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dc.contributor.author
Trigkas, Efthymios
en
dc.date.accessioned
2015-06-06T11:10:59Z
dc.date.available
2015-09-27T05:56:49Z
dc.date.issued
2015-06-06
dc.identifier.uri
https://repository.ihu.edu.gr//xmlui/handle/11544/206
dc.rights
Default License
dc.title
Implementing a Balanced Scorecard in organizations adopted ISO 9001:2008 quality management system
en
heal.type
masterThesis
heal.keyword
Dissertations, Academic
en
heal.keyword
Organizational effectiveness--Measurement
en
heal.keyword
Performance--Management
en
heal.keyword
ISO 9001 Standard
en
heal.language
en
heal.access
free
el
heal.license
http://creativecommons.org/licenses/by-nc/4.0
heal.recordProvider
School of Economics, Business Administration and Legal Studies, Executive MBA
heal.publicationDate
2012
heal.bibliographicCitation
Trigkas Efthymios, 2012, Implementing a Balanced Scorecard in organizations adopted ISO 9001:2008 quality management system, Master's Dissertation, International Hellenic University
en
heal.abstract
Performance measurement is essential for any organization. The quality managements systems are systems that contribute towards measurement and continuous improvement. The most common QMS is according to ISO 9001:2008 standard and has a strong process approach. A Balanced Scorecard is a performance measurement tool that combines financial performance with non‐financial measures, for future growth and profitability. We will examine several management tools and concepts, along with financial measurements, that should be included at a BSC or a QMS. We will propose several performance measurements for the four perspectives of a BSC. As a case study, we will examine the case of a construction company, that already has a QMS certified according to ISO 9001:2008 and how a BSC as a performance measurement tool could be implemented. We will try to prove that these two concepts together can effectively contribute to company’s continuous improvement.
en
heal.tableOfContents
Introduction 5 Literature review 5 Methodology 5 1. Performance measurement 6 2. Quality Management Systems 7 2.1 The ISO 9000 approach 7 2.2 The process approach 8 2.3 Implementation of the process approach 10 2.4 Advantages and profits of ISO 9001:2008 11 2.5 The market 12 2.6 Criticism 12 3. The Balanced Scorecard 14 3.1 Vision, Mission and Strategy 15 3.2 Objectives, Measures and Targets 17 3.3 Financial Perspective 18 3.4 Customer perspective 21 3.5 Process perspective 26 3.6 Learning and growth perspective 36 3.7 Usage of BSC 37 4. Case study 38 4.1 The company 38 4.2 The market 38 4.3 Basic operations 40 4.4 Mission and vision 40 4.5 Setting objectives and measures 41 4.5.1 Financial perspective 41 4.5.2 Customer perspective 42 4.5.3 Process perspective 42 4.5.4 Learning and growth perspective 44 4.6 Renewable Ltd BALANCED SCORECARD 45 4.7 Balanced Scorecard and ISO 9001:2008 46 4.8 Pitfalls of the BSC 49 4.9 Findings 49 3 5. Conclusion and recommendations 50 APPENDIX A References to processes in ISO 9001:2008 51 APPENDIX Β Basic requirements and clauses of ISO 9001:2008 standard 52 APPENDIX C Strategy map for Renewable Ltd 54 References 55
en
heal.advisorName
Andriopoulos, Costas
en
heal.committeeMemberName
Andriopoulos, Costas
en
heal.committeeMemberName
Vlachos, Dimitrios
en
heal.committeeMemberName
Papadopoulos, Chryssoleon
en
heal.academicPublisher
School of Economics and Business Administration, Executive MBA programme
en
heal.academicPublisherID
ihu
heal.numberOfPages
58
heal.fullTextAvailability
true


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