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- Title
- PREFERENCES FOR PERFORMANCE MEASURES: A STUDY OF A FEDERAL AGENCY.
- Creator
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Beckles, Gina, Wang, XiaoHu, University of Central Florida
- Abstract / Description
-
The purpose of this dissertation was to determine the preferences of clients of programs administered by selected federal agencies and the preferences of the federal managers who administer the programs in assessing performance measurement systems. Using the general progression of previous budgetary models used in the public sector, the researcher developed the Modified Balance Scorecard (MBSC), a performance measurement model designed specifically for use within the public sector. Surveys...
Show moreThe purpose of this dissertation was to determine the preferences of clients of programs administered by selected federal agencies and the preferences of the federal managers who administer the programs in assessing performance measurement systems. Using the general progression of previous budgetary models used in the public sector, the researcher developed the Modified Balance Scorecard (MBSC), a performance measurement model designed specifically for use within the public sector. Surveys based on the MBSC were administered to public managers and to clients of those managers in order to determine their preferences. The results showed that managers preferred public good measures and clients preferred financial measures. Both groups' second preferred index of measures was internal management process measures. This research is important in policy formulation and provides many implications regarding the effective presentation of policies. These results can be used to help craft policies for maximum effectiveness, based on the preferences of the respective groups.
Show less - Date Issued
- 2006
- Identifier
- CFE0001091, ucf:46774
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0001091
- Title
- A FRAMEWORK TO ALIGN STRATEGY, IMPROVEMENT PERFORMANCE, AND CUSTOMER SATISFACTION USING AN INTEGRATION OF SIX SIGMA AND BALANCED SCORECARD.
- Creator
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Rodriguez, Adriana, Malone, Linda, University of Central Florida
- Abstract / Description
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This dissertation investigated the development, implementation, and evaluation of a management methodology founded on the alignment among the strategy, performance, and customer to bring value to any organization. A case study/action research in a service organization, called Institution "Z," provided the opportunity to assess the effects of the proposed Six Sigma Scorecard (SSS) methodology in the productivity indicators (measured by cycle time, line capacity, and number of errors). The Case...
Show moreThis dissertation investigated the development, implementation, and evaluation of a management methodology founded on the alignment among the strategy, performance, and customer to bring value to any organization. A case study/action research in a service organization, called Institution "Z," provided the opportunity to assess the effects of the proposed Six Sigma Scorecard (SSS) methodology in the productivity indicators (measured by cycle time, line capacity, and number of errors). The Case study/action research was conducted in three phases: Model and Concepts Design, Data Collection, and Findings. During the research, validity was pursued by using triangulation and theory to help maintain the case under research control. The observation of the SSS methodology in a real organization allowed the researcher to describe the merging process between Balanced Scorecard and Six Sigma methodology and their relationships to each other. The SSS methodology allowed identification of improvement projects that contribute to organizational strategy, implementation of strategies and provide feedback to the top level of management establishing alignment at three organizational levels – corporate, business, and functional. The results of the implementation of the SSS methodology in Institution Z showed a 40% improvement of the cycle time of the auto credit process, a 500% increase in the capacity of the process, and 65% decrease in the number of non-added value activities. During the same period of time, the BSC indicators showed a positive impact, specifically one financial indicator known as Level of Intermediation or GIC grew from 30% to 42% as it was expected by the end of the SSS implementation. The demonstration of the SSS framework in a Case study justifies the need for a combined methodology that aligns strategy, performance improvement and organizational outputs in a feedback loop. More research in this area is needed, especially investigations that include assessment studies where different management approaches are used alone and combined with strategic tools, and investigations that measure the relationship between level of coherence in the three merging points of the SSS and the results reached at the performance of the organization.
Show less - Date Issued
- 2008
- Identifier
- CFE0002191, ucf:47903
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0002191
- Title
- An Integrated Design for Six Sigma-Based Framework To Align Strategy, New Process Development, and Customer Requirements In The Airlines Industry.
- Creator
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Alghamdi, Mohammed, Elshennawy, Ahmad, Rabelo, Luis, Lee, Gene, Ahmad, Ali, University of Central Florida
- Abstract / Description
-
When organizations create new strategy maps, key new processes are often identified. This is important for organizations to stay competitive in the global marketplace. This document describes the development, implementation, and validation of a framework that properly aligns and links an organization's strategy and new process development. The proposed framework integrates the Balanced Scorecard management system (BSC) and the Design for Six Sigma (DFSS) methodology, leveraging their...
Show moreWhen organizations create new strategy maps, key new processes are often identified. This is important for organizations to stay competitive in the global marketplace. This document describes the development, implementation, and validation of a framework that properly aligns and links an organization's strategy and new process development. The proposed framework integrates the Balanced Scorecard management system (BSC) and the Design for Six Sigma (DFSS) methodology, leveraging their strengths, overcoming weaknesses, and identifying lessons learned to help bridge the gap between strategy development and execution. The critical-to-quality conceptual model is used as an integrative component for the framework. Literature search has resulted in little or no research into the development of similar frameworks. To demonstrate and evaluate the effectiveness of the framework in a real-world environment, a case study is carried out and implemented successfully. As the case study progressed, cycle time as a performance indicator was estimated and showed progression towards the targeted strategic objective. The developed framework helps decision-makers seamlessly transit from a strategic position to process development linking strategic objectives to the critical-to-quality features. This comprehensive framework can help move organizations from where they currently are to where they want to be, laying the background needed for customer satisfaction and breakthrough performance.
Show less - Date Issued
- 2016
- Identifier
- CFE0006246, ucf:51079
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0006246
