A Complete and Balanced Service Scorecard Creating Value Through Sustained Performance Improvement
, by Tyagi, Rajesh K.; Gupta, Praveen K.- ISBN: 9780131986008 | 0131986007
- Cover: Hardcover
- Copyright: 7/1/2008
Dr. Rajesh Kumar Tyagi joined HEC Montreal as an Assistant Professor of Logistics and Operations Management in June 2008. Earlier, Dr. Tyagi was a faculty member at the Department of Management, College of Commerce, DePaul University. Professor Tyagi teaches Service Operations, Operations Management, and Quality Management. Dr. Tyagi has also taught service operations and operations management at Kellogg School of Management, at Northwestern University, and in East Europe and Southeast Asia. His current research and consulting interests are in areas of service delivery chain design, service performance management, measurement of service quality, Six Sigma applications in the services sector, and design of a reverse supply chain. He has more than 12 publications in scientific and technology journals and has presented at various national and international conferences. He is the co-author of Six Sigma for Transactions and Service.
Professor Tyagi also co-founded a biomedical device manufacturing company in Singapore. Professor Tyagi is a consultant to an early-stage venture fund and also consults on operations and technology management issues for early-stage companies and established corporations. He obtained his Ph.D. in Engineering at the University of Ottawa, Canada, and his MBA from the Kellogg School of Management, Northwestern University.
Praveen Gupta, president of Accelper Consulting (www.accelper.com), developed the Six Sigma Business Scorecard that has been recognized worldwide for its innovative approach to corporate performance, ease of implementation, and importance to sustained profitable growth. Praveen has also developed a Business Innovation framework, and pioneered the Six Sigma methodology at Motorola, and the 4P Model for process management. Integration and adaptation of these methods to service operations have been addressed in continuing work for sustaining profitable growth and creating success opportunities for leadership and employees.
Praveen’s experience at working with dozens of companies in the manufacturing, service, and software industries has given him a uniquely holistic perspective on business performance. Praveen teaches his methods and tools at Illinois Institute of Technology and at DePaul University to graduate students in the IT and Management departments.
Praveen has led several organizations in improving their operations and financial performance using Business Scorecard, Six Sigma, Business Innovation, and the 4P model. He frequently speaks in conferences and seminars around the world.
Praveen holds BS and MS degrees from Indian Institute of Technology, Roorkee, and Illinois Institute of Technology, respectively. Prior to founding his consulting company, Praveen worked at Motorola and AT&T Bell Laboratories.
Besides his books on scorecards, Praveen has authored Business Innovation in the 21st Century, Stat Free Six Sigma, Improving Healthcare Quality and Cost with Six Sigma, and The Six Sigma Performance Handbook. Praveen regularly writes for various publications and is the Editor of the International Journal of Innovation Science being launched in 2009.
Acknowledgments | p. xiii |
About the Authors | p. xv |
Foreword | p. xvii |
Foreword | p. xxi |
Introduction | p. xxiii |
Understanding Service Performance | |
Performance Management and Scorecards | p. 3 |
Service Industry Components | p. 4 |
Business Performance Measurement Challenges in the Service Industry | p. 5 |
The Balanced Scorecard | p. 6 |
Business Performance Evolution | p. 8 |
Service Scorecard | p. 14 |
Establishing the Service Scorecard Measurements | p. 17 |
Take Away | p. 18 |
Performance Challenges in the Service Sector | p. 19 |
Examples and Drawbacks of Performance Measurement Systems | p. 20 |
Performance Measurement for Service | p. 22 |
Performance Measurement Challenges in Services | p. 25 |
Major Challenges | p. 29 |
Case Studies of Performance Measurement in the Service Sector | p. 35 |
Take Away | p. 38 |
Six Sigma for Services | p. 39 |
Six Sigma and Service | p. 40 |
Six Sigma Methodology Overview | p. 41 |
Design for Six Sigma for Services (DFSS) | p. 45 |
Axiom-Based Service Design Model | p. 46 |
Using Axioms for Designing Services | p. 49 |
Implementing Six Sigma in Service Organizations | p. 52 |
Six Sigma Enhancements | p. 54 |
Take Away | p. 55 |
Performance Management for Services | p. 57 |
Performance Management Challenges in Services | p. 58 |
Comparative Analysis of Performance Measurement Systems | p. 58 |
Scorecards Versus Quality Programs | p. 64 |
Performance Management Development | p. 71 |
Take Away | p. 72 |
Learning Service Scorecard | |
Understanding the Service Scorecard | p. 75 |
Elements of Service-Based Businesses | p. 78 |
Rationale for Service Scorecard | p. 81 |
Benefits and Challenges of the Service Scorecard | p. 81 |
Results of Using the Service Scorecard | p. 83 |
Design of the Service Scorecard | p. 84 |
The GLACIER | p. 87 |
Service Performance Index, SPIn | p. 94 |
Take Away | p. 96 |
Designing a Service Scorecard | p. 97 |
An Empirical Investigation of the Measurements Alignment Process | p. 98 |
Balance between Innovation and Continuous Improvement | p. 100 |
Analyzing the Requirements of Performance Measurement Systems | p. 101 |
Performance Measurement Systems for Services | p. 103 |
ServQual Framework | p. 104 |
Service Chain Framework | p. 104 |
Service Model | p. 105 |
Other Service Models | p. 105 |
Elements of the Service Scorecard | p. 107 |
Take Away | p. 113 |
Leadership and Acceleration | p. 115 |
Leadership | p. 117 |
Transformational and Transactional Leadership | p. 119 |
Leadership Measurements | p. 120 |
Acceleration | p. 123 |
Take Away | p. 128 |
Collaboration | p. 129 |
Drivers of Collaboration | p. 130 |
Measures of Collaboration | p. 134 |
Collaboration and the Service Scorecard | p. 136 |
Steps to a Successful Partnership | p. 139 |
Cases | p. 140 |
Take Away | p. 142 |
Innovation and Execution | p. 143 |
Employee Engagement and Innovation | p. 144 |
Employee-Driven Innovation | p. 146 |
Innovation Measures | p. 149 |
Execution | p. 153 |
Implementing Execution Measures | p. 155 |
Execution in Service Scorecard | p. 158 |
Take Away | p. 161 |
Five Steps of Six Sigma for Services Methodology | p. 162 |
Retention and Growth | p. 173 |
Customer Solutions and Customer Retention | p. 174 |
Retention Measures | p. 176 |
Implementing Retention Measures | p. 179 |
Growth | p. 180 |
Idea Management for Service Innovation | p. 187 |
Implementing Growth in Service Scorecard | p. 189 |
Take Away | p. 191 |
Practicing Service Scorecard | |
Implementation of the Service Scorecard | p. 195 |
Approach to Implementing the Service Scorecard | p. 196 |
Committing to the Fundamental Business Strategy of Sustained Profitable Growth | p. 197 |
4P Model of Process Management for Services | p. 198 |
Executive Understanding of the Service Scorecard and its Elements | p. 201 |
Leadership Endorsement of the Service Scorecard | p. 202 |
Strategic and Organizational Alignment | p. 202 |
Planning for the Service Scorecard | p. 204 |
Take Away | p. 214 |
Integration of Service Scorecard and Improvement Initiatives | p. 215 |
Performance Initiatives | p. 218 |
The 4P Model for Process Excellence | p. 220 |
Lean for Streamlining Processes | p. 222 |
Six Sigma for Perfecting Processes | p. 224 |
Service Innovation for New Solutions | p. 226 |
Utilizing Service Scorecard to Synergize Improvement Initiatives | p. 230 |
Take Away | p. 231 |
Service Scorecard Validation | p. 233 |
Six Sigma Business Scorecard Experience | p. 233 |
Research Roundtable on Service Measurement (Boston) | p. 234 |
Validation of Individual Service Scorecard Elements | p. 236 |
Validation of Similar Methodologies and Frameworks | p. 242 |
Validation of the Service Scorecard | p. 247 |
Take Away | p. 250 |
Best Practices | p. 251 |
Growth | p. 252 |
Leadership | p. 253 |
Acceleration | p. 255 |
Collaboration | p. 257 |
Innovation | p. 260 |
Execution | p. 262 |
Retention | p. 264 |
Take Away | p. 267 |
Final Thoughts | p. 269 |
Bibliography | p. 275 |
Index | p. 283 |
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