Complete and Balanced Service Scorecard, A: Creating Value Through Sustained Performance Improvement

In the U.S., service related activities have become dominant aspects of the economy and currently account for well over 50% of our GNP. The authors' framework eliminates outdated, low-value techniques originally created for manufacturing firms, replacing them with advanced techniques that fully leverage your investments in technology. Tyagi and Gupta begin by explaining why conventional balanced scorecard approaches don't work well for service organizations, discussing issues ranging from the inherent variability of customers, servers, and processes, the crucial importance of engagement, and the unique challenges of service innovation. Next, they introduce a Service Scorecard framework that encompasses the seven key elements of service organization success: Growth, Leadership, Acceleration, Collaboration, Innovation, Execution, and Retention. You'll learn how to set clear performance targets at the function and business level; benchmark performance against best practices; identify improvement opportunities; and capture performance data that offers a leading indicator for financials. Their proven approach is designed for easy understanding and implementation without the need for expensive consultants. Simply put, it offers today's most direct path to measuring performance and optimizing business value in any service organization.

Table of Contents:
About the Authors  xv Foreword by Paul Harmon  xvii Foreword by Dean Spitzer, Ph.D.  xxi Introduction  xxiii   Part I   Understanding Service Performance Chapter 1        Performance Management and Scorecards  3 Chapter 2        Performance Challenges in the Service Sector  19 Chapter 3        Six Sigma for Services 39 Chapter 4        Performance Management for Services  57   Part II  Learning Service Scorecard Chapter 5        Understanding the Service Scorecard  75 Chapter 6        Designing a Service Scorecard  97 Chapter 7        Leadership and Acceleration  115 Chapter 8        Collaboration  129 Chapter 9        Innovation and Execution  143 Chapter 10      Retention and Growth  173   Part III Practicing Service Scorecard Chapter 11      Implementation of the Service Scorecard  195 Chapter 12      Integration of Service Scorecard and Improvement Initiatives  215 Chapter 13      Service Scorecard Validation  233 Chapter 14      Best Practices 251   Final Thoughts  269 Bibliography  275 Index  283

About the Author :
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.