Strategy and Performance: Getting the Measure of Your Business

by Andy Neely , Michael Bourne , John Mills , Ken Platts , Huw Richards

• ISBN13: 9780521750318
• ISBN10: 0521750318
• Format: Paperback
• Copyright: 2002-07-29
• Publisher: Cambridge University Press

Summary

Understanding how your manufacturing business performs is essential to remaining competitive, but is extremely difficult to do. The main purpose of this book is to provide directors, managers, change agents and consultants with simple but effective tools to help design and implement performance measurement systems, such as the Balanced Scorecard. It contains specific tools which will be of interest to practising managers and consultants. These tools and techniques have been developed over many years and honed through application in companies such as Rolls-Royce Aerospace and Federal Mogul. Besides large multi-nationals, the techniques have also been used effectively in medium and smaller sized entreprises and are appropriate to any manufacturing company employing fifty people or more. A CD included with the book provides much supporting material. This book also forms part of a three-volume set covering business strategy, performance, and competencies.

Author Biography

John Mills, Ken Platts and Huw Richards work at the Institute for Manufacturing at the University of Cambridge, UK, as part of a group focused on exploring issues and exchanging ideas within the broad area of manufacturing strategy and performance measurement Andy Neely and Mike Bourne are based at the Centre for Business Performance at the Cranfield School of Management in the UK

Table of Contents

Acknowledgements	vii
Introduction	1	(8)
Section 1 Process overview	9	(18)
What is performance and why measure it?	11	(2)
What does a performance measurement system include?	13	(1)
The performance measurement system design process	14	(1)
Procedure - Phase 1	15	(3)
Procedure - Phase 2	18	(3)
Summaries of the phases of the procedure	21	(1)
Participation	22	(2)
Process and project management	24	(1)
Launching the process	24	(1)
Further reading	24	(3)
Selecting a facilitator	27	(6)
Launching the process	33	(4)
The workbook	37	(4)
Introduction, putting Phase 1 in context	41	(54)
What are our main customer-product groups?	43	(8)
What are our business objectives?	51	(16)
Are we achieving our business objectives?	67	(8)
Have we chosen the right measures?	75	(10)
Using our measures to manage the business	85	(10)
Introduction, putting Phase 2 in context	95	(4)
What can we use to drive performance towards our objectives?	99	(8)
Which performance drivers are the most important?	107	(10)
How do we know these drivers are working?	117	(8)
Have we chosen the right measures for the key drivers?	125	(10)
Using these measures to drive business performance	135