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.keyword
Dissertations, Academic
en
heal.keyword
Organizational effectiveness--Measurement
en
heal.keyword
Performance--Management
en
heal.keyword
ISO 9001 Standard
en
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.fullTextAvailability
true