【课件】美国能源部 平衡计分卡导向管理培训资料
- 1. DEPARTMENT OF ENERGY PROCUREMENT & ASSISTANCE MANAGEMENTFY 2003 BALANCED SCORECARD PERFORMANCE ASSESSMENT PROGRAMNational Core Performance Measures Supporting Corporate Management Initiatives1
- 2. Balanced Scorecard MethodologyThe BSC is a structured approach to performance measurement and performance management that links the organization’s strategic thinking to the activities necessary to achieve desired results The BSC is a vehicle for communicating an organization’s strategic direction and for measuring achievements towards these predetermined objectives The BSC clearly establishes linkage between strategic objectives, the measures for determining progress, the stretch targets established, and the focused initiatives needed to move the organization forward to meet those organizational goals 2
- 3. Balanced Scorecard MethodologyThe BSC utilizes Department-wide measures plus individually tailored local measures to achieve the Procurement Executive’s strategic goals Results of BSC measurements provide decisionmakers with critical information on: (1) the efficiency with which resources are transformed into goods and services; and (2) the effectiveness of organizational activities and operations in terms of their specific contributions to strategic objectives The BSC is a key part of the Procurement Executive’s performance plan, and is a critical element in ME-60’s SES performance assessments In FY 2003, ME-60 continues to assign accountability to individual staff by flowing down the BSC to individuals and teams.3
- 4. MISSION To provide acquisition and assistance services to support accomplishment of the Department’s programmatic goals and objectives. STRATEGY To change the present system’s culture, management systems, and line processes consistent with the principles of Quality Management, in order to establish and maintain: a customer focus, a sense of urgency, continuous and breakthrough process improvement, and an emphasis on results. VISION To deliver on a timely basis the best value product or service to our customers while maintaining the public’s trust and fulfilling public policy objectives.DOE Procurement System4
- 5. Strategic ApproachProcess AnalysisBenchmarking Workforce PlanningCustomer-focus5
- 6. FINANCIAL To Succeed Financially, How Do We Contribute to the Bottom Line?MISSION VISION STRATEGY LEARNING AND GROWTH To Achieve Our Vision, How Will We Sustain Our Ability To Change And Improve?CUSTOMER To Achieve Our Vision, How Must Our Customers View Us? INTERNAL BUSINESS PROCESSES To Satisfy Our Stakeholders and Customers, What Business Processes Must We Excel At?Balanced Scorecard Strategic Perspectives6
- 7. LEARNING AND GROWTH - Access to Strategic Information - Employee Satisfaction - Organization Structured for Continuous Improvement - Quality Workforce FINANCIAL - Optimum Cost Efficiency of Purchasing Operations; Cost Reasonableness of ActionsMISSION VISION STRATEGY CUSTOMER - Customer Satisfaction - Effective Service/Partnership INTERNAL BUSINESS PROCESSES - Acquisition Excellence - Most Effective Use of Contracting Approaches - Use of Electronic Commerce - Performance-Based Service Contracts - Use of Competition - Streamlined Processes - Reduction in Overage Instruments - On-Time Delivery - Supplier Satisfaction - SocioeconomicsBalanced Scorecard PERSPECTIVES AND OBJECTIVES7
- 8. Balanced Scorecard Performance Measures, Performance Targets, & Management Initiatives8
- 9. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVEProcurement9
- 10. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVEProcurement10
- 11. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVEProcurement11
- 12. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVEProperty12
- 13. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVEContractor Human Resource Management13
- 14. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVEContractor Human Resource Management14
- 15. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVEProcurement15
- 16. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVEProcurement16
- 17. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVEProcurement17
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- 43. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVEProperty43
- 44. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVEProperty44
- 45. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVEContractor Human Resource Management45
- 46. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVEContractor Human Resource Management46
- 47. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES LEARNING AND GROWTH PERSPECTIVEProcurement47
- 48. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES LEARNING AND GROWTH PERSPECTIVEProcurement48
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- 57. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES LEARNING AND GROWTH PERSPECTIVEProperty57
- 58. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES LEARNING AND GROWTH PERSPECTIVEProperty58
- 59. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES LEARNING AND GROWTH PERSPECTIVEContractor Human Resource Management59
- 60. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES LEARNING AND GROWTH PERSPECTIVEContractor Human Resource Management60
- 61. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES FINANCIAL PERSPECTIVEProcurement61
- 62. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES FINANCIAL PERSPECTIVEProperty62
- 63. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES FINANCIAL PERSPECTIVEContractor Human Resource Management63
- 64. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES FINANCIAL PERSPECTIVEContractor Human Resource Management64
- 65. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES FINANCIAL PERSPECTIVEContractor Human Resource Management65
- 66. BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES FINANCIAL PERSPECTIVEContractor Human Resource Management66
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