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    Bitavarra - Measuring Performance Models

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    Lady Margarette Bitavarra
    The document discusses 4 models used to measure performance in operations and value chains: the Malcolm Baldrige Performance model, the Balanced Scorecard, the Value Chain Model, and the Service-Profit Chain. Each model is briefly described, with an example company provided for some. The Malcolm Baldrige model uses 7 categories to evaluate organizational performance. The Balanced Scorecard tracks strategic actions across finances, customers, processes, and learning/growth. The Value Chain Model separates activities into primary/support and examines how each creates value. The Service-Profit Chain establishes connections between profitability, customer retention, and employee satisfaction/loyalty.

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    Bitavarra - Measuring Performance Models

    Uploaded by

    Lady Margarette Bitavarra
    41 views2 pages
    The document discusses 4 models used to measure performance in operations and value chains: the Malcolm Baldrige Performance model, the Balanced Scorecard, the Value Chain Model, and the Service-Profit Chain. Each model is briefly described, with an example company provided for some. The Malcolm Baldrige model uses 7 categories to evaluate organizational performance. The Balanced Scorecard tracks strategic actions across finances, customers, processes, and learning/growth. The Value Chain Model separates activities into primary/support and examines how each creates value. The Service-Profit Chain establishes connections between profitability, customer retention, and employee satisfaction/loyalty.

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    The document discusses 4 models used to measure performance in operations and value chains: the Malcolm Baldrige Performance model, the Balanced Scorecard, the Value Chain Model, and the Service-Profit Chain. Each model is briefly described, with an example company provided for some. The Malcolm Baldrige model uses 7 categories to evaluate organizational performance. The Balanced Scorecard tracks strategic actions across finances, customers, processes, and learning/growth. The Value Chain Model separates activities into primary/support and examines how each creates value. The Service-Profit Chain establishes connections between profitability, customer retention, and employee satisfaction/loyalty.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    41 views2 pages

    Bitavarra - Measuring Performance Models

    Uploaded by

    Lady Margarette Bitavarra
    The document discusses 4 models used to measure performance in operations and value chains: the Malcolm Baldrige Performance model, the Balanced Scorecard, the Value Chain Model, and the Service-Profit Chain. Each model is briefly described, with an example company provided for some. The Malcolm Baldrige model uses 7 categories to evaluate organizational performance. The Balanced Scorecard tracks strategic actions across finances, customers, processes, and learning/growth. The Value Chain Model separates activities into primary/support and examines how each creates value. The Service-Profit Chain establishes connections between profitability, customer retention, and employee satisfaction/loyalty.

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    Bitavarra, Lady Margarette G.

    Four Measuring Performance Models

    In our topic of Measuring Performance in Operations and Value Chains, there are 4 models that are used
    by organizations.

    Malcolm Baldrige Performance

    - Malcolm Baldrige Performance - is a non-prescriptive framework that prepares your organization


    to accomplish its objectives, enhance performance, and boost competitiveness. It mixes tried-and-
    true methods on ongoing management and leadership challenges into a series of inquiries that
    assist you in overseeing every aspect of your firm as a cohesive whole.
    - Marriott International or The Ritz-Carlton Hotel Company, L.L.C. (1992 and 1999)
    - To enhance overall performance and pursue excellence, it is built on an integrated performance
    management framework that the entire organization uses. The fact that Baldrige is purposefully
    non-prescriptive is valuable. It doesn't instruct executives on how to run their businesses.
    Organizations operate in diverse settings, even in the same industry or market, are pursuing
    distinct goals, have different core strengths, and are facing different strategic issues. There are no
    two organizations that are exactly alike (internally and externally). Companies evaluate their own
    systems in comparison to the precise information accessible. The foundational requirements for
    performance excellence are based on seven categories, of which six are collections of processes
    and the seventh is an assortment of results.

    The Balanced Scorecard

    - The Balanced Scorecard - A tool for tracking the company's strategic actions based on metrics
    that were previously developed and that should affect at least four areas: finances, customers,
    internal processes, and learning and growth.
    - Apple Computer: Adjusting Long-Term Performance.
    - Apple Computer developed a balanced scorecard to track and measure performance. A balanced
    scorecard is anticipated to assist businesses in developing integrated, multidimensional
    measurements so they can assess how they are doing in relation to their objectives, communicate,
    and modify their strategy in a world that is changing quickly.

    The Value Chain Model

    - The Value Chain Model - is a framework for analysis used to examine relationships between
    various operational components and how each one provides value to the overall level of revenues.
    The primary and support activities in a company's value chain can be separated into two
    categories. As they directly contribute to value creation, a company's operations, marketing and
    sales, outbound logistics, and service are regarded as its core value-chain activities. On the other
    side, support activities in value creation include procurement, management of the infrastructure,
    and management of the human resources.
    - Starbucks
    - The concept of a "value chain" enables individuals to comprehend and distinguish between the
    essential (which aid in gaining a competitive edge) and optional (which undermine market
    leadership) activities that accompany each stage of producing a product. Additionally, it asserts
    that if value is added at every stage, the product's overall value will increase, making it simpler to
    earn more money.
    The Service-Profit Chain

    - The Service-Profit Chain - Harvard University scholars developed the idea and business model
    known as the service-profit chain in the 1990s. It establishes connections between profitability,
    client retention, staff loyalty, satisfaction, and output. The main driver of profit and growth is
    client loyalty. Client happiness has a direct impact on customer loyalty. The value of the services
    offered to clients has a significant impact on satisfaction. Employees who are content, devoted,
    and productive create value. High-quality support services and rules that enable employees to
    provide results to customers are what ultimately lead to employee happiness.
    - Taco Bell
    - It focuses on deriving profits through employee’s outstanding services which is expected to
    improve by nurturing employees. The structure focuses on strengthening the base or the
    foundation of the pyramid.

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