GB Monthly Scorecard

Warning:this is just a transduction of the former Supplier Quality Scorecard RulesContentsQuality Score and RatingQuality KPI’sPIQPPMCountermeasureTop Worst SupplierWCMSustainabilityQuality Score and RatingQUALITY RATING SYSTEMSupplier Scorecard is based on:•Rating scale from0to100for each product/supplier manufacturing location.•Monthly evaluation for each supplied productPoints will be subtracted from initial amount of100in accordance to the customer rules and criteria shown in this document.Suppliers have the possibility to see their Quality performances extracting the Quality Scorecard from SQP EVO system.Supplier Quality performance evaluation is a criteria that will be used in the sourcing process for development of new or existing designs.The Final Status for every supplier code will be:Green Yellow RedQUALITY RATING SYSTEMOk to proceedif the Final Score (Supplier Rating)will be ≥80.Conditional Ok to proceed(approved Business Case is needed)if the Final Score will be ≥ 60 and < 80)Supplier cannot be recommended.if the Final Score will be <60or in case of:•New Business Hold (NBH)status;•Missing ISO Quality Certification;Data source :Quality KPI’sTopics KPI’SQuality Index PIQ / PPMCustomer Countermeasures CSL’s Qty,TWS notificationsSQP Responsiveness SR %APQP and PPAP Program Review and ProcessAudit score, PPAP resultsWCM Audit ScoreQUALITY PERFORMANCEIt’s evaluated through an overall quality score that includes the contribution of different KPI as PIQ, PPM, Customercountermeasures (CSL), Supplier responsiveness on SQP usage, APQP and PPAP results, WCM audit score•Rating scale from 0to 100for each product/supplier/manufacturing location.QUALITY IMPACT (PIQ Quality 6M rolling, each product family):PERFORMANCE INDEX QUALITY (PIQ)The KPI is represented by the following value:PIQ =Ratio between the total number of Quality Bills multiplied by their Weight (PQ)and the total number of delivered parts,expressed in parts per million.PIQ =PQ x 106Quantity of delivered parts PIQ Target is assigned to all product families Special rule for “Low Volume” Suppliers : for a supplier code product family with a PIQ value outof Target, having a PQ 60 on 6 months rolling (without any bill 40Q) , 15 points as maximumsub-tractable from the scorecard.Out of target value >0 5% >5% 50% >50% 100% > 2 times target > 3 timestargetSubtractedpoints qty.05101525NON CONFORMING PARTS PER MILLION (PPM NC )The KPI is represented by the following value:PPM NC =Ratio between the Quantity of non-conforming parts at the total number of delivered parts expressed in parts per million.A non-conforming part is any part that does not meet customer specifications before any reworking/reprocessing operations.PPM NC =Non Conforming Quantity x 106Quantity of delivered parts PPM Target is assigned to all product familiesQUALITY IMPACT (PPMNC 6M rolling) :Special rule for “Low Volume” Suppliers : for a supplier code product family with a value of PPM NC out of Target, but with a number of Not Conforming parts ≤ 10 on 6 months rolling (but not linked to any bill 40Q) , Out of target value >0 5% >5% 50% >50% 100% > 2 times target > 3 times target Subtractedpoints qty.05101525Data source :QUALITY IMPACT (CSL1, CSL2, CSL3, 6M Rolling):10 points subtracted for each CSL1 in status “open” at the Scorecard date; 25 points subtracted for each CSL2 in status “open” at the Scorecard date 25 points subtracted for each CSL3 in status “open” at the Scorecard date ; Supplier will be considered RED if this condition will be present t:CUSTOMER COUNTERMEASURES -CSLControlled Shipping Levels (CSL)are customer countermeasures with three different levels (CSL1,CSL2,CSL3)according to the gravity and repetitions of non-conformities detected in the supplies.CSL1(Controlled Shipping Level 1):An additional inspection process focused on a specific set of product characteristics 100%checked by supplier.CSL2(Control Shipping Level 2):The supplier must appoint a qualified third-party Certifying Body that ,focused on a specific set of product characteristics,must carry out 100%checks on the batches,to be delivered to the Customer Plants.CSL3(Control Shipping Level 3):after confirming the systematic inadequacy of the production and/or control system ,supplier must appoint a qualified third-party Certifying Body,which,besides all the activities required in a CSL2,will provide the necessary support for a guided development of supplier processes (guided growth)..Data source :QUALITY IMPACT (TWS, 6M Rolling):10 points subtracted for each TWS notification at the Scorecard date;TOP WORST SUPPLIERS NOTIFICATIONTop Worst Suppliers are identified through a risk assessment comingfrom the QA Matrix and Supplier Quality Top Contributors based onPQ/PIQ performance.Reporting of TWS status is delivered through a monthly and yearlyreport in order to track improvements /recurrences.If a Supplier is retrieved in the report more than four times along theyear,an official communication letter is sent by Supplier Quality to thesupplier and –consequently -SQP bill 41Q item having impact onsupplier scorecard is issued into SQP system.If a Supplier does not appear in the report for more than fourconsecutive months,it will be removed from the list..QUALITY IMPACT -APQP trouble issue 31Q (6M Rolling):5 points subtracted for each Program Management (APQP) bill openeddue to:•Process Planning Review / Process Audit (PA) with score <3 -with open issues having a clear Supplier responsibility (seeQPS08018 -Annex1 trouble issue 31Q1 31Q2) or in case ofmissing responsiveness by suppliersProgram Review of APQP components is a periodical meeting with thegoal to put in evidence,as early as possible,potential job stopper or riskfor the project and to identify actions to prevent potential quality issues.Red status of Process Planning Reviews shall be escalated at platformleadership level for evaluation and risk management.Process Audit is a supplier process assessment applied on APQPcomponents The output is the early identification of supplier processcontrol plan’s weak points that deserve corrective actions within definedperiods.Until a PA is positive,the process audited cannot be consideredfully stable and in control.The Production Part Approval Process(PPAP)is a multidisciplinary activity that defines activities and responsibilities in order to ensure that customer requirements(in terms of specifications and design)have been understood and parts are compliant with them.QUALITY IMPACT -PPAP trouble issue(6M Rolling):▪ 5 points subtracted for each Program Management bill opened due to:•Rejected PPAP level4/5 (see QPS08018 -Annex1 trouble issue 31Q3)due to a clear Supplier responsibility▪ 2 points subtracted for each Program Management bill opened due to:•Rejected PPAP level1/2/3 (see QPS08018 -Annex1 trouble issue 32Q)due to a clear Supplier responsibilitySUPPLIER RESPONSIVENESS (SR%)KPI that evaluates the supplier involvement in problem resolution, through theusage of SQP EVO customer systemSR% -6M RollingPercentage value based on the number of Bills filled with supplier containmentaction on the total number of Bills opened (N).QUALITY IMPACT :▪ 5 points if the responsiveness is< 70 % of the total bills opened▪2points if the responsiveness is: 70% ≤SR%≤ 80%SUPPLIER COLLABORATION (CB) -6M Rolling Collaboration measures how many times the suppliers has not shown acooperative attitude in the communication process.KPI is the total quantity of Collaboration bills opened(see QPS08018 -Annex1trouble issue19C-35C-36C).This information is just for the record, it doesn’t subtract points from the score.ADDITIONAL CRITERIASupplier will be considered RED in Scorecard if at least one of the following conditions will be present:▪Nr.of CSL1opened>2▪NBH(New Business Hold)=Y▪ISO9001(AG,CE,IVECO BUS and Special Vehicles)=N▪IATF16949(FPT,IVECO Truck&Commercial Vehicles)=NAdditional informations are:▪ISO14001:Missing certification is just for the record;it doesn’t subtract points from the score▪WA:Warranty Agreement availability and contract typology.▪Percentage of Turn Over(PoT)▪Claim by Claim(CBC)▪Technical Factor(TF)World Class ManufacturingWORLD CLASS MANUFACTURING :This KPI is based on Audit results,and calculated only for those Suppliers involved byIVECO Group WCM program.QUALITY IMPACT : Rule 1; If the ∆%* between Supplier Self -evaluation and the Official Audit Score is more than 50%, 5 points will be subtracted to the scorecard and WCM redstatus will be assigned.Note: this rule is not applicable to the suppliers having a score ≥ 50 points.Rule 2;If the time between the audits is over 12 months due to supplier unavailability ordeletion, 10 points will be subtracted to the scorecard and WCM red status will be assigned.Rule 3(valid only for suppliers with a score ≥ 50) : If the last audit score is lower than the previousone 5 points will be subtracted to the scorecard. WCM green status will be maintaned.SCORECARD BONUS PACK (10 points total –one shot):If the Audit results are aligned to the target, a bonus pack of 10 points will be assigned to the SupplierScorecard with the following criteria :▪FIRST AUDIT : +5points will be added if 1°Audit Score is ≥10▪SECOND AUDIT : +3 points will be added if 2°Audit Score is ≥15Data source :∆%*0 25% >25%50% >50%Subtractedpoints qty.005RED ∆%* is the difference between SupplierSelf-assessment Score and the Official Audit Score . RED ++SustainabilityData source : SUSTAINABILITYThis KPI is based on supplier collaboration,self assessment and customeraudit score,and calculated only for those Suppliers involved by IVECO GroupSustainability Questionnaire.▪Availability of the filled Sustainability Questionnaire(Y/N status);it’s just for the record, it doesn’t subtract points to the score.▪Sustainability Supplier Score based on a Supplier self-evaluation;it’s just for the record, it doesn’t subtract points to the score.▪Sustainability Audit Score based on Customer evaluation;o Audit result is considered Red if the value is≤ 50;it’s just for the record, it doesn’t subtract points to the score.o Audit result is considered Yellow if the value is> 50 and ≤70;it’s just for the record, it doesn’t subtract points to the score.。

CHAPTER 9THE BALANCED SCORECARDTRUE/FALSE1. With the emergence of the information era, companies need to create value from theirintangible assets as well as their physical and financial assets.a. Trueb. False2. The primary purpose of the Balanced Scorecard is to obtain increased operating profits forthe current year.a. Trueb. False3. To achieve success, it is important to set nonfinancial objectives as well as financialobjectives.a. Trueb. False4. Different value propositions lead to different Balanced Scorecards.a. Trueb. False5. A properly constructed Balanced Scorecard tells the story of a business unit’s strategy.a. Trueb. False6. Strategy is about selecting the set of activities in which the organization will excel to createa sustainable difference in the marketplace.a. Trueb. False7. The vision and mission statement set the general direction for the organization.a. Trueb. False8. To create the Balanced Scorecard, first measures are identified and then translated intoobjectives.a. Trueb. False9. One valuable measure for the customer perspective of the Balanced Scorecard is marketshare.a. Trueb. False10. The learning and growth perspective of the Balanced Scorecard evaluates the profitabilityof the strategy.a. Trueb. False11. Employee satisfaction is a measure of the internal business perspective of the BalancedScorecard.a. Trueb. False12. Success in the customer perspective of the Balanced Scorecard should lead to improvementin the financial perspective.a. Trueb. False13. Key performance indicator scorecards that don’t reflect a company’s strategy can be just aseffective as the Balanced Scorecard.a. Trueb. False14. Key performance indicator cards will lead to local but not to global or strategicimprovements.a. Trueb. False15. Nonprofit and government organizations cannot use the Balanced Scorecard since financialperformance is not their primary measurement.a. Trueb. False16. Mission, rather than the financial perspective, drives the strategy of nonprofit andgovernment organizations.a. Trueb. False17. Balanced Scorecard measurements create focus for the future.a. Trueb. False18. CEOs and senior leadership can effectively implement strategy by themselves.a. Trueb. False19. Poor scorecard design, rather than a poor organizational process, is the biggest threat tosuccessful Balanced Scorecard implementation.a. Trueb. False20. If a Balanced Scorecard implementation team is really committed, they can initiallydevelop the perfect scorecard.a. Trueb. FalseMULTIPLE CHOICE21. Moving from the industrial age to the information age, companies need to:a. focus on the management of financial assets and liabilitiesb. make prudent investment in physical assetsc. create value from their intangible assets as well as their physical and financial assetsd. present an expanded section of intangible assets on their balance sheets22. Many intangible assets:a. do not appear on the balance sheet since it is difficult to place a reliable financialvalue on themb. should be evaluated with ROI and other performance measuresc. can be measured and managed with current financial control systemsd. are unimportant because they have no physical substance23. Intangible assets that are currently reported on the balance sheet include:a. loyal and profitable customer relationsb. innovative products and servicesc. employee skills and motivationd. the cost of a patent giving exclusive rights to a process24. The saying “what gets measured gets done” refers to measuring performance:a. so that appropriate disciplinary actions can be takenb. to ensure that employees perform equally in all dimensions of their jobsc. so that essential tasks get accomplishedd. to ensure that the ethical code of conduct is also being enforced25. The use of multiple-performance measures would be expected to lead to all of thefollowing EXCEPT:a. more extensive use of financial measures such as cost and profitb. employees recognizing the various dimensions of their workc. the use of new performance measures such as customer satisfaction and employeemoraled. group-level performance measures26. Balanced Scorecard objectives are in balance when:a. debits equal creditsb. financial performance measurements are less than the majority of measurementsc. the measurements are faird. the measurements reflect an improvement over the previous year27. The Balanced Scorecard is said to be “balanced” because it measures:a. short-term and long-term objectivesb. financial and nonfinancial objectivesc. internal and external objectivesd. All of the above are correct.28. __________ translate(s) an organization’s mission, vision, and strategy int o acomprehensive set of performance measures that provide the framework for implementing its strategy.a. Critical success factorsb. The value propositionc. Objectivesd. The Balanced Scorecard29. Which of the following statements is NOT true of a good Balanced Scorecard?a. It tells the story of a company’s strategy by articulating a sequence of cause-and-effect relationships.b. It helps to communicate corporate strategy to all members of the organization.c. It identifies all measures, whether significant or small, that help to implement strategy.d. It uses nonfinancial measures to serve as leading indicators of future financialperformance.30. Which of the following statements is NOT true of the Balanced Scorecard?a. Different strategies call for different scorecards.b. Successful implementation requires commitment and leadership from topmanagement.c. Only objective financial measures should be used, and subjective nonfinancialmeasures should be avoided.d. Cause-and-effect linkages may not be precise and should evolve over time.31. A strategy map provides direct cause-and-effect linkages between the:a. financial perspective and the learning and growth perspectiveb. financial perspective and the internal perspectivec. customer perspective and the internal perspectived. customer perspective and the learning and growth perspective32. A chain of cause-and-effect relationships that appropriately link the four balancedscorecard perspectives is:a. a high return on investment causes customer loyalty that results in skilled productionworkers that improve process qualityb. skilled production workers help to produce process quality that results in customerloyalty that helps to increase return on investmentc. customer loyalty results in a high return on investment that results in the ability toattract skilled production workers that improve process qualityd. improved process quality results in a high return on investment that causes customerloyalty that results in the ability to attract skilled production workers33. If a financial measure were growing revenues, then a driver from the customer perspectivewould MOST likely be:a. cross-selling other company productsb. trained employeesc. reduced cycle timesd. innovative processes34. If a customer measure were customer loyalty, then a driver from the internal perspectivewould MOST likely be:a. implementing cutting-edge technologyb. repeat salesc. high-quality production processesd. increased profits35. If an internal measure were shorter cycle times, then a driver from the learning and growthperspective would MOST likely be to:a. lower cost of acquiring materialsb. achieve just-in-time supplier capabilityc. offer a complete product lined. expand product offerings36. Which of the following statements is true?a. Vision and mission set the general direction for the organization.b. Strategy is a concise, internally-focused statement of how the organization expects tocomplete and deliver value to customers.c. Mission is a concise, externally-focused statement that expresses how theorganization wants to be perceived by the external world.d. Vision is about selecting the set of activities to create a sustainable difference in themarketplace.37. The purpose of the Balanced Scorecard is BEST described as helping an organization:a. develop customer relationsb. mobilize employee skills for continuous improvements in processing capabilities,quality, and response timesc. introduce innovative products and services desired by target customersd. translate an organization’s mission, vision, and strategy into a set of performancemeasures that help to implement the strategy38. The FIRST step to successful Balanced Scorecard implementation is clarifying:a. the organization’s mission, vision, and strategyb. who is the target customerc. the owner’s expectations about the return on investmentd. the objectives of all four balanced scorecard measurement perspectivesTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 39 AND 40.Stewart Corporation plans to grow by offering a sound system, the SS3000, which is superior and unique from the competition. Stewart believes that putting additional resources into R&D and staying ahead of the competition with technological innovations is critical to implementing its strategy.39. Stewart’s value proposition is:a. product innovation and leadershipb. best total costc. complete customer solutionsd. employees recognizing customer needs40. To further company strategy, measures on the Balanced Scorecard would MOST likelyinclude:a. shorter cycle timesb. manufacturing qualityc. yieldd. lowest cost supplierTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 41 AND 42.Riter Corporation manufactures water toys. It plans to grow by producing high-quality water toys at a low cost that are delivered in a timely manner. There are a number of other manufacturers who produce similar water toys. Riter believes that continuously improving its manufacturing processes and having satisfied employees are critical to implementing its strategy.41. Riter’s value proposition is:a. product innovation and leadershipb. complete customer solutionsc. employees recognizing customer needsd. best total cost42. To further company strategy, measures on the balanced scorecard would MOST likelyinclude:a. number of process improvementsb. first to marketc. longer cycle timesd. number of new products43. __________ are (is) best stated as action phrases that articulate what the organization hopesto accomplish.a. Measuresb. The value propositionc. Objectivesd. The balanced scorecard44. __________ describe(s) specifically how success in achieving objectives is determined.a. Measuresb. The value propositionc. Targetsd. The Balanced Scorecard45. __________ establish the level of performance or rate of improvement required for ameasure.a. Critical success factorsb. The value propositionc. The Balanced Scorecardd. Targets46. Identi fy the BEST description below of the Balanced Scorecard’s financial perspective. Toachieve our firm’s vision and strategy:a. How can we obtain greater profits for the current year?b. How should we appear to our shareholders?c. How will we obtain continuous improvements?d. How can we secure greater customer satisfaction?47. Identify the BEST description of the Balanced Scorecard’s internal perspective. To achieveour firm’s vision and strategy:a. How do we lower costs?b. How do we motivate employees?c. How can we obtain greater profits?d. What must we excel at to satisfy our customers and shareholders?48. All of the following questions relate to the Balanced Scorecard’s learning and growthperspective EXCEPT:a. How do we achieve greater employee satisfaction?b. How do we increase profits and return on capital?c. How do we provide information systems with updated technology?d. How will we sustain our ability to change and improve?49. Identify the BEST description of the Balanced Scorecard’s customer perspective. Toachieve our firm’s vision and strategy:a. How do we obtain a greater market share?b. What do our noncustomers consider to be most important?c. What new processes do our customers value?d. How do we obtain outcomes that meet or exceed customer expectations?50. The return-on-investment ratio is an example of a Balanced Scorecard measure of the:a. internal perspectiveb. customer perspectivec. learning and growth perspectived. financial perspective51. The number of complaints about a product is an example of a Balanced Scorecard measureof the:a. internal perspectiveb. customer perspectivec. learning and growth perspectived. financial perspective52. Manufacturing cycle efficiency is an example of a Balanced Scorecard measure of the:a. internal perspectiveb. customer perspectivec. learning and growth perspectived. financial perspective53. Surveys of employee satisfaction is an example of a Balanced Scorecard measure of the:a. internal perspectiveb. customer perspectivec. learning and growth perspectived. financial perspective54. Measures of the Balanced Scorecard’s customer perspective include:a. market shareb. number of on-time deliveriesc. number of process improvementsd. revenue growth55. The following statements are true regarding the financial perspective EXCEPT:a. Financial performance can be improved through two basic approaches – revenuegrowth and productivity.b. Financial objectives typically relate to profitability.c. A financial measure might be net income.d. A financial objective might be to offer low prices to satisfy and retain price-sensitivecustomers.56. The following statements are true regarding the customer perspective EXCEPT:a. Customer satisfaction leads to customer retentionb. A customer target might be to reduce cash expenses by 3%.c. Customer retention generally leads to increased customer profitabilityd. Success in the customer perspective should lead to improvement in the financialperspective.57. It is useful to think of the internal business processes perspective of the Balanced Scorecardwithin four groupings that include all of the following EXCEPT:a. operating processesb. customer satisfaction processesc. innovation processesd. regulatory and social processes58. Managers for the learning and growth perspective of the Balanced Scorecard must invest inall of the following EXCEPT:a. reducing development cycle timesb. improving the skills of their employeesc. enhancing information technology and systemsd. aligning people to the company’s objectives59. Key performance indicator cards are scorecards that are developed:a. with only a single measure for each of the Balanced Scorecard perspectivesb. without working from organizational strategyc. to be more effective than the balanced scorecardd. to define the compensation system for executives60. Key performance indicator cards:a. lead to local but not global or strategic improvementsb. include only financial measuresc. are organized into ten perspectivesd. measure only a single Balanced Scorecard perspective61. Nonprofit and government organizations:a. cannot use the Balanced Scorecard because they have no customersb. cannot use the Balanced Scorecard because they have no financial objectivec. may use the Balanced Scorecard by adding a social impact perspective to the top ofthe strategy mapd. may use the Balanced Scorecard by not linking it to mission and strategy62. Success for nonprofit and government organizations is measured primarily by:a. their financial performanceb. their effectiveness in providing benefits to constituentsc. whether they can raise moneyd. whether they can balance their budgets63. To effectively use the Balanced Scorecard, nonprofit and government organizations:a. must identify a clear strategy with outcomes and initiatives identifiedb. must identify an extended list of planned programsc. must shift thinking to what it plans to do, not what it plans to accomplishd. These organizations cannot effectively use the Balanced Scorecard.64. Nonprofit and government organizations:a. may identify the customer as the funder (taxpayer/donor) or the recipient of theservicesb. use the Balanced Scorecard to communicate mission and strategy more clearly toemployeesc. use the mission rather than shareholder objectives to drive strategyd. All of the above are correct.65. Measurement for the Balanced Scorecard:a. creates focus for the futureb. communicates an important message to all employeesc. focuses the entire organization on strategic implementationd. All of the above are correct.66. Translating the strategy to operational terms:a. is an analytical exerciseb. results in the benefit of having the end product of the scorecardc. often results in team building and commitment to the new strategyd. All of the above are correct.67. Which of the following statements regarding aligning the organization to strategy is true?a. Measures of individual business units must add up to the corporate measure, just likeaggregating financial measures.b. Support functions and shared units are exempt from the Balanced Scorecard processsince they have no external customer.c. High-level strategic objectives on the corporate scorecard guide the development ofBalanced Scorecards for the decentralized operating units.d. All of the above are correct.68. Which of the following statements regarding strategy is correct?a. All employees are challenged to develop team or individual objectives that supportcorporate objectives.b. CEOs and senior leadership can implement strategy by themselves.c. It is safe to assume that the workforce is incapable of understanding these conceptsand ideas.d. All of the above are correct.69. To become a strategy-focused organization:a. monthly management meetings should focus on variances between performance andwhat was plannedb. the budgeting process must protect long-term initiatives from the pressures to delivershort-term performancec. scorecards and priorities should be updated annually when preparing next year’sbudgetd. All of the above are correct.70. To mobilize change, leadership should:a. actively involve the executive teamb. continually focus on the change initiativesc. use teamwork to coordinate changesd. All of the above are correct.71. The greatest threat to successful Balanced Scorecard implementation is:a. poor scorecard designb. a poor organizational process for development and implementationc. too few scorecard measuresd. too many financial perspective measures72. Senior management, rather than middle management, must be actively involved in theBalanced Scorecard project because:a. middle management lacks understanding of the strategy for the entire organizationb. middle management lacks authorization to make decisionsc. senior management needs to build an emotional commitment to the strategyd. All of the above are correct.73. Successful implementation of the Balanced Scorecard:a. may be completed by one important member of the senior management team, such asthe chief financial officerb. involves everyone in the organization knowing and understanding the strategyc. should not begin until data are collected for all scorecard measuresd. starts with a process to acquire a new data collection systemEXERCISE/PROBLEM74. Draw a strategy map that identifies the cause-and-effect linkages of the followingobjectives:Process qualityCustomer loyaltySkilled production workersReturn on investment75. Draw a strategy map that identifies the cause-and-effect linkages of the followingobjectives:Market shareStrategic technology availabilityGrow revenuesDesign and develop new products76. Buck Corporation plans to grow by offering a computer monitor, the CM3000, which issuperior and unique from the competition. Buck believes that putting additional resources into R&D and staying ahead of the competition with technological innovations are critical to implementing its strategy.Required:a. Is Buck’s strategy one of product innovation and leadership, best total cost, orcomplete customer solutions? Briefly explain.Identify at least one key element that you would expect to see included in the BalancedScorecard:b. for the financial perspective;c. for the customer perspective;d. for the internal perspective; ande. for the learning and growth perspective.77. Maloney Corporation manufactures plastic water bottles. It plans to grow by producinghigh-quality water bottles at a low cost that are delivered in a timely manner. There are a number of other manufacturers who produce similar water bottles. Maloney believes that continuously improving its manufacturing processes and having satisfied employees are critical to implementing its strategy.Required:a. Is Maloney’s strategy one of product innovation and leadership, best total cost, orcomplete customer solutions? Briefly explain.Identify at least one key element that you would expect to see included in the Balanced Scorecard:b. for the financial perspective;c. for the customer perspective;d. for the internal perspective; ande. for the learning and growth perspective.CRITICAL THINKING/ESSAY78. Give at least two examples of knowledge-based intangible assets. Are knowledge-basedintangible assets critical for success? Explain.79. What are the four key perspectives in the Balanced Scorecard? In a strategy map, what arethe cause-and effect linkages among these four perspectives?80. What is the primary purpose of the Balanced Scorecard?81. What is a key performance indicator scorecard and how does it differ from the BalancedScorecard? Which is more effective?82. How does a Balanced Scorecard for nonprofit and government agencies differ from a for-profit scorecard?83. Describe at least two of the five principles that assist in making the transition to a strategy-focused organization.84. What is the key ingredient to successful Balanced Scorecard implementation? Explain.CHAPTER 9THE BALANCED SCORECARDTRUE/FALSELO1 1. a LO2 2. b LO2 3. a LO2 4. a LO3 5. aLO3 6. a LO3 7. a LO4 8. b LO4 9. a LO4 10. b LO4 11. b LO4 12. a LO5 13. b LO5 14. a LO6 15. b LO6 16. a LO7 17. a LO7 18. b LO8 19. b LO8 20. b MULTIPLE CHOICELO1 21. cLO1 22. aLO1 23. dLO1 24. cLO1 25. aLO2 26. bLO2 27. dLO2 28. dLO2 29. cLO2 30. cLO2 31. cLO2 32. bLO2 33. aLO2 34. cLO2 35. bLO3 36. aLO3 37. dLO3 38. aLO3 39. aLO3 40. bLO3 41. dLO3 42. aLO4 43. cLO4 44. aLO4 45. dLO4 46. bLO4 47. dLO4 48. bLO4 49. dLO4 50. dLO4 51. bLO4 52. aLO4 53. cLO4 54. aLO4 55. dLO4 56. bLO4 57. bLO4 58. aLO5 59. bLO5 60. aLO6 61. cLO6 62. bLO6 63. aLO6 64. dLO7 65. dLO7 66. dLO7 67. cLO7 68. aLO7 69. bLO7 70. dLO8 71. bLO8 72. dLO8 73. bEXERCISE/PROBLEMLO274. Skilled production workers → Process quality → Customer loyalty → Return oninvestmentLO275. Strategic technology availability → Design and develop new products → Market share →Grow revenuesLO2,3,476. Solution:a. Buck’s strategy is one of product innovation and leadership because the companyplans to offer a product that is superior and unique from the competition.The company’s Balanced Scorecard should describe the product innovation and leadership strategy. Key elements should include:b. operating income growth from charging higher margins for CM3000 for the financialperspective;c. market share in the high-end monitor market, customer satisfaction, and newcustomers for the customer perspective;d. manufacturing quality, new product features added, and order delivery time for theinternal business perspective; ande. development time for new features, improvements in manufacturing technologies,employee education and skill levels, and employee satisfaction for the learning andgrowth perspective.LO2,3,477. Solution:a. Maloney’s strategy is one of best total cost because there are a number of othermanufacturers who produce similar water bottles. To succeed, Maloney will have toachieve lower costs relative to competitors through productivity and efficiencyimprovements, elimination of waste, and tight cost controls.The company’s Balanced Scorecard should describe the best total cost strategy. Keyelements should include:b. operating income growth from productivity gains and growth for the financialperspective;c. growth in market share, new customers, customer responsiveness, and customersatisfaction for the customer perspective;d. yield, time to complete customer jobs, and order delivery time for the internalbusiness perspective; ande. number of process improvements, hours of employee training, and employeesatisfaction for the learning and growth perspective.CRITICAL THINKING/ESSAYLO178. Give at least two examples of knowledge-based intangible assets. Are knowledge-basedintangible assets critical for success? Explain.Solution: Yes, business has moved from the industrial age into the information age where knowledge-based intangible assets create value and are critical for success. Examplesinclude loyal and profitable customer relations, high-quality processes, innovative products and services, employee skills and motivation, and database and information systems.LO279. What are the four key perspectives in the Balanced Scorecard? In a strategy map, what arethe cause-and effect linkages among these four perspectives?Solution: The four key perspectives in the Balanced Scorecard are:a. the financial perspective;b. the customer perspective;c. the internal perspective; andd. the learning and growth perspective.In a strategy map, the learning and growth perspective causes improvement in the internal business processes perspective, which causes improvement in the customer perspective, which helps to attain the objectives of the financial perspective.Learning and growth → Internal → Customer → Financial perspectivesLO380. What is the primary purpose of the Balanced Scorecard?Solution: The primary purpose of the Balanced Scorecard is to translate an organization’s vision, mission, and strategy into a set of performance measures that put that strategy into action with clearly-stated objectives, measures, targets, and initiatives.LO581. What is a key performance indicator scorecard and how does it differ from the BalancedScorecard? Which is more effective?Solution: The Balanced Scorecard translates an organization’s strategy into a set ofperformance measures that put that strategy into action with clearly-stated objectives,whereas the key performance indicator scorecard does not link the performance indicators to a strategy. The Balanced Scorecard is more effective because it links objectives tostrategy.。

外企常用英文缩写/单词/短句Welm 2011-11-11日常英语:见面，寒暄，聊天Nice to meet you. Nice to see you again. Glad to meet you again.How are you? I am ok. I am fine. It is good.How is the trip?It is a long trip. It takes 12 hours flying from Chicago to Shanghai.You must be exhausted.It takes me 5 hours form Suzhou to Haian.You must get up very early.It is sunny day.The weather is so bad today. The fog is heavy and the high way is shut off. Tea or Coffee?A cup of tea, please.Green Tea, pls.Cup coffee, please.It is lunch time. Let’s have dinner in the restaurant.Can I use the washroom?Where is the toilet?工作英语：邮件，How are you?Have a nice day!Hope everything well to you.Looking forward to meeting you soonYour quick response is highly appreciated.Should you have any questions, please don’t hesitate to let me know.Best regardsTKS: thanksASAP: as soon as possibleBTW: by the wayFW: forwardFYI: for your information报告，presentation简报，一般用ppt power point来做；Daily reportWeekly/monthly quarterly yearly annual reportReview the reportPlease have a review and give your comments.管理英语：人事：Team building DevelopmentSalary 工资Recruitment 招聘Position / Role 职位JD job descriptionResponsibility职责Performance绩效Key Performance IndicatorBonus 奖金Promotion 晋升promotion path 晋升通道Career development 职业发展lay off: 解雇；coffee/tea break 茶歇probation新员工试用期：3 months probationoperator/ receptionist 前台manual工作手册，指南现场管理；on shifts ：轮班；24-75S：sort, store, shine/standardization, standardize SOP sustain.Safety 安全Injury 工伤recordable injury备案的工伤Kanban Poka Yoka CT cycle time Takt timeLayout 布置u CellValue Stream mapping价值流，产品线（production line）Bottle neckbalanceJIT 准时供货0库存工作安排；Would you like have a rest firstly for 15 minutes, and then we start the meeting?先休息15分钟，再开始回忆如何？Do you want to have tour of the factory?你想参观一下工厂吗？proposal未经确认通过的提议，待讨论的方案；assignment任务，职责；in charge of / follow up / responsible for这三个说法的意思都是“负责”，但用法不一样：responsible for 的程度介乎前两种表达之间；in charge 表示对一个部门，一项有一定重要性的事务负责，也可以对人，与权力相关，follow up 表示具体跟进某事，与事情的重要性，与人，与权力无关，double check 复核double check before submit/send out/issue 提交/发出/发布前再审核一下项目；ProjectProject planScheduleAgendaProject leader ownerdriver ：推动者，“The development will drive this case.”这个项目由开发部主导。

英文缩写展开及翻译的整理日常使用类：KPI——Key Performance Indication关键业绩指标DPI——Day Performance Indication日业绩指标MIS——Management Information System信息管理系统CRC——Customer Record Card 客户销售记录OJT——On Job Training市场协同作业Back Check——市场查核Routine Call——路线拜访Price of——降价Reference——参考DMS——data management system数据管理系统EDMS——electric data management system电子数据管理系统Instant Noodles——即食面Workshop——专题讨论会,研讨会Total——总数;合计Food——食品Non-Food——非食品Instant Noodles——速食面AC-niesen——市调数据MAT——moving annual today 从当月回推一年SMART原则——目标订定的原则S(Specific)具体的，明确的；M(Measurable)可衡量的；A(Attainable);可达到的；R(Relevant)相关性；T(Time-based)明确的截止时间PDCA——管理循环P(Plan)计划D(do)执行C(Check)检核A(Action)改善职务名称类：SD——sales director 销售总监SM——sales Manager 销售经理SOM——Sales Operation ManagerTM——trade marketing 通路企划MOM——Marketing Operation Management （地方营运主管）MO——Marketing Operation 地方推广专员（以前的MS）BM——Brand Manager品牌经理（品牌主管）ABM——Assistance Product Manager助理品牌经理（产品人）直营常用类：FMCG——fast moving consume goods 快速消费品Trading Term——商业合约Monthly Rebate——月返：每月不因销售金额大小给与客户的无条件的返利折扣，通称月返Data Sharing/Information Free——资讯费：因客户要求各项销售数据或订单传输及对账单等资料提供费，也称讯息费New Store Open Free——新店开店赞助费Incentive Rebate——年返：每年双方因销售目标金额大小给与客户的有条件返利，通称年返Direct Mail Free——海报费:因促销商品讯息刊登在客户的海报上收的费用Display Free——陈列费Listing Free——新品费：新品项上架费用也可称条码费Net Costing——净成本=进货价格-促销折扣Initial Margin——前毛利=（售价-进货成本）/售价RSP——Retail Selling Price 产品贩售价格PP——Promotion Price 促销时的售价EDLP——Every Day Low Price 每日低价平价Revenue——销售额Net Sales——销售净额=扣除退货的未税金额GM——Gross Margin毛利CM——Commercial Margin商业利润IM——Initial Margin 前毛利BM——Back Margin后毛利Payment Term——帐期Net Profit——净损益（扣除费用/税率后）Invoice——发票BEP——Break Even Point损益平衡点ROI——return on investmen 投资收益率/利润率DC——Delivery Center 仓储Return Goods——退货Order Fill Rate——订单满足率Logistic——仓储运输Budget/Spending——预算/花费TG Free——端架费MD Free——地堆费DMS—— Database Management System正常平均单品销售数PDMS——Promotion Database Management System促销期间单品销售量EDI——Electronic Data Interchange电子订单系统ECR——Efficient Consumer Response有效客户恢复系统B2B——Business To Business生意往来的系统YTD——Year to date年销售进度到今天JBP——Joint Business Plan 联合商业计划Scorecard——平衡计分卡BR——Business Review 生意回顾CAM——Category Management 品类管理Grocery——杂货Like for Like——既存店的同比SKU——Store Keeping Unit 店内保存单品VPO——Volume Per Outlet 单店销量=垂直成长DST——陈列库存目标Stock——库存OOS——Out of Stock缺货CCU——CITY COMMERCIAL MERCHANDISE UNIT城市采购中心企划常用类：（一）媒体相关1、CPRP——cost per rating point 收视点成本，每一个收视率百分点所需要花费的成本2、GRP——Gross Rating Point 一定时期所有投放收视率总和3、Reach——到达率，一定期间内有机会接触广告一次或以上的人口百分比（二）产品及促销相关1、IMC——Integrated Market Communication,即整合营销。