A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment

The main objective of this paper is to develop and validate a methodology to select the most important key performance indicators from the balanced scorecard. The methodology uses and validates the implicit systemic hypothesis in the balanced scorecard model, together with a qualitative and statisti...

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Autores principales:	Rafael Sanchez-Marquez, José Miguel Albarracín Guillem, Eduardo Vicens-Salort, José Jabaloyes Vivas
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2020
Materias:	balanced scorecard (bsc) strategy/policy deployment lagged time series key performance indicators (kpis) operating system (os) dynamic principal component analysis (dipca) correlation analysis Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/2d905cbdf0a94e25a1eec9b9f44297c1
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spelling	oai:doaj.org-article:2d905cbdf0a94e25a1eec9b9f44297c12021-12-02T14:41:51ZA systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment2331-197510.1080/23311975.2020.1720944https://doaj.org/article/2d905cbdf0a94e25a1eec9b9f44297c12020-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2020.1720944https://doaj.org/toc/2331-1975The main objective of this paper is to develop and validate a methodology to select the most important key performance indicators from the balanced scorecard. The methodology uses and validates the implicit systemic hypothesis in the balanced scorecard model, together with a qualitative and statistical analysis. It helps to determine a small set of indicators that summarizes the company’s performance. The method was tested using actual data of 3 complete years of a multinational manufacturing company’s balanced scorecard. The results showed that the scorecard can be summarized in six metrics, one for each dimension, from an initial scorecard composed of 90 indicators. In addition to reducing complexity, the method tackles the hitherto unresolved issues of the analysis of the trade-offs between different dimensions and the lagged effects between metrics.Rafael Sanchez-MarquezJosé Miguel Albarracín GuillemEduardo Vicens-SalortJosé Jabaloyes VivasTaylor & Francis Grouparticlebalanced scorecard (bsc)strategy/policy deploymentlagged time serieskey performance indicators (kpis)operating system (os)dynamic principal component analysis (dipca)correlation analysisBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 7, Iss 1 (2020)
institution	DOAJ
collection	DOAJ
language	EN
topic	balanced scorecard (bsc) strategy/policy deployment lagged time series key performance indicators (kpis) operating system (os) dynamic principal component analysis (dipca) correlation analysis Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	balanced scorecard (bsc) strategy/policy deployment lagged time series key performance indicators (kpis) operating system (os) dynamic principal component analysis (dipca) correlation analysis Business HF5001-6182 Management. Industrial management HD28-70 Rafael Sanchez-Marquez José Miguel Albarracín Guillem Eduardo Vicens-Salort José Jabaloyes Vivas A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment
description	The main objective of this paper is to develop and validate a methodology to select the most important key performance indicators from the balanced scorecard. The methodology uses and validates the implicit systemic hypothesis in the balanced scorecard model, together with a qualitative and statistical analysis. It helps to determine a small set of indicators that summarizes the company’s performance. The method was tested using actual data of 3 complete years of a multinational manufacturing company’s balanced scorecard. The results showed that the scorecard can be summarized in six metrics, one for each dimension, from an initial scorecard composed of 90 indicators. In addition to reducing complexity, the method tackles the hitherto unresolved issues of the analysis of the trade-offs between different dimensions and the lagged effects between metrics.
format	article
author	Rafael Sanchez-Marquez José Miguel Albarracín Guillem Eduardo Vicens-Salort José Jabaloyes Vivas
author_facet	Rafael Sanchez-Marquez José Miguel Albarracín Guillem Eduardo Vicens-Salort José Jabaloyes Vivas
author_sort	Rafael Sanchez-Marquez
title	A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment
title_short	A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment
title_full	A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment
title_fullStr	A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment
title_full_unstemmed	A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment
title_sort	systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment
publisher	Taylor & Francis Group
publishDate	2020
url	https://doaj.org/article/2d905cbdf0a94e25a1eec9b9f44297c1
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A systemic methodology for the reduction of complexity of the balanced scorecard in the manufacturing environment

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