and a limited Marketing Managers’ survey that only financial perspective measures are used with objectives. Balanced Score Card (BSC enables to measure objectives across four perspectives: (1 the financial perspective, (2 the customer perspective, (3 the internal business process perspective, and (4 the learning and growth perspective. Hypothesis is formulated about the relationship between perception of managers about the Dimension of view and the Balanced Score Card (BSC and the years of Experience. We also designed a questionnaire that was distributed to a population of 130 Marketing managers in the field of Hospitality. The year of study was 2011, with Marketing managers’ survey instruments that measure Balanced Score Card Dimension. The result of the study shows that there are significant differences between the three types of Hospitality Marketing managers’ (Experience in number of years:1-3years, 3-6years, more than 6years. After discussing the findings, some policy implications are suggested for the Hospitality, as well to practitioners seeking an understanding of a practical managerial tool. Limitations of the study are highlighted and further research discussions are suggested.

  4. ESTRATÉGIA EM AÇÃO: PLANEJAMENTO ESTRATÉGICO E BALANCED SCORECARD NA OSID

    Directory of Open Access Journals (Sweden)

    Maria de Fátima Araújo Frazão

    2011-12-01

    Full Text Available The Strategical Planning is a managemental boarding that contemplates rational and subjective aspects of an organization and has been used with sufficient frequency in the present time in the enterprise sector. For the organizations that act in the Third Sector it is one practical one that it allows to carry through an analysis of the organization, to project the future scenes, to present an ample vision of the external environment, to define its strategical position, to plan the growth and the organizational sustainability. To give it has supported to the actions of the Strategical Planning, Balanced Scorecard (BSC it is presented as a methodology that assists the strategical management of the organizations by means of balanced pointers of performance related the four perspectives - financial, customer, processes and learning/innovation. This article analyzes the application of the strategical planning and of BSC as basic tools for the management of institutions of the third sector, in particular Associação Obras Sociais Irmã Dulce (OSID, in the examination of the conceptual dimension and technique and the establishment of organizations lines of direction come back toward the confrontation of the challenges and the complexity of the external and internal environment, well as of the demands for social services. The Strategical Planning and BSCthey are conducting of the process of organizational change, applicable the organizations of the third sector for the capacity to establish strategies, ways and indicative to be implanted and covered in search of the competitiveness and perpetuity.

  5. Designing Performance Measurement For Supply Chain's Actors And Regulator Using Scale Balanced Scorecard And Data Envelopment Analysis

    Science.gov (United States)

    Kusrini, Elisa; Subagyo; Aini Masruroh, Nur

    2016-01-01

    This research is a sequel of the author's earlier conducted researches in the fields of designing of integrated performance measurement between supply chain's actors and regulator. In the previous paper, the design of performance measurement is done by combining Balanced Scorecard - Supply Chain Operation Reference - Regulator Contribution model and Data Envelopment Analysis. This model referred as B-S-Rc-DEA model. The combination has the disadvantage that all the performance variables have the same weight. This paper investigates whether by giving weight to performance variables will produce more sensitive performance measurement in detecting performance improvement. Therefore, this paper discusses the development of the model B-S-Rc-DEA by giving weight to its performance'variables. This model referred as Scale B-S-Rc-DEA model. To illustrate the model of development, some samples from small medium enterprises of leather craft industry supply chain in province of Yogyakarta, Indonesia are used in this research. It is found that Scale B-S-Rc-DEA model is more sensitive to detecting performance improvement than B-S- Rc-DEA model.

  6. Measuring and managing progress in the establishment of basic health services: the Afghanistan health sector balanced scorecard.

    Science.gov (United States)

    Hansen, Peter M; Peters, David H; Niayesh, Haseebullah; Singh, Lakhwinder P; Dwivedi, Vikas; Burnham, Gilbert

    2008-01-01

    The Ministry of Public Health (MOPH) of Afghanistan has adopted the Balanced Scorecard (BSC) as a tool to measure and manage performance in delivery of a Basic Package of Health Services. Based on results from the 2004 baseline round, the MOPH identified eight of the 29 indicators on the BSC as priority areas for improvement. Like the 2004 round, the 2005 and 2006 BSCs involved a random selection of more than 600 health facilities, 1700 health workers and 5800 patient-provider interactions. The 2005 and 2006 BSCs demonstrated substantial improvements in all eight of the priority areas compared to 2004 baseline levels, with increases in median provincial scores for presence of active village health councils, availability of essential drugs, functional laboratories, provider knowledge, health worker training, use of clinical guidelines, monitoring of tuberculosis treatment, and provision of delivery care. For three of the priority indicators-drug availability, health worker training and provider knowledge-scores remained unchanged or decreased between 2005 and 2006. This highlights the need to ensure that early gains achieved in establishment of health services in Afghanistan are maintained over time. The use of a coherent and balanced monitoring framework to identify priority areas for improvement and measure performance over time reflects an objectives-based approach to management of health services that is proving to be effective in a difficult environment. 2007 John Wiley & Sons, Ltd

  7. System of Balanced Scorecard and its Impelementation in Management of Norwegian Air Force and other Military Organizations

    Directory of Open Access Journals (Sweden)

    Pavel NEČAS

    2012-12-01

    Full Text Available The system of Balanced Scorecard is one of the most successful modern tools of strategic management at present. Being a strategic, management and planning system, the main aim of the BSC is to help the top management of companies, firms, corporations and organizations to implement a set of strategic goals. At the same time, the BSC represents a system which actively and effectively influences the behaviour of all managers and employees, respectively. Also, it is considered to be a proven tool for delivering a better communication strategy in companies, firms, corporations and organizations. Although the BSC is used predominantly in private companies, firms, or corporations, it has also been successfully employed by public agencies and organizations, both governmental and non-governmental. In this paper the author aims to explain to readers what constitutes a successful implementation of the BSC in military organizations and to demonstrate its positive transformative impact on selected forces and the ministry of defence.Key Words:

  8. Análise dos Modelos de Balanced Scorecard Sustentável estruturados sob a ótica da sustentabilidade empresarial para empresas que atuam no agronegócio.

    OpenAIRE

    Maria Daniella de Oliveira Pereira da Silva

    2010-01-01

    A expansão empresarial e a competitividade internacional levaram as empresas a repensar nos seus dispêndios. Com isso, a sustentabilidade passou a ser difundida, e modelos no sentido de corroborar com a sustentabilidade empresarial, foram criados, como as propostas de Balanced Scorecard sustentável. Neste contexto, o presente estudo teve o objetivo de analisar as características dos modelos de Balanced Scorecard-BSC estruturados sob a ótica da sustentabilidade para empresas que atuam no ag...

  9. System Dynamics Modeling as a Supporting Tool in order to Uncover Relevant KPI’s as well as Their Main Relations in the Process of Constructing a Balanced Scorecard

    DEFF Research Database (Denmark)

    Nielsen, Steen; Nielsen, Erland Hejn; Bjoern Pedersen, Lars

    This paper focuses on how system dynamics modelling can contribute to an increased understanding of business, which is necessarily to identify those variables that are strongest in relation to supporting the company's strategy execution through the use of the Balanced Scorecard. Strategic planning...... dynamics (SD) when setting themes, objectives and key performance indicators, a company can - at a very early stage in the process - begin to improve and develop its business acumen and understanding of how the company's balanced scorecard must be designed according to the strategy to be executed through...

  10. Emission inventory; Inventaire des emissions

    Energy Technology Data Exchange (ETDEWEB)

    Fontelle, J.P. [CITEPA, Centre Interprofessionnel Technique d`Etudes de la Pollution Atmospherique, 75 - Paris (France)

    1997-12-31

    Statistics on air pollutant (sulfur dioxide, nitrogen oxides and ammonium) emissions, acid equivalent emissions and their evolution since 1990 in the various countries of Europe and the USA, are presented. Emission data from the industrial, agricultural, transportation and power sectors are given, and comparisons are carried out between countries based on Gnp and population, pollution import/export fluxes and compliance to the previous emission reduction objectives

  11. Application of balanced scorecard in the evaluation of a complex health system intervention: 12 months post intervention findings from the BHOMA intervention: a cluster randomised trial in Zambia.

    Science.gov (United States)

    Mutale, Wilbroad; Stringer, Jeffrey; Chintu, Namwinga; Chilengi, Roma; Mwanamwenge, Margaret Tembo; Kasese, Nkatya; Balabanova, Dina; Spicer, Neil; Lewis, James; Ayles, Helen

    2014-01-01

    In many low income countries, the delivery of quality health services is hampered by health system-wide barriers which are often interlinked, however empirical evidence on how to assess the level and scope of these barriers is scarce. A balanced scorecard is a tool that allows for wider analysis of domains that are deemed important in achieving the overall vision of the health system. We present the quantitative results of the 12 months follow-up study applying the balanced scorecard approach in the BHOMA intervention with the aim of demonstrating the utility of the balanced scorecard in evaluating multiple building blocks in a trial setting. The BHOMA is a cluster randomised trial that aims to strengthen the health system in three rural districts in Zambia. The intervention aims to improve clinical care quality by implementing practical tools that establish clear clinical care standards through intensive clinic implementations. This paper reports the findings of the follow-up health facility survey that was conducted after 12 months of intervention implementation. Comparisons were made between those facilities in the intervention and control sites. STATA version 12 was used for analysis. The study found significant mean differences between intervention(I) and control (C) sites in the following domains: Training domain (Mean I:C; 87.5.vs 61.1, mean difference 23.3, p = 0.031), adult clinical observation domain (mean I:C; 73.3 vs.58.0, mean difference 10.9, p = 0.02 ) and health information domain (mean I:C; 63.6 vs.56.1, mean difference 6.8, p = 0.01. There was no gender differences in adult service satisfaction. Governance and motivation scores did not differ between control and intervention sites. This study demonstrates the utility of the balanced scorecard in assessing multiple elements of the health system. Using system wide approaches and triangulating data collection methods seems to be key to successful evaluation of such complex health

  12. Técnicas del Balanced Scorecard para Medición del Cumplimiento del Plan Estratégico de una Empresa

    Directory of Open Access Journals (Sweden)

    Luisa Fernanda Jimenez Guevara

    2015-09-01

    Full Text Available Este documento presenta las ideas para el desarrollo de una herramienta enfocada en la importancia de que las empresas establezcan un plan estratégico que incluya seguimientos periódicos que permitan identificar las desviaciones de las metas u objetivos propuestos desde un principio. Se describen los aspectos conceptuales de las técnicas que provee el Balanced Scorecard para evaluar el avance del plan estratégico y los métodos de desarrollo apropiados para este tipo de proyectos.

  13. O balanced Scorecard como ferramenta de gestão do capital intelectual para o comite de Bacia Hidrografica do Rio Itapecuru

    OpenAIRE

    Luiz Gustavo Paulo Oran Barros

    2009-01-01

    Resumo: Com objetivo de apresentar um instrumento de gestão estratégica do Capital Intelectual para o Comitê de Bacia Hidrográfica do rio Itapecuru (MA), partindo da lei 9.433/97, gerou-se um mapa estratégico para a gestão de comitês de bacia Hidrográfica. O modelo tradicional do Balanced ScoreCard a partir dos conceitos das perspectivas financeira, cliente, processos internos e aprendizado e crescimento foi modificado para adequar-se ao contexto de Gestão de Bacia Hidrográfica. O mapa estrat...

  14. Profitability of companies that use Balanced Scorecard (BSC versus companies that use only financial performance indicators Rentabilidade de empresas que utilizam o Balanced Scorecard (BSC versus empresas que utilizam somente indicadores de desempenho financeiros

    Directory of Open Access Journals (Sweden)

    Irani Rocha

    2012-10-01

    Full Text Available This study aims to verify whether there is impact difference on the profitability of companies that use financial and nonfinancial performance indicators, as proposed in the Balanced Scorecard (BSC, and companies that use only financial performance indicators. The survey includes companies listed in the magazines Valor 1000 and Exame Maiores e Melhores and, as for the sample, publicly traded companies listed in both publications, representing 169 companies. In the survey conducted to determine whether or not the company uses BSC, out of the 169 companies contacted, 65 responded and 104 did not answer the questioning. Out of the 65 respondents, 19 use BSC and 46 don´t. The indexes were extracted from the financial statements and the non-financial administration reports and explanatory notes. Three financial indicators were selected and, for the non-financial perspectives, for enterprises using BSC, through content analysis, indicators that characterize the customer perspectives were identified, as well as internal learning and growth processes. For the analysis of company results before and after the implementation of BSC, hypotheses were developed for the indicators that showed a more expressive correlation coefficient. The one-tailed test indicated a high correlation in the indicators of learning and growth perspective and a lower one from the costumer perspectives and internal processes. Although the evidences are not abundant, it was concluded that there is a difference in the profitability of enterprises that use financial and nonfinancial performance indicators compared to the ones using just the indicators of financial performance.O estudo objetiva verificar se há diferença de impacto na rentabilidade de empresas que utilizam indicadores de desempenho financeiros e não financeiros conforme proposto no Balanced Scorecard (BSC e de empresas que somente utilizam indicadores de desempenho financeiros. A população da pesquisa compreende

  15. Mapeamento cognitivo e Balanced Scorecard na gestão estratégica de resíduos sólidos urbanos Strategic solid waste management using Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Ricardo Gabbay de Souza

    2010-01-01

    Full Text Available Os serviços públicos estão situados num ambiente bastante dinâmico, exigindo de seus gestores uma boa percepção dos fatores internos e externos que determinam a realidade dos sistemas. Particularmente, na gestão de resíduos sólidos urbanos no Brasil, este universo se caracteriza por pressões e limitações políticas, influência dos padrões de produção e consumo da sociedade e inadequações ambientais. Para um desenvolvimento sustentável nestes sistemas, é necessário que os diversos aspectos se alinhem aos princípios da sustentabilidade, definindo uma estratégia de ação. Atualmente, uma ferramenta bastante utilizada para a gestão da estratégia é o Balanced Scorecard, cujas principais vantagens funcionais são a análise do posicionamento organizacional por múltiplas perspectivas, extrapolando o âmbito estritamente financeiro e operacional e a construção de um mapa estratégico que comunica visualmente a hierarquia das consecuções pretendidas para a organização. Este trabalho procurou analisar o comportamento deste método quando aplicado à gestão de resíduos sólidos urbanos e utilizou como objeto de estudo um Consórcio fictício entre Araraquara e São Carlos (SP. Os resultados apontam para uma boa aplicabilidade desta ferramenta, e, apesar das poucas adaptações, se manteve a hierarquia estratégica entre os aspectos de aprendizado e crescimento, processos internos, da sociedade e institucional.The public sector services are inserted in a very dynamic environment forcing their administrators to focus on internal and external factors that determine the systems' reality. Particularly for the solid waste management in Brazil, this universe is defined by political pressures and limitations, influences by population's consuming patterns, and environmental inadequacies. For a sustainable development in these systems, it is necessary an alignment between the several aspects and the sustainability principles

  16. PROPOSIÇÃO DE UM BALANCED SCORECARD COOPERATIVO: GESTÃO, ESTRATÉGIA E DESEMPENHO EM REDES EMPRESARIAIS

    Directory of Open Access Journals (Sweden)

    Jamur Johnas Marchi

    2014-07-01

    Full Text Available A gestão de redes interorganizacionais e a avaliação do desempenho obtido pelas empresas participantes permanecem aspectos insuficientemente abordados pela teoria organizacional, apesar do crescente interesse por estratégias cooperativas. Com base nisso, este artigo propõe um modelo de Balanced Scorecard (BSC cooperativo, adaptado à gestão estratégica de redes horizontais de empresas, que permita aos gestores dessas redes implantar estratégias e acompanhar seus efeitos para as empresas participantes. Entende-se que a rede atua como potencializadora dos resultados das empresas, através de estratégias e ações que tornem seus participantes mais competitivos. O modelo de BSC cooperativo consiste em cinco perspectivas estruturadas em dois níveis de análise: o nível das empresas participantes e o nível da rede. As perspectivas Financeira, Troca de Valor e Criação de Valor propostas no modelo são relacionadas às empresas, como forma de operacionalizar as estratégias da rede e verificar seus impactos para os participantes. As perspectivas Sócio-comportamental e Gestão da Rede são relacionadas à rede em si, verificando sua eficiência como potencializadora do desempenho das empresas. O artigo é finalizado com uma análise sobre as possibilidades de implantação do BSC cooperativo em redes horizontais de empresas.

  17. Perancangan Model Pengukuran Kinerja Rantai Pasok Berbasis Lean dan Green menggunakan Balance Scorecard di PT. P&P Lembah Karet

    Directory of Open Access Journals (Sweden)

    Alizar Hasan

    2016-04-01

    Full Text Available Rapid technological developments helped bring an increase in the level of business competition. Competitive business strategies required to address the challenges of business competition. PT P&P Lembah Karet is a company engaged in the plantation and crumb rubber processing industry. Marketing area is scattered inside and outside the country led to the supply chain performance become one of the important issues in the company. The use of Lean and Green concept in the supply chain system can become a competitive advantage for PT. P&P Lembah Karet to create a more effective and efficient supply chain strategy in terms of expenditure and environmental impact. Performance measurement is required to determine the effectiveness and efficiency of these two concepts implementation in the supply chain companies. Performance measurement system was developed based on four perspectives of the Balanced Scorecard (BSC: financial, customer, internal business processes, learning and growth. Key Performance Indicator (KPI which is used as a measurement basis is formulated through the concept of lean and green. The weight value of each KPI is determined using Analytical Hierarchy Process (AHP with relevant experts as respondents. Respondents selected based on the experience and knowledge, especially experience and knowledge that relevant with the topic of this research. The weight value determined the order of KPI priority. Face validity is used to validate the performance measurement model. Data processing and analysis yielded 25 lean and green-based KPIs that are relevant to crumb rubber supply chain at PT. P&P Lembah Karet with 3 KPI for financial perspective, 4 KPI for customer perspective, 11 KPI for internal business process perspective and 7 KPI for learning and growth perspective. The structure of designed models showed that customer perspective is the most priority aspects.

  18. ESTRATÉGIA EM AÇÃO: PLANEJAMENTO ESTRATÉGICO E BALANCED SCORECARD NA OSID

    Directory of Open Access Journals (Sweden)

    Inacilma Rita Silva Andrade

    2012-04-01

    Full Text Available O Planejamento Estratégico é uma abordagem gerencial que contempla aspectos racionais e subjetivos de uma organização e tem sido utilizado com bastante freqüência na atualidade no setor empresarial. Para as organizações que atuam no Terceiro Setor é uma prática que permite realizar uma análise da organização, projetar os cenários futuros, apresentar uma visão ampla do ambiente externo, definir sua posição estratégica, planejar o crescimento e a sustentabilidade organizacional. Para dar suporte às ações do Planejamento Estratégico, o Balanced Scorecard (BSC apresenta-se como uma metodologia que auxilia a gestão estratégica das organizações por meio de indicadores balanceados de desempenho relacionados a quatro perspectivas – financeira, cliente, processos e aprendizagem/inovação. Este artigo analisa a aplicação do planejamento estratégico e do BSC como ferramentas fundamentais para a gestão de instituições do terceiro setor, em particular a Associação Obras Sociais Irmã Dulce (OSID, no exame da dimensão conceitual e técnica e do estabelecimento de diretrizes organizacionais voltadas para o enfrentamento dos desafios e da complexidade do ambiente externo e interno, bem como das demandas por serviços sociais. O Planejamento Estratégico e o BSC são condutores do processo de mudança organizacional, aplicáveis a organizações do terceiro setor pela capacidade de estabelecer estratégias, caminhos e indicativos a serem implantados e percorridos em busca da competitividade e perpetuidade.

  19. Use of Self-Organizing Maps for Balanced Scorecard analysis to monitor the performance of dialysis clinic chains.

    Science.gov (United States)

    Cattinelli, Isabella; Bolzoni, Elena; Barbieri, Carlo; Mari, Flavio; Martin-Guerrero, José David; Soria-Olivas, Emilio; Martinez-Martinez, José Maria; Gomez-Sanchis, Juan; Amato, Claudia; Stopper, Andrea; Gatti, Emanuele

    2012-03-01

    The Balanced Scorecard (BSC) is a validated tool to monitor enterprise performances against specific objectives. Through the choice and the evaluation of strategic Key Performance Indicators (KPIs), it provides a measure of the past company's outcome and allows planning future managerial strategies. The Fresenius Medical Care (FME) BSC makes use of 30 KPIs for a continuous quality improvement strategy within its dialysis clinics. Each KPI is monthly associated to a score that summarizes the clinic efficiency for that month. Standard statistical methods are currently used to analyze the BSC data and to give a comprehensive view of the corporate improvements to the top management. We herein propose the Self-Organizing Maps (SOMs) as an innovative approach to extrapolate information from the FME BSC data and to present it in an easy-readable informative form. A SOM is a computational technique that allows projecting high-dimensional datasets to a two-dimensional space (map), thus providing a compressed representation. The SOM unsupervised (self-organizing) training procedure results in a map that preserves similarity relations existing in the original dataset; in this way, the information contained in the high-dimensional space can be more easily visualized and understood. The present work demonstrates the effectiveness of the SOM approach in extracting useful information from the 30-dimensional BSC dataset: indeed, SOMs enabled both to highlight expected relationships between the KPIs and to uncover results not predictable with traditional analyses. Hence we suggest SOMs as a reliable complementary approach to the standard methods for BSC interpretation.

  20. PERENCANAAN VIRTUALISASI LAYANAN PENGADAAN SECARA ELEKTRONIK PEMERINTAH KABUPATEN BADUNG MENGGUNAKAN METODE BLUE OCEAN STRATEGY DAN BALANCED SCORECARD

    Directory of Open Access Journals (Sweden)

    Made Aryawan

    2016-11-01

    Full Text Available Abstract --- The main obstacles holding LPSE in Indonesia today is the limited available resources (infrastructure and competent human resources so it needs proper governance to maintain the availability of service in order to increase the procurement credibility of government goods or services. Virtualization Technology Utilization proposed as an alternative solution considering the efficiency, effectiveness and ease of maintenance, is considered able to accelerate the realization of a reliable and accountable LPSE so it can increase the participation of service users. This research discussed the Planning of Virtualization based on Blue Ocean Strategy analyses (BOS and Balanced Scorecard (BSC, where the virtualization creates innovations value for LPSE Badung and becomes a real step towards BOS considering it has not been widely adopted by other LPSE. BOS gives a picture of the current organization and desired ideal condition, while the optimization and management of variable accuracy achieved through the implementation of Key Performance Indicators / KPI from various perspectives within the framework of the BSC. Canvas mapping strategy in this research, produce four steps framework namely: (1 the elimination step is to negate Internet access failure, (2 the step to reduce application error, access difficulties, the difficulties in operating the applications and connection interference, (3 the step to increase the availability of information, the speed and the smoothness of the transaction process, ease of complains, the quality of support services, data security system and (4the step to create  service interference resistance. The virtualization implementation also gives a positive value towards the performance of LPSE services in terms of user satisfaction level, where in general the achievement recorded close to the value of user expectation, even in the services related to the handling of complaints, the performance achievement showed the

  1. A development in balanced scorecard by designing a fuzzy and nonlinear Algorithm (case study: Islamic Azad university of Semnan

    Directory of Open Access Journals (Sweden)

    Afsaneh Mozaffari

    2012-08-01

    Full Text Available The success of each organization depends undoubtedly on the quality of its management and management quality depends on decision quality and information quality on the quality of its measurement and proportion. Therefore, its accuracy and measurement has a key role in the success of the organization and the weakness of performance evaluation and managerial control system can transfer to a barrier for the growth of organization. Performance evaluation systems are now dividable to two traditional group (performance evaluation of an individual across reminding him about his performance and modern group (developing and improving the capacity of evaluated individual and inclined to achievement of organizational objectives and strategies. One of the most authoritative strategic models in this field is the balanced scorecard (BSC model in which entire aspects of an organization are dominantly investigated. However, no operational trend has been introduced for utilizing it up to now. In this paper, an operational trend is introduced to apply the foundations of BSC model and multiple criteria decision making (MCDM techniques. The most important goal of researchers in representation of new structure for creating development and growth capacity and permanent improvement is associated by a kind of providence, such that it can develop desirable organizational and work behaviors towards achieving the objectives and strategies of the organization. In addition, the strategic planning of Islamic Azad university of Semnan was modeled by suggested structure to validate the suggested structure's capacities. The results showed that outputs were more tangible for the personnel of the organization and the results were accepted by the managers of Islamic Azad university of Semnan.

  2. Implementation of the balanced scorecard in a brazilian state-owned company: the case of Petrobras El proceso de implantación del balanced scorecard en una empresa estatal brasileña: el caso Petrobras O processo de implantação do balanced scorecard em uma empresa estatal brasileira: o caso Petrobras

    Directory of Open Access Journals (Sweden)

    Aline de Almeida Filgueiras

    2010-03-01

    Full Text Available The Balanced Scorecard (BSC, developed by Kaplan and Norton in 1992, responded to a need for consolidating the performance complexity of the organization and has been increasingly used since then. Among the advantages are the composition and visualization of performance measurements that reflect the company’s business strategy. The BSC summarizes and indicates in a single document, performance from four perspectives, financial, clients, internal processes and learning and growth. This study is important because the BSC is the first systematic attempt to develop a project for a performance evaluation process that focuses on company objectives, coordination of individual decisions and a basis for the organizational learning. Therefore, applicable literature was reviewed and a presentation was made on implementation of the BSC at Petrobras, an integrated state-owned company acting in exploration, production, refining, commercialization and transport of oil and derivatives in Brazil and abroad.El Balanced Scorecard (BSC, desarrollado por Kaplan y Norton en 1992, resultó de la necesidad de captar toda la complejidad del desempeño de la organización, y ha sido amplia y creciente su utilización en empresas y organizaciones. Entre sus contribuciones están la composición y la visualización de medidas de desempeño que reflejen la estrategia de negocios de la empresa. El BSC resume, en un único documento, indicadores de desempeño en cuatro perspectivas: financiera, clientes, procesos internos y aprendizaje, y crecimiento. La importancia del estudio está en el hecho de que el BSC constituye el primer intento sistemático de desarrollar un proyecto para el sistema de evaluación de desempeño que enfoque los objetivos de la empresa, la coordinación de la tomada de decisión individual y la provisión de una base para el aprendizaje organizacional. Así, en este trabajo fue realizada una revisión de la

  3. Aircraft specific exhaust emissions

    Energy Technology Data Exchange (ETDEWEB)

    Lecht, M.; Deidewig, F.; Doepelheuer, A. [Deutsche Forschungsanstalt fuer Luft- und Raumfahrt e.V. (DLR), Koeln (Germany). Inst. fuer Antriebstechnik

    1997-12-01

    The objective of this work to calculate essential species of aircraft emissions has been approached by a combination of different tasks. First of all engine performance and emission correlation has been modelled taking sea level static measurements from the engine certification process as a reference. At second a flight simulation program has been modified to couple aircraft and engine performance along a flight mission profile. By this for a selected number of aircraft/engine combinations the emissions of NO{sub x}, CO and HC as well as fuel burn for short, medium and long haul flights have been calculated and finally adapted to a specified format of flight distance and altitude increments. Sensitivity studies of the change of emissions along the cruise section showed a 30% decrease of the NO{sub x} emission rate until the end of cruise. Differences of ambient air temperature from ISA conditions will have a substantial impact on NO{sub x}, CO and HC emissions rather than on mission fuel. (orig.) 144 figs., 42 tabs., 497 refs.

  4. Free-electron laser emission architecture impact on EUV lithography

    Science.gov (United States)

    Hosler, Erik R.; Wood, Obert R.; Barletta, William A.

    2017-03-01

    Laser-produced plasma (LPP) EUV sources have demonstrated approximately 125 W at customer sites, establishing confidence in EUV lithography as a viable manufacturing technology. However, beyond the 7 nm technology node existing scanner/source technology must enable higher-NA imaging systems (requiring increased resist dose and providing half-field exposures) and/or EUV multi-patterning (requiring increased wafer throughput proportional to the number of exposure passes. Both development paths will require a substantial increase in EUV source power to maintain the economic viability of the technology, creating an opportunity for free-electron laser (FEL) EUV sources. FEL-based EUV sources offer an economic, high-power/single-source alternative to LPP EUV sources. Should free-electron lasers become the preferred next generation EUV source, the choice of FEL emission architecture will greatly affect its operational stability and overall capability. A near-term industrialized FEL is expected to utilize one of the following three existing emission architectures: (1) selfamplified spontaneous emission (SASE), (2) regenerative amplification (RAFEL), or (3) self-seeding (SS-FEL). Model accelerator parameters are put forward to evaluate the impact of emission architecture on FEL output. Then, variations in the parameter space are applied to assess the potential impact to lithography operations, thereby establishing component sensitivity. The operating range of various accelerator components is discussed based on current accelerator performance demonstrated at various scientific user facilities. Finally, comparison of the performance between the model accelerator parameters and the variation in parameter space provides a means to evaluate the potential emission architectures. A scorecard is presented to facilitate this evaluation and provide a framework for future FEL design and enablement for EUV lithography applications.

  5. HERSCHEL KEY PROGRAM, ''DUST, ICE, AND GAS IN TIME'' (DIGIT): THE ORIGIN OF MOLECULAR AND ATOMIC EMISSION IN LOW-MASS PROTOSTARS IN TAURUS

    Energy Technology Data Exchange (ETDEWEB)

    Lee, Jeong-Eun; Lee, Seokho [Department of Astronomy and Space Science, Kyung Hee University, Yongin-shi, Kyungki-do 449-701 (Korea, Republic of); Lee, Jinhee [Department of Physics and Astronomy, The University of Georgia, Athens, GA 30602-2451 (United States); Evans II, Neal J.; Green, Joel D., E-mail: jeongeun.lee@khu.ac.kr [Department of Astronomy, University of Texas at Austin, 2515 Speedway, Stop C1400, Austin, TX 78712-1205 (United States)

    2014-10-01

    Six low-mass embedded sources (L1489, L1551-IRS5, TMR1, TMC1-A, L1527, and TMC1) in Taurus have been observed with Herschel-PACS to cover the full spectrum from 50 to 210 μm as part of the Herschel key program, ''Dust, Ice, and Gas In Time''. The relatively low intensity of the interstellar radiation field surrounding Taurus minimizes contamination of the [C II] emission associated with the sources by diffuse emission from the cloud surface, allowing study of the [C II] emission from the source. In several sources, the [C II] emission is distributed along the outflow, as is the [O I] emission. The atomic line luminosities correlate well with each other, as do the molecular lines, but the atomic and molecular lines correlate poorly. The relative contribution of CO to the total gas cooling is constant at ∼30%, while the cooling fraction by H{sub 2}O varies from source to source, suggesting different shock properties resulting in different photodissociation levels of H{sub 2}O. The gas with a power-law temperature distribution with a moderately high density can reproduce the observed CO fluxes, indicative of CO close to LTE. However, H{sub 2}O is mostly subthermally excited. L1551-IRS5 is the most luminous source (Ł{sub bol} = 24.5 L {sub ☉}) and the [O I] 63.1 μm line accounts for more than 70% of its FIR line luminosity, suggesting complete photodissociation of H{sub 2}O by a J shock. In L1551-IRS5, the central velocity shifts of the [O I] line, which exceed the wavelength calibration uncertainty (∼70 km s{sup –1}) of PACS, are consistent with the known redshifted and blueshifted outflow direction.

  6. Emission detectors

    CERN Document Server

    Bolozdynya, Alexander I

    2010-01-01

    After decades of research and development, emission detectors have recently become the most successful instrumentation used in modern fundamental experiments searching for cold dark matter, and are also considered for neutrino coherent scattering and magnetic momentum neutrino measurement. This book is the first monograph exclusively dedicated to emission detectors. Properties of two-phase working media based on noble gases, saturated hydrocarbon, ion crystals and semiconductors are reviewed.

  7. AISI/DOE Technology Roadmap Program: Development of an O2-Enriched Furnace System for Reduced CO2 and NOx Emissions For the Steel Industry

    Energy Technology Data Exchange (ETDEWEB)

    Edward W. Grandmaison; David J. Poirier; Eric Boyd

    2003-01-20

    An oxygen-enriched furnace system for reduced CO2 and NOx emission has been developed. The furnace geometry, with a sidewall-mounted burner, was similar to configurations commonly encountered in a steel reheat furnace. The effect of stack oxygen concentration, oxygen enrichment level and air infiltration on fuel savings/CO2 reduction, NOx emissions and scale formation were investigated. The firing rate required to maintain the furnace temperature at 1100 C decreased linearly with increasing oxygen enrichment. At full oxygen enrichment a reduction of 40-45% in the firing rate was required to maintain furnace temperature. NOx emissions were relatively constant at oxygen enrichment levels below 60% and decreased concentration at all oxygen enrichment levels. Air infiltration also had an effect on NOx levels leading to emissions similar to those observed with no air infiltration but with similar stack oxygen concentrations. At high oxygen enrichment levels, there was a larger variation in the refractory surface-temperature on the roof and blind sidewall of the furnace. Scale habit, intactness, adhesion and oxidation rates were examined for five grades of steel over a range of stack oxygen concentrations and oxygen enrichment levels at 1100 degree C. The steel grade had the largest effect on scaling properties examined in this work. The stack oxygen concentration and the oxygen enrichment level had much smaller effects on the scaling properties.

  8. Manufacturing Methods and Technology (MANTECH) Program. Quality Control and Nondestructive Evaluation Techniques for Composites. Part VI. Acoustic Emission - A State-of-the-Art Review.

    Science.gov (United States)

    1983-05-01

    Schallemissionsanalyse (SLA) (investigations on ’Fracture Toughness’ of Various GRP Laminates Using Acoustic Emission Analysis)." Kunststoff -Berater...Determination of the Damage Limit ot GFK Laminae - New Nondestructive liethods and Their Suitability as Production Control Processes)." Kunststoffe , KUNSA, i...Prufverfahren fur Verbundwerkstofte (Methods for Nondestructive Testing of Composite laterials)." Kunststoffe , KUNSA, 64(12):750-760. 1974. (in German

  9. DOE Project: Optimization of Advanced Diesel Engine Combustion Strategies "University Research in Advanced Combustion and Emissions Control" Office of FreedomCAR and Vehicle Technologies Program

    Energy Technology Data Exchange (ETDEWEB)

    Reitz, Rolf; Foster, D.; Ghandhi, J.; Rothamer, D.; Rutland, C.; Sanders, S.; Trujillo, M.

    2012-10-26

    The goal of the present technology development was to increase the efficiency of internal combustion engines while minimizing the energy penalty of meeting emissions regulations. This objective was achieved through experimentation and the development of advanced combustion regimes and emission control strategies, coupled with advanced petroleum and non-petroleum fuel formulations. To meet the goals of the project, it was necessary to improve the efficiency of expansion work extraction, and this required optimized combustion phasing and minimized in-cylinder heat transfer losses. To minimize fuel used for diesel particulate filter (DPF) regeneration, soot emissions were also minimized. Because of the complex nature of optimizing production engines for real-world variations in fuels, temperatures and pressures, the project applied high-fidelity computing and high-resolution engine experiments synergistically to create and apply advanced tools (i.e., fast, accurate predictive models) developed for low-emission, fuel-efficient engine designs. The companion experiments were conducted using representative single- and multi-cylinder automotive and truck diesel engines.

  10. Analisis Faktor Kinerja Organisasi Lembaga Perkreditan Desa di Bali (Suatu Pendekatan Perspektif Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Ketut Gunawan

    2009-01-01

    Full Text Available This research aims at studying Learning and Growth Perspective, Financial Perspective, Customer Perspective and Internal Bussiness process to the Village Credit Institutions in Bali Organizational Performance. This Involves: first, the influence of learning and Growth Perspective on Organizational Performance; second, the influence of Financial Perspective on Organizational Performance; third, the influence of Customer Perspektive on Organizational Performance; fourth, the influence of Internal Bussiness Process on Organizational Performance. Another aim in this research is to know dominant factor. In this research, Individual unit analysis is to correlated with organization analyze that is the heads of Village Credit Institutions in Bali. Using Slovin postulation, the respondents in this research are 110 out of 1347 Village Credit Institution in Bali which are: Buleleng regency, Jembrana regency,Tabanan regency, Gianyar regency, Klungkung regency, Karangasem regency, Bangli regency, Badung regency ,and Denpasar City. The data collection was condacted by interview using quationnaire model and observation technique. To test model of constructed relationship pattern, the researcher used analyze tools that capable of explaining the relationship simultaneously namely Factor Analyze by using the program of SPSS version 12.0. The finding of this research show that: first, Learning and Growth Perpective has positif influence on Organizational Performance; second, Financial Perspective has positif influence on Organizational Performance; third, Customer Perspektive has positif influence on Organizational Performance; fourth, Internal Bussiness Process has not positif influence on Organizational Performance; fifth, Promotion opportunity has positif influence on Organizational Performance. Financial Perspective has dominant factor influence on Organizational Performance.

  11. 40 CFR Table 3 to Subpart Ffff of... - Emission Limits for Hydrogen Halide and Halogen HAP Emissions or HAP Metals Emissions From...

    Science.gov (United States)

    2010-07-01

    ... 40 Protection of Environment 12 2010-07-01 2010-07-01 true Emission Limits for Hydrogen Halide and Halogen HAP Emissions or HAP Metals Emissions From Process Vents 3 Table 3 to Subpart FFFF of Part 63 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY (CONTINUED) AIR PROGRAMS (CONTINUED) NATIONAL EMISSION STANDARDS FOR HAZARDOUS AIR...

  12. Updated African biomass burning emission inventories in the framework of the AMMA-IDAF program, with an evaluation of combustion aerosols

    Directory of Open Access Journals (Sweden)

    C. Liousse

    2010-10-01

    Full Text Available African biomass burning emission inventories for gaseous and particulate species have been constructed at a resolution of 1 km by 1km with daily coverage for the 2000–2007 period. These inventories are higher than the GFED2 inventories, which are currently widely in use. Evaluation specifically focusing on combustion aerosol has been carried out with the ORISAM-TM4 global chemistry transport model which includes a detailed aerosol module. This paper compares modeled results with measurements of surface BC concentrations and scattering coefficients from the AMMA Enhanced Observations period, aerosol optical depths and single scattering albedo from AERONET sunphotometers, LIDAR vertical distributions of extinction coefficients as well as satellite data. Aerosol seasonal and interannual evolutions over the 2004–2007 period observed at regional scale and more specifically at the Djougou (Benin and Banizoumbou (Niger AMMA/IDAF sites are well reproduced by our global model, indicating that our biomass burning emission inventory appears reasonable.

  13. Linking Workplace Health Promotion Best Practices and Organizational Financial Performance: Tracking Market Performance of Companies With Highest Scores on the HERO Scorecard.

    Science.gov (United States)

    Grossmeier, Jessica; Fabius, Ray; Flynn, Jennifer P; Noeldner, Steven P; Fabius, Dan; Goetzel, Ron Z; Anderson, David R

    2016-01-01

    The aim of the study was to evaluate the stock performance of publicly traded companies that received high scores on the HERO Employee Health Management Best Practices Scorecard in Collaboration with Mercer© based on their implementation of evidence-based workplace health promotion practices. A portfolio of companies that received high scores in a corporate health and wellness self-assessment was simulated based on past market performance and compared with past performance of companies represented on the Standard and Poor's (S&P) 500 Index. Stock values for a portfolio of companies that received high scores in a corporate health and wellness self-assessment appreciated by 235% compared with the S&P 500 Index appreciation of 159% over a 6-year simulation period. Robust investment in workforce health and well-being appears to be one of multiple practices pursued by high-performing, well-managed companies.

  14. Fatores a Serem Considerados na Estruturação do Controle de Projetos de Investimento - Uma Abordagem da Utilização do Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Leandro de Freitas Matheus

    2002-10-01

    Full Text Available This article treats of the process of control of investment projects. It tries toidentify which are the important factors for the structuring of the control process, inthe context of the administration of projects. It discusses the importance of theplanning to exercise a real control and your relevance before risks and presentuncertainties in any project. It presents an approach of the structuring of the controlbased on utilization of Balanced Scorecard and it discusses the importance of thedefinition of responsibilities inside of the control process. It treats finally, of the needand of the variations of the control front to the dimensions of a project, as well asinside of each phase of your life cycle.

  15. Using path analysis to examine causal relationships among balanced scorecard performance indicators for general hospitals: the case of a public hospital system in Taiwan.

    Science.gov (United States)

    Yang, Ming-Chin; Tung, Yu-Chi

    2006-01-01

    Examining whether the causal relationships among the performance indicators of the balanced scorecard (BSC) framework exist in hospitals is the aim of this article. Data were collected from all twenty-one general hospitals in a public hospital system and their supervising agency for the 3-year period, 2000-2002. The results of the path analyses identified significant causal relationships among four perspectives in the BSC model. We also verified the relationships among indicators within each perspective, some of which varied as time changed. We conclude that hospital administrators can use path analysis to help them identify and manage leading indicators when adopting the BSC model. However, they should also validate causal relationships between leading and lagging indicators periodically because the management environment changes constantly.

  16. A proposal to use a balanced scorecard to evaluate Information for Health: an information strategy for the modern NHS (1998-2005).

    Science.gov (United States)

    Protti, Denis

    2002-05-01

    The author was invited to assist in the development of an evaluation methodology for the Strategy. One of the conundrums of measuring the information management & technology (IM&T) function is that infrastructure investments cannot be cost justified on a return on investment basis. The balanced scorecard (BSC) is a means to evaluate corporate performance from four different perspectives: the financial perspective, the internal business process perspective, the customer perspective, and the learning and growth perspective. An IM&T BSC for Information for Health was recommended as means of allowing managers to see the positive and negative impacts of IM&T activities on the factors that are important to the NHS as a whole.

  17. Glow Discharge Emission Spectrometry (GDOES): Theoretical Introduction, General Aspects, and its Applications within the Framework of the Technofusion Programs; Glow Discharge Emission Spectrometry (GDOES): Introduccion Teorica, Aspectos Generales y Aplicabilidad en el Marco del Programa Technofusion

    Energy Technology Data Exchange (ETDEWEB)

    Martin-Rojo, A. B.; Gonzalez, M.; Tabares, F. L.

    2013-02-01

    The demand by material research groups for the direct composition analysis of solids is increasing as a solution to the time-consuming problems and errors inherent to classical chemical analysis, where the attack and solubilisation of the starting material is mandatory, often producing the introduction of impurities and component loss of the initial matrix. From the existing solid analysis techniques the present work is focused on the Glow Discharge Emission Spectrometry (GDOES), a fast, simply-executed technique, for which quantitative, high resolution depth profile determination of any element in the periodic table can be performed with a high sensibility and detection limit. The theoretical concepts, the required instrumentation and the basic analytic applications are revised, giving especial attention to the issues related to the analysis of materials for fusion applications. Finally, a comparative study with a more advanced spectroscopic technique (Secondary Ion Mass Spectrometry (SIMS)) is performed and the concomitance of both techniques to correct limitations such as the spatial resolution and the quantification of the analysis, important factors that are required in the chemical analysis of the complex materials used in Fusion, is addressed. (Author) 41 refs.

  18. Metodología de implantación de modelo Balanced Scorecard para la Gestión Estratégica. Caso: PyMES del Perú

    OpenAIRE

    Vásquez Solano, Juan

    2015-01-01

    La tesis tiene como objetivo diseñar una Metodología de implantación de Modelo Balanced Scorecard para la Gestión Estratégica Caso: PyMEs del Perú. Para ello, se realiza un análisis cuasi experimental y se utilizó el juicio de expertos, el cual permitió identificar las actividades en el proceso de planeación estratégica, las capacidades mínimas y brechas que se generan. Finalmente, se diseña y aplica el modelo balanced scorecard para el logro de objetivos y su medición. Tesis

  19. Final Rule for Control of Air Pollution From New Motor Vehicles and New Motor Vehicle Engines: State Commitments to National Low Emission Vehicle Program

    Science.gov (United States)

    The Environmental Protection Agency (EPA) is issuing a final rule representing the next step in establishing a voluntary nationwide program to make new cars significantly cleaner burning than today’s current cars.

  20. Coalbed Methane Outreach Program

    Science.gov (United States)

    Coalbed Methane Outreach Program, voluntary program seeking to reduce methane emissions from coal mining activities. CMOP promotes profitable recovery/use of coal mine methane (CMM), addressing barriers to using CMM instead of emitting it to atmosphere.