美国能源部平衡计分卡导向管理制度培训资料

1、1,DEPARTMENT OF ENERGY PROCUREMENT & ASSISTANCE MANAGEMENT,FY 2003 BALANCED SCORECARD PERFORMANCE ASSESSMENT PROGRAM,National Core Performance Measures Supporting Corporate Management Initiatives,2,Balanced Scorecard Methodology,The BSC is a structured approach to performance measurement and performance management that links the organizations strategic thinking to the activities necessary to achieve desired results The BSC is a vehicle for communicating an organizations strategic direction and f

2、or 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,3,Balanced Scorecard Methodology,The BSC utilizes Department-wide measures plus individually tailored local measures to achieve the Procurement Executives strategic goals Results of BSC measurem

3、ents 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 Executives performance plan, and is a critical element in ME-60s SES performance assessments In FY 2003, ME-60 continues to assign accountability to individual staff by flowing down the

4、 BSC to individuals and teams.,4,MISSION To provide acquisition and assistance services to support accomplishment of the Departments programmatic goals and objectives.,STRATEGY To change the present systems 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

5、best value product or service to our customers while maintaining the publics trust and fulfilling public policy objectives.,DOE Procurement System,5,Strategic Approach,Process Analysis,Benchmarking,Workforce Planning,Customer-focus,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?,INTER

6、NAL BUSINESS PROCESSES To Satisfy Our Stakeholders and Customers, What Business Processes Must We Excel At?,Balanced Scorecard Strategic Perspectives,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 Actions,MISSION VISION STRATEGY,CUSTOMER - Customer Satisfaction - Effective Service/Partnership,INTERNAL BUSINE

7、SS 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 - Socioeconomics,Balanced Scorecard PERSPECTIVES AND OBJECTIVES,8,Balanced Scorecard Performance Measures, Performance Targets, & Management Initiatives,9,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAG

8、EMENT INITIATIVES CUSTOMER PERSPECTIVE,Procurement,10,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVE,Procurement,11,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVE,Procurement,12,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVE,Property,13,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT I

9、NITIATIVES CUSTOMER PERSPECTIVE,Contractor Human Resource Management,14,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES CUSTOMER PERSPECTIVE,Contractor Human Resource Management,15,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVE,Procurement,16,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVE,Procurement,17,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVE,Procurement,18,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVE,Procurement,19,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNAL BUSINESS PERSPECTIVE,Procurement,20,BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES INTERNA

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