and the like.
; Scorecard reporting must be
timely and visible – Especially at a
company’s front line, feedback should
be fast, even real-time. As importantly,
results must be prominently displayed
and loudly communicated.
; The scorecard must assign
responsibility and accountability for
each metric – That ownership should
include the support personnel who
have the tools and special knowledge
for correcting deficient performance.
; The scorecard must be updated
annually to reflect the latest theory of
business – For example, over time a
company’s market changes. Different
customers may require a new offering
of products and services.
Bottom Line: A performance mea-
surement system is all about making
the right numbers. Documenting your
theory of business, defining your whats
and hows, and implementing a score-
card that informs your employees of
performance expectations and results
will not revolutionize your company
overnight. Those tasks will be hard
work. But that effort will generate a last-
ing, company-wide culture focused on
the activities that matter to your busi-
ness, its suppliers, and its customers.
Remember Peter Drucker’s advice:
“There is nothing so useless as doing
efficiently that which should not be
done at all.” ;
; Want more? Read more Art Raymond columns
Over 48 years Art Raymond worked with manufacturers of
furniture, cabinetry, and other wood products around the world
to solve management and technical problems and to grow their
businesses. As the capstone to his career he served Hooker
Furniture Corporation as Senior Vice President, Operations
retiring in 2013. Contact him at firstname.lastname@example.org.