Michael Bourne, Andy Neely, John Mills

Strategy and Performance

Getting the Measure of Your Business [With CD]
By Andy Neely, Mike Bourne, John Mills et al.

• Broschiertes Buch

Produktbeschreibung

Understanding how your manufacturing business performs is essential to remain competitive, but extremely difficult to do. The main purpose of this book is to provide directors, managers, change agents and consultants with simple but effective tools tohelp design and implement performance measurement systems, such as the Balanced Scorecard. It contains specific tools which will be of interest to practising managers and consultants. These tools and techniques have been developed over many years and honed through application in companies such as Rolls-Royce Aerospace and Federal Mogul. Besides large multi-nationals, the techniques have also been used effectively in medium and smaller sized entreprises and are appropriate to any manufacturing company employing fifty people or more. A CD included with the book provides much supporting material. This book also forms part of a three volume set covering business strategy, performance, and competencies.
Contents Part I. Process

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Produktdetails

• Strategy and Performance
• Verlag: Cambridge University Press
• Seitenzahl: 156
• Erscheinungstermin: 13. Juni 2002
• Englisch
• Abmessung: 246mm x 189mm x 9mm
• Gewicht: 378g
• ISBN-13: 9780521750318
• ISBN-10: 0521750318
• Artikelnr.: 10531702

Autorenporträt

Dr Mike Bourne joined the faculty at Cranfield School of Management in October 2000 and works on a number of projects involving assisting a number of blue chip companies with the development of their use of data and performance measures. Mike's career includes a research post at the Institute for Manufacturing, Cambridge and a wide variety of positions in industry, including periods in production management, business systems, strategy and acquisitions.

Inhaltsangabe

Part I. Process Overview: 1. What is performance and why measure it?; 2. What does a performance measurement system include?; 3. The process of performance measurement system design; 4. Summary of phase 1 of the procedure; 5. Summary of phase 2 of the procedure; 6. Participation; 7. Internal participation; 8. External participation; 9. Process and project management; 10. Launching the process; 11. Further reading; Part II. Selecting a Facilitator: 12. Launching the process; 13. The workbook; 14. What are our main customer-product groups?; 15. What are our business objectives?; 16. Are we achieving our business objectives?; 17. Have we chosen the right measures?; 18. Using our measures to manage the business; 19. What can we use to drive performance towards our objectives?; 20. Which performance drivers are the most important?; 21. How do we know these drivers are working?; 22. Have we chosen the right measures for the drivers?; 23. Using these measures to drive business performance.