Strategic Performance Indicators Research Articles

Development of strategic performance information at the National Library of Scotland

Purpose – The purpose of this paper is to explore the development of strategic performance indicators at the National Library of Scotland (NLS) over the past two years in response to the introduction of a new corporate strategy and the introduction of an outcome‐based public performance framework by the Scottish GovernmentDesign/methodology/approach – The paper describes how NLS has developed and improved management of performance information and how the cultural, management and implementation issues have involved. At the same time, NLS has sought to align key performance indicators with the political agenda of the Scottish Government and the paper looks to future developments, particularly in developing outcome indicators which meet both government and NLS needs.Findings – The development of strategic PIs meeting both library and governmental requirements if both practical and feasible.Originality/value – The paper reports a journey of growth and development in performance measurement in a major national...

A framework for applying six sigma improvement methodology in an academic environment

PurposeThe six sigma methodology has been successfully implemented in many organizations leading to tremendous quality improvements in products manufactured and services delivered. However, academic institutions have lagged other organizations in implementing six sigma. The purpose of this paper is to examine the challenges of implementing the methodology in academia and proposes a framework that serves as a guide for implementing six sigma in academic institutions.Design/methodology/approachSeveral unique aspects that differentiate an academic environment from a manufacturing setting for six sigma are identified. A three‐tiered framework to organize the six sigma improvement methodology and related academic performance indicators into a hierarchy fitting academic institution governance levels is proposed. Examples of strategic objectives and performance indicators by levels of implementation for the DMAIC process are also provided.FindingsThe findings suggest that the unique structure of an academic institution make it an interesting candidate for implementing six sigma. The three‐tiered framework for six sigma can be used by administrators, faculty, staff and students as an implementation guide.Research limitations/implicationsThe paper shows that significant differences between the environments make implementation in many areas within an academic institution challenging. However, there are limitations to the application of six sigma in an academic organization. The six sigma methodology has been more thoroughly developed and refined in manufacturing environments than in service systems such as in a university.Practical implicationsThis paper helps to stimulate thinking about the application of a proven quality management methodology to academic settings where structured formal improvement programs such as six sigma are not commonly found.Originality/valueThe value of this paper is to provide a three‐tiered hierarchical structure for applying six sigma in academic organizations.

The implementation of operations management techniques in service organisations

PurposeThis paper seeks to present an empirical snapshot of the application of operations management (OM) activities in Australian service firms. The four key areas addressed in this study are the nature or characteristics of services, the level of importance of OM techniques, the level of importance of performance indicators, and the challenges encountered by the management of service firms.Design/methodology/approachThe empirical data for this study were drawn from 190 managers of the Australian service organisations whose primary responsibilities were related to the daily operations of the firms. The targeted service organisations encompassed various sectors including transportation, communication, banking, insurance, health care, education, wholesale, retail, and professional services.FindingsThe results indicate that most services are characterised by high customer contact and a low degree of differentiation. In terms of OM activities, service delivery, customer service and quality control received the highest priority. This result was confirmed by customer retention, on time delivery, and quality which received the highest priority among performance measures. Innovation, on the other hand, surprisingly received the least attention among the surveyed firms. Finally, building service culture appears to be the most challenging issue encountered by managers in dealing with service operations as opposed to managing facilities which raised only little concern from management's point of view. In general, there is no significant difference between Schmenner's four service types with respect to the key issues addressed in this study.Practical implicationsFrom a managerial point of view, this study provides an insight into the importance of key OM practices and strategic performance indicators in the Australian service industry.Originality/valueThis study builds on previous studies focusing on the implementation of OM practices carried out in the USA. Therefore, it contributes to knowledge by providing comparison with the Australian context.

Account, Accounting, Accountability

80 Before I discuss what it means to work in and chair an English department in a University of Excellence, I need to clarify what a university dedicated to excellence means, at least in my experience. For four years, I chaired an English department on a campus with a mission to be excellent (Strategic, “Goal #1”). Then, as a dean in Minnesota for four years, I worked on strategic plans and performance indicators that pointed toward accountability in the context of total quality management (Franz, ch. 1). And now, back in the California State University system as a dean at California Polytechnic State University, I work in a system that is guided, in part, by a document, The Cornerstones Report, that dedicates us to excellence (Broad et al. 2). I have not read the Cal Poly campus strategic plan this week, but I am sure that, since we are all children of Lake Wobegon, Cal Poly aims to be above average, nay, excellent, too (California Polytechnic, secs. 2, 3, and 7). Experienced as I am with such excellence, it is nonetheless difficult for me to explain. And maybe that difficulty tells us something about excellence—that term of “no content”—as the word is used today in universities (Readings 13). Thinkers like Jean-Francois Lyotard in The Postmodern Condition: A Report on Knowledge and Bill Readings in The University in Ruins theorize excellence in ways that capture humanities faculty members’ despairing view of the fate of learning today. The central claims run something like this: contemporary “incredulity toward metanarratives” has undermined collective faith in those stories or public myths that have legitimated higher education and, supposAccount, Accounting, Accountability

A strategic information system to facilitate the use of performance indicators in hospitals.

Hospital management teams receive voluminous data from a wide variety of sources, but are unable to distill the essential data they require to make good decisions. We have used a methodology which helps teams define and use important management data coupled with an information system that makes this data accessible. Results of our evaluation indicate that the process of developing a balanced scorecard (BSC) indicator system helps management teams to define meaningful strategic objectives and measurable performance indicators. The framework combined with the information acts as an integrating force, providing a shared understanding of the unit's goals. We conclude that a customized decision support system which integrates multiple measures in a BSC framework is a powerful tool for enabling complex decision making by a management team.

Information dissemination as reflected in U.S. government information policy and practice

This article places information dissemination by the U.S. government within the context of policy initiatives related to “managing for results,” accountability, and customer-driven services. Information resources therefore become linked to strategic planning, performance indicators, and benchmarking. The full implications of that linkage remain unexplored and offer challenges to executive branch agencies, the Office of Management and Budget, and Congress as they contribute to the national and global information infrastructures.

Key performance indicators for benchmarking health and safety management in intra‐ and inter‐company comparisons

Two case studies in health and safety management identified key performance indicators that reflected a company’s overall performance obtained from a full benchmarking audit. An intra‐company benchmarking audit, comparing operational health and safety management performance was completed within 12 semi‐autonomous subsidiaries of a large national food manufacturer. A significant (r = 0.985) positive relationship was obtained between ten operational performance indicators and overall performance. The key factors were found to have a common theme relating to employer‐employee openness in communication on health and safety issues. An inter‐company benchmarking audit comparing strategic health and safety management performance was completed within eight companies in the small, multi‐site retail sector. A significant (r = 0.988) positive relationship was obtained between ten strategic performance indicators and overall performance. The key factors did not have a common theme but there was evidence that integration of health and safety management into long‐term business decision making was a strong factor.

Using critical success factors in planning

This article introduces a strategy planning and strategic control process which is tightly integrated with the firm's information system. The approach is designed to aid directors and senior managers in executing and monitoring their strategies. On the basis of this research, the author provides a detailed description of this method for developing, monitoring and integrating critical information into effective strategic management decision support. This design method incorporates nine steps: (1) Provide structure for design process; (2) Determine general forces influencing strategy; (3) Develop a strategic plan or review/modify the current plan; (4) Identify a selected number of critical success factors (CSFs); (5) Determine who is responsible for which critical areas; (6) Select the strategic performance indicators (SPIs); (7) Develop and integrate appropriate reporting procedures; (8) Implement and initiate system use by the senior personnel; (9) Establish evaluating process and procedures. Through appropriate introduction, this approach can create an integrated strategic context within which top management and key personnel can execute the strategy and maintain a competitive advantage for their firm.