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A FRAMEWORK TO ALIGN STRATEGY, IMPROVEMENT PERFORMANCE, AND CUSTOMER SATISFACTION USING AN INTEGRATION OF SIX SIGMA AND BALANCED SCORECARD

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Date Issued:
2008
Abstract/Description:
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 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.
Title: A FRAMEWORK TO ALIGN STRATEGY, IMPROVEMENT PERFORMANCE, AND CUSTOMER SATISFACTION USING AN INTEGRATION OF SIX SIGMA AND BALANCED SCORECARD.
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Name(s): Rodriguez, Adriana, Author
Malone, Linda, Committee Chair
University of Central Florida, Degree Grantor
Type of Resource: text
Date Issued: 2008
Publisher: University of Central Florida
Language(s): English
Abstract/Description: 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 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.
Identifier: CFE0002191 (IID), ucf:47903 (fedora)
Note(s): 2008-05-01
Ph.D.
Engineering and Computer Science, Department of Industrial Engineering and Management Systems
Doctorate
This record was generated from author submitted information.
Subject(s): Strategy
performance improvement
customer satisfaction
alignment theory
BSC
Six Sigma
Case Study/Action Research
Persistent Link to This Record: http://purl.flvc.org/ucf/fd/CFE0002191
Restrictions on Access: public
Host Institution: UCF

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