- Hardcover: 210 pages
- Publisher: AMACOM (June 27, 1996)
- Language: English
- ISBN-10: 0814403271
- ISBN-13: 978-0814403273
- Product Dimensions: 6.2 x 0.8 x 9.2 inches
- Shipping Weight: 15.2 ounces (View shipping rates and policies)
- Average Customer Review: 16 customer reviews
- Amazon Best Sellers Rank: #1,952,348 in Books (See Top 100 in Books)
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Keeping Score: Using the Right Metrics to Drive World-Class Performance
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"Every quality-conscious organization needs to measure critical data, but many businesses waste time tracking and reviewing non-essentials. This innovative book shows how to concentrate on the few key measures that indicate a firm's true performance. It focuses on the areas considered vital in the Baldrige Quality Award criteria, the premiere model for evaluating overall quality.
Readers will learn to select and use the right metrics for measuring financial, operational, and quality efforts, as well as longer-term measures such as customer and employee satisfaction, supplier performance, product/service quality, and environmental compliance. This guide will help them:
* evaluate their current approaches to measurement
* select the right metrics
* collect and report data more efficiently and usefully
* use the information to promote teamwork and strategy"
About the Author
MARK GRAHAM BROWN (Hermosa Beach, CA) is a quality and productivity consultant to many Fortune 500 companies. He has served as a Baldrige Award examiner and is the author of five previous books, including Why TQM Fails and What to Do About It.
Author interviews, book reviews, editors picks, and more. Read it now
Top customer reviews
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One very good aspect of "Keeping Score" is the presence of summaries at the end of each of the chapters of part 2, telling you how successful organisations measure performance in the areas of finance, quality, suppliers, customer satisfaction, processes/operations and employee satisfaction. Whether or not you currently have a system in place, you're likely to find more than a few useful ideas here.
Keeping Score is a good high-level review of the importance of metrics in strategy-driven organizations. Brown employs Kaplan & Norton's balanced scorecard methodology to illustrate the relationship between measurement and strategy. He doesn't really deliver much more than you would find in Kaplan & Norton's classic Balanced Scorecard book. I would like to have seen more suggested metrics around the various "themes": financial performance, customer satisfaction, product/service quality, process and operation performance, supplier performance, and employee satisfaction. I know macro- and micro-metrics are organization-specific; however, there are "generic" financial and satisfaction metrics he could offer. The Measurement System Self-Assessment 50 -item survey illustrated in the book is a great resource. It can easily be customized, automated and administered to stakeholders responsible for developing measurement systems. I applaud Brown for consistently reinforcing the formative rather than purely summative evaluation model. That is, any measurement system must contain historical (lagging), current, and forecasting (leading) measures. Those systems that are driven by summative data (i.e., historical) do not serve the real purpose of a measurement system, which is to allow stakeholders to make well-informed and better business decisions. Oftentimes, Brown downplays the complexity of developing and implementing a measurement system. He makes statements such as "Measurement is easy" and "Designing your own new and improved measurement system may not be a much work as you think..." These kinds of statements are worrisome and misleading because developing a robust measurement system aligned with organizational strategy is no simple feat. Nor, should it be. One extremely important area that is only slightly addressed is that of system maintenance and integrating the system into business processes. Once a measurement system has been established clear guidelines should be established as to how the data will be employed and used to make decisions. A truly strategic organization will incorporate the measurement system into the daily operations of the organization.
Most recent customer reviews
I bought this book in a good deal, I wish it would have been a better one.
The conditions were excelent, just brand new.