平衡记分卡BalancedScorecard概论Word文件下载.docx
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Todeliveronatimelybasisthebestvalueproductorservicetoourcustomerswhilemaintainingthepublic'
strustandfulfillingpublicpolicyobjectives・
STRATEGY
Tochangethepresentsystem'
sculture,managementsystems,andlineprocessesconsistentwiththeprinciplesofQualityManagement,inordertoestablishandmaintain:
acustomerfocus,asenseofurgency,continuousandbreakthroughprocessimprovement,andanemphasisonresults・
BALANCEDSCORECARDPERSPECTIVESANDOBJECTIVES
KINANCUL
CUSTOMER
-CustomerSatisfaction
CORE
85%customersatisfactionratingin1998
(90%in1999,95%in2000)
CustomerSatisfactionIndex
DataSource:
CustomerClimateSurvey
Also,documentedresultsfromformalBaldrige,PresidentialorEnergyQuality
AwardSelf-AssessmentsandSiteVisitEvaluations
Elements:
Timeliness:
Extentofcustomersatisfactionwithtimelinessofprocurementprocessing;
planningactivities;
andon-goingcommunications
Quality:
Extentofcustomersatisfactionwiththequalityofprocurementservices
Communications:
Extenttowhichprocurementcommunicatesaccurateinformationwhichimpactstheworkofmvorganization
OBJECTIVE
MEASURENATIONALTARGET
CustomerSatisfaction(Cont.)
OPTIONAL
Real-timeTransactionalSurvey
(ifappropriate)
ElementsMenit:
Schedule
Cost
BestValue
Performanceagainststandard/commitment
OverallSatisfaction
(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization)
INTERNALBUSINESSPROCESSPERSPECTIVE
INTERNALBUSINESSPROCESSES-EffectiveInternalControls・EffectiveSupplierManagement-EffectiveUtilizationofAlternate
ProcurermentApproaches-StreamlinedProcesses-AcquisitionProcess-GoodCorporateCitizenshipthrough
Purchasing
OBJECTIVEMEASURENATIONALTARGET
EffectiveInternalControls
Transactionalreviewofpurchasingfiles,reviewboardsandLocalPurchasingInformationSystems(LPIS)
Core:
%ofsystemsinfullcompliancewithstakeholderrequirements(e.g・,applicablelaws,regulations,termsandconditionsofcontracts,ethics,etc.)basedonself-assessmentandsubjecttofatalflawconsiderations
Meetsorexceedsexpectations
EffectiveSupplierManagementDataSource:
LPIS
%Deliveiyon-time
85%on-timedelivery(includesJIT)
Optional:
SupplierSatisfaction
Prequalifiedsuppliersasa%ofallsuppliersRejectionratesduetonon-conformancetocontractrequirements
EffectiveUtilizationofAlternate
ProcurementApproaches
Optimum%oftransactionsplacedbyusers(JIT,ProcurementCard,etc.dividedbythesumoftotaltransactions)
%utilizationofICPTandotherleveragedpurchases
%ofRFPsover$100Kissuedelectronically
StreamlinedProcessesDataSource:
AcquisitionProcessDataSource:
GoodCorporateCitizenshipthroughPurchasing
LocalgoalsasnegotiatedwithcognizantDOEoffice
Numberofcriticalprocessesreengineered/redesigned,orre-validated
%purchaseactionutilizationofElectronicCommerce
Averagecycletime(exception:
ProcurementCard)
Averagecycletime(<
=$100,000)
Averagecycletime(>
$100,000)
%ofeconomicandsocialdiversityandlocalparticipationprogramgoalsachieved,including:
SBandSDBGoals
Regional/LocalOutreach/Support
GoodNeighborProgram
Twoannually
20dayscycletime(CAPS)
SpecificnegotiationswithlocalDOEOffice
(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganization.)
90%aligned
90%ofworkgroupshavethedatatheyneedtodotheirjobs
EmployeeSatisfaction
EmployeeClimateSurveyAlso,documentedresultsfromformalBaldrige,PresidentialorEnergyQualityAwardSelf-AssessmentsandSiteVisitEvaluations
EmployeeAlignment
EmployeePerformanceAppraisalsandLocalPurchasingInformationSystemsasappropriate
InformationAvailability
LocalPurchasingInformationSystemsasappropriate
EmployeeSatisfactionIndex
EmployeeSatisfactionIndexincludesdatafromemployeesurvey,focusgroups,absenteeism,andvoluntaryterminations
EmployeeAlignment%ofemployeeswhoseactualperformanceisalignedwithKeySuccessFactors
InformationAvailabilityMeasure
Thisisameasureofusefulinformation(e.g.,policies,procedures,operationalreports)availabletoemployees
OptimumCostEfficiencyof
PurchasingOperations
LocalPurchasingInformationSystems.
CosttoSpendRatio:
PurchasingOperation^operatingcosts(laborplusoverhead)dividedbypurchasingobligations
(AppropriatetargetswillbenegotiatedbetweentheCognizantDOEContractingOfficerandthecontractorpurchasingorganizational)