《BSC平衡记分卡》PPT课件.ppt

Dr.DilaAgrizzi,-Introduction-ThemaintypesofinformationtoimplementaBSC.-Examplesofperformancemeasuresthatcouldbeusedindiversesectors:-Service,-Manufacturing,-Profit,and-Not-for-profitorganizations.-Summary-Questions-CaseStudies.,Topic:StrategicManagementAccounting(SMA)andtheBalancedScorecard(KaplanandNorton,1996a,b)-Lectureslayout-,Dr.DilaAgrizzi,IntroductionAimLearningObjectivesRelevance,M3006STRATEGICMANAGEMENTACCOUNTING(SMA)THEBALANCEDSCORECARD,Dr.DilaAgrizzi,TheBalancedScorecard(KaplanandNorton,1996a,b)TraditionallyManagementAccountingfocusedmainlyonfinancialperformancemeasures.Greateremphasisstartedbeinggiventoincorporatingnon-financialmeasuresintotheformalreportingsystem.Theresultwasaproliferationofperformancemeasures.BSC=Balancingfinancialandnon-financialperformancemeasurestoevaluatebothshortandlong-runperformanceinasinglereport.,Dr.DilaAgrizzi,BSC,BSCisaframeworkintendedtomakethestrategyofthebusinessmorecoherentbystronglylinkingittoparticulartargetsandinitiatives.BSCshouldbeusedtoclarify,communicateandmanagestrategy.,Dr.DilaAgrizzi,BSCWell-constructedBSC,Whichcustomershouldbetargeted?Howwilltheybeattractedandretainedataprofit?Whatinternalbusinessprocessesshouldbeimproved?,Dr.DilaAgrizzi,TheBalancedscorecard(BSC)(KaplanandNorton,1996a,b),TheBSCconsistsoftwotypesofperformancemeasures:Laggingmeasures:Financialmeasures(lagindicators)=outcomes=consequencesarisingfrommanagementdecisionsmadeearlier.Leadingmeasures:Non-financialmeasures=aspectsthatdriveperformance(measuringchanges).,Dr.DilaAgrizzi,BSCMaintypesofinformation(Anintegratedsetofperformancemeasures),BSC=FourPerspectives:Howdowelooktoshareholders?(Financial)Howdocustomersseeus?(Customer)Whatmustweexcelat?(Internalbusinessprocess)Canwecontinuetoimproveandcreatevalue?(Learningandgrowth)?,Dr.DilaAgrizzi,FOCUSONCURRENTPRACTICEBSCatBritishTelecom(1990)(1)(BTChairman,CitedinCreelman,2000,p.11),“Indeed,Iwouldmakeculturethefifthbalancedscorecardperspective.TheScorecardoranyperformancemanagementmethodologyforthatmatterhastoresonatewiththefundamentalvaluesoftheorganization.Ifdoesntitwillberejected.”BTwasprivatisedin1984,Dr.DilaAgrizzi,FOCUSONCURRENTPRACTICEBSCatBritishTelecom(1990)(1.1),Fivecorevaluesseemedasnecessaryfortransformingtheorganisationalculturefromamonopolymindset:PuttingthecustomerfirstBeingprofessionalWorkingasateamRespectingeachotherBeingcommittedtocontinuousimprovement.,Dr.DilaAgrizzi,TheBalancedScorecardfortranslatingastrategyintooperationalprocesses,Dr.DilaAgrizzi,Thecause-and-effectrelationshipChadwickcasestudy(Laitinen,1996;Norreklit,2000),Dr.DilaAgrizzi,BSC=FourPerspectives:(Chadwickcasestudy)1.ThefinancialperspectiveTypicalmeasuresincludeROI,RI,ROCEandEVATMRevenuegrowth,costreductionandassetutilization.“Thereistheargumentthatbyfocusingonotherperspectives,financialmeasureswilltakecareofthemselves.”,Dr.DilaAgrizzi,2.Thecustomerperspective,Typicalgenericmeasuresinclude:Marketshare(volumeconsumption/good)Valueshare(consumptioninvalue/brand)CustomerretentionandloyaltyCustomeracquisitionCustomersatisfactionCustomerprofitability(KanthalCase),Dr.DilaAgrizzi,3.Theinternalbusinessperspective(innovation,operationandpost-servicesalesprocesses)Typicalinnovation:%ofsalesfromnewproducts.Newproductintroductionversuscompetitors.Productdevelopmentbreak-eventime.Typicaloperation:Cycletimeandthroughputtime.Quality.Activityandprocesscosts.3.Post-salesserviceprocesses:Developappropriatetime,Quality,andProcessmeasurements.,Dr.DilaAgrizzi,*Processtimeistheonlyvalue-addedtime.,3.Theinternalbusinessperspective2.Typicaloperation:.Cycletimeandthroughputtime,WaitTime,ProcessTime*+InspectionTime+MoveTime+QueueTime,OrderReceived,ProductionStarted,GoodsShipped,DeliveryCycleTime,ThroughputTime,Dr.DilaAgrizzi,DeliveryCycletimeandthroughputtime,WaitTime,ThroughputTime=manufacturingtime,ProcessTime+InspectionTime+MoveTime+QueueTime,OrderReceived,ProductionStarted,GoodsShipped,DeliveryCycleTime,Dr.DilaAgrizzi,FOCUSONCURRENTPRACTICETheUKBanks,TheUKbanksrequire3to4weekstoapproveanapplicationforamortgageloanonahouse.Theapplicationformincludestheindividualsemploymenthistory,income,andfinancialassetsandliabilities.Personnelatthebankcheckcreditreferencesandreviewtheentireapplicationbeforegrantingtheloan.Amanageratonebankwonderedwhythisprocesstakessolongandaskedemployeestokeeptrackofhowmuchtimetheyactuallyworkedonprocessinganapplication.Hediscoveredthatprocessinganapplicationtookonaverage26days,butonlyabout15minutesofthistimewasactualwork.Alloftherestofthetime,theapplicationwaswaitinginsomeonesin-tray.Themanufacturingcycleefficiency(MCE)was,therefore,only0,0004(15minutes/26daysx24hours/dayx60min/h).Byredesigningandautomatingtheprocess,thecycletimewascutdownto15minandtheMCEroseto1.0.,Dr.DilaAgrizzi,4.Thelearningandgrowthperspective(Long-termgrowthandimprovement)Threeprincipalcategoriesidentified:EmployeecapabilitiesInformationsystemcapabilitiesMotivation,empowermentandalignment,Dr.DilaAgrizzi,TheBSCandLearning,Learningimprovesbusinessprocesses.,Improvedbusinessprocessesimprovecustomersatisfaction.,Improvingcustomersatisfactionimprovesfinancialresults.,Dr.DilaAgrizzi,Exercise,ThinkaboutproducingadiagramshowingthepossiblestrategyatJaguarandtheBalancedScorecard?Considerthecause-and-effectrelationship,PROFIT,Contributionmarginpercar,Numberofcarssold,Customersurveys:SatisfactionwithOptionsavailable,Financial,Customer,Numbersofoptionsavailable,Timetoinstallanoption,+,EmployeeskillsinInstallingoptions,InternalBusinessProcesses,LearningandGrowth,POSSIBLESTRATEGYATJAGUAReachcompanysbalancedscorecardshouldbeunique.Thetheoryshouldbeviewedastentativeandsubjecttochange.Ifthetheorychanges,thentheperformancemeasuresonthebalancedscorecardshouldalsochange.,Dr.DilaAgrizzi,Summary,TheBSCisarelativelynewapproachtomanagingorganizationsandconsistsofanintegratedsystemofperformancemeasures.BSCapproachreflectstheideathatcostandfinancialdataalonecannotcaptureallthecharacteristicsofcompetitivechoice.Ithighlightsthenon-financialobjectivesthatanorganisationmustachieveinordertomeetitsfinancialobjectives.,Dr.DilaAgrizzi,Summary,TheBSCprovidesamanagementaccountingsystemthatsupportsanorganizationsstrategywithfinancialandnon-financialperformanceindicators.Differentcompanieswillhavedifferentbalancedscorecardsbecausetheyhavedifferentstrategies.,Dr.DilaAgrizzi,References,Booth,R.(1997)PerformanceManagement:Makingithappen.ManagementAccounting(UK),November:28-30(handout)Chow,C.W.,Haddad,K.M.andWilliamson,J.E.(1997)Applyingthebalancedscorecardtosmallcompanies.ManagementAccounting(US),August:21-27(notavailableinthelibrary)Ittneretal(2003)“Performanceimplicationsofstrategicperformancemeasurementinfinancialservicesfirms”,Accounting,OrganizationandSociety,vol28,p.715.Kaplan,R.S.andNorton,N.P.(1990)Thebalancedscorecardmeasuresthatdriveperformance.HarvardBusinessReview,January-February:71-79Kaplan,R.S.andNorton,N.P.(1996)Thebalancedscorecard:translatingstrategyintoaction.HarvardBusinessSchoolPressKaplan,R.S.andNorton,N.P.(2000)havingtroublewithyourstrategy?Thenmapit.HarvardBusinessReview,September-October:167-176(availableatPERHFinlibrary)LynchandCross,MeasureUp!YardsticksforContinuousImprovement,Blackwell,(USA),(1991).McNair,C.J.,Lynch,R.L.andCross,K.L.(1990)Dofinancialandnon-financialmeasureshavetoagree?ManagementAccounting(US),November:28-39(availableatPERHFinlibrary)Maisel,L.S.(1992)Performancemeasurement:thebalancedscorecardapproach.JournalofCostManagement,6(2):47-52(notavailableinthelibrary)Malmi,T.,Peltola,J.andToivanen,J.(2002)BalancedScorecardImplementandapplyefficiently.Helsinki:Kauppakaari(notavailableinlibrary)Norreklitt,H.(2000)ThebalanceontheBSCacriticalanalysisofsomeofitsassumptions.ManagementAccountingResearch,11(1):65-88(availableaslinkwithinBlackboard).Norreklitt,H.(2003)TheBSCWhatisthescore?Accounting,OrganizationandSociety,vol28,p.591.Olve,N.G.,Roy,J.amdWetter,M.(1999)PerformanceDriversapracticalguidetousingthebalancedscorecard.NewYork:JohnWileyandSons(notavailableinLibrary)Roest,P(1997)Thegoldenrulesforimplementingthebalancedbusinessscorecard.InformationManagementandComputerSecurity,5(5):163-165(notavailableinthelibrary)Wong-on-Wingetal.(2007)“ReducingconflictinBCSevaluationsAccounting,OrganizationandSociety,vol32,p.363-377.,