production

The figure only shows the structure of the first balanced scorecard,[link widoczny dla zalogowanych], so some important indicators are omitted. ADI actual balanced scorecard includes financial indicators (revenue, revenue growth, Ziben yields and profits),[link widoczny dla zalogowanych], customer service (prompt delivery, delivery time, defect rate), internal (production cycle, process error rate, yield, cost and labor productivity), learning and development (new product introduction, new product orders volume, rate of new product orders, new product introduction after the third year, the average income, current ratio of employees), they have all the coverage today approximately balanced scorecard indicators.
QIP is a strategic plan for years,[link widoczny dla zalogowanych], it is not in itself sufficient to ensure the completion of the company strategic objectives,[link widoczny dla zalogowanych], and specific annual plans must be combined, otherwise, it will also become a bunch of orphaned files. 1987 ADI QIP projects with the company revised its annual planning process, established a \the annual financial budget targets, which contains a quarter of performance evaluation form, the first balanced scorecard prototype ADI.
\the overall performance of the score card with text based. The score card in addition to the traditional financial indicators, including customer service indicators (mainly related to delivery time, delivery time),[link widoczny dla zalogowanych], internal production processes (production, quality and cost) and new product development (innovation) ┅ ┅ \
Harvard professor Robert Kaplan and David Norton, president of Nolan Norton in 1990, the U.S. manufacturing and service industries, including 12 conducted a one-year organizational 『』 future research program performance evaluation system upon completion of the second bit charge in 1993 and 1996 in the Harvard Management Review, 『published\Card practitioners gradually and was induced into quite the effectiveness of the development so far, the balanced scorecard is no longer just a performance evaluation system, and even has become a very useful strategic management system.

above scorecard integrated range of financial, non-financial indicators in a system, which in the past the two are unrelated, according to their individual performance evaluation timetable. scorecards after the birth, through a combination of both,[link widoczny dla zalogowanych], all in vain greatly reduced the work,[link widoczny dla zalogowanych], senior managers no longer stay in through the tool Analysis of financial indicators in general, but clearly see the operation of state services products, real-time understanding of production and management performance. Through the implementation of the ADI in the repeated changes of the above assessment list eventually become a formal Balanced Scorecard.
Rober S Kaplan graduated from the Massachusetts Institute of Technology in Electrical Engineering degree, a master's degree, Cornell University, and after the research doctorate in business in 1994, University of Stuttgart has even been awarded an honorary doctorate. He Since 1984 a professor at Harvard Business School, previously worked at Carnegie Mellon University Graduate School of Industrial Management, a former dean of the hospital. His main research areas of cost,[link widoczny dla zalogowanych], performance management and strategy implementation, operational results contact, in the U.S. and British scholars known as the \Kaplan is one of them. ADI company on the score card he found the process, he said so:
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long-term recovery / disposal of old furniture .

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