Free PDF Keeping Score
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Keeping Score
Free PDF Keeping Score
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About the Author
Mark Graham Brown has spent over twenty years consulting with major corporations and government organizations to help them improve performance. He has consulted with a number of Baldrige winners, including Solar Turbines, Armstrong Building Products, IBM, AT&T Universal Card, Ritz Carlton, and numerous finalists. Brown served served as a Baldrige Award Examiner for three years, and as the Overseer of the California Quality Awards for two years. He continues to teach workshops on the Baldrige criteria for the State of California Awards. He teaches public workshops through ASQ, IQPC, and IMS. In addition, Brown is the author of The Pocket Guide to the Baldrige Award Criteria, Keeping Score, and Winning Score. Brown is an active member of the American Society for Quality (ASQ) and the Association for Quality and Participation (AQP). He resides in Manhattan Beach, CA.
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Product details
Paperback: 224 pages
Publisher: Routledge; 1 edition (November 1, 2006)
Language: English
ISBN-10: 9781563273551
ISBN-13: 978-1563273551
ASIN: 1563273551
Product Dimensions:
6 x 0.5 x 9 inches
Shipping Weight: 10.4 ounces (View shipping rates and policies)
Average Customer Review:
4.6 out of 5 stars
13 customer reviews
Amazon Best Sellers Rank:
#1,011,096 in Books (See Top 100 in Books)
If you are looking for a book that explain metrics and how to develop an effective measurement system, then this book is a good example to check out. The author looks into the more recent style of utilizing measurements in an organization and he gives vivid details on how to use and report data. He touches on key subject matters that are part of any organization, which include customer satisfaction, value, customer service, and employee satisfaction. It is a basic book as far as understanding basic principles of measurements and analyzing data. That's what makes the book great. I definitely recommend it as my instructor did since it is a syllabus requirement for my quality assurance class.
This book doesn't look like much, and my expectations were'nt very high. However, I loved it! It is a very practical approach to evaluating and designing your metrics systems. It takes you through what a measurement system looks like, how to see where you need improvement/what level you are on, and how to improve. Very practical, and doesn't get weighed down in details. Easy to implement.
excellent
Came on time, as advertised. Great information if looking for a book to provide baseline metric strategy.
I ordered Mark Graham Brown's "Keeping Score" just as I got involved with a Balanced Scorecard implementation. As we worked through the process of designing our internal scorecard I found this slim volume (<200 pages) an invaluable aid. From the introduction through to the last chapter, I found this book full of practical ideas and advice. For instance, one of my personal pet peeves is the short shrift most larger companies give to the value of their people. In chapter 10: "Measuring Employee Satisfaction", Mr. Brown addresses topics such as the short-sightedness of improving profits through downsizing and how a balanced scorecard can help underline this mistake. He ends the book with a practical 10 item list "The Key To Successful Plans". After all the theory, I was glad to have a roadmap handy. I'd recommend this book to anybody who is contemplating a new scorecard, or rehabbing an existing one.
The author makes a number of important points in this book. There is an emphasis on the few key measures that matter, linked to strategy and stakeholder needs. As to their characteristics, he recommends metrics that provide a view of the past, present and future. While it is relatively easy to develop metrics with a focus on the past or present, developing future oriented metrics is a little more difficult. Unfortunately no generally applicable guideline seems to exist.One very good aspect of "Keeping Score" is the presence of summaries at the end of each of the chapters of part 2, telling you how successful organisations measure performance in the areas of finance, quality, suppliers, customer satisfaction, processes/operations and employee satisfaction. Whether or not you currently have a system in place, you're likely to find more than a few useful ideas here.
Substantially UnsubstantialKeeping Score is a good high-level review of the importance of metrics in strategy-driven organizations. Brown employs Kaplan & Norton's balanced scorecard methodology to illustrate the relationship between measurement and strategy. He doesn't really deliver much more than you would find in Kaplan & Norton's classic Balanced Scorecard book. I would like to have seen more suggested metrics around the various "themes": financial performance, customer satisfaction, product/service quality, process and operation performance, supplier performance, and employee satisfaction. I know macro- and micro-metrics are organization-specific; however, there are "generic" financial and satisfaction metrics he could offer. The Measurement System Self-Assessment 50 -item survey illustrated in the book is a great resource. It can easily be customized, automated and administered to stakeholders responsible for developing measurement systems. I applaud Brown for consistently reinforcing the formative rather than purely summative evaluation model. That is, any measurement system must contain historical (lagging), current, and forecasting (leading) measures. Those systems that are driven by summative data (i.e., historical) do not serve the real purpose of a measurement system, which is to allow stakeholders to make well-informed and better business decisions. Oftentimes, Brown downplays the complexity of developing and implementing a measurement system. He makes statements such as "Measurement is easy" and "Designing your own new and improved measurement system may not be a much work as you think..." These kinds of statements are worrisome and misleading because developing a robust measurement system aligned with organizational strategy is no simple feat. Nor, should it be. One extremely important area that is only slightly addressed is that of system maintenance and integrating the system into business processes. Once a measurement system has been established clear guidelines should be established as to how the data will be employed and used to make decisions. A truly strategic organization will incorporate the measurement system into the daily operations of the organization.
Mark Graham Brown truly rams home the point of using appropriate metrics for measuring performance. This book is replete with anecdotal examples of how organizations can go wrong by not thinking out thoroughly what they are measuring. However, although numerous examples are provided of what to avoid, not enough are given of what to actually do. The ones that do, are fragmented with bits and pieces derived from a variety of corporations. In the later chapters, when Brown wants to illustrate the linkage of the measurements in a Balanced Scorecard to vision and strategy, the readers would have been better served if he had taken the example of one company and followed it through. Nevertheless, the book is a great introduction to the concept and points out useful questions an organization needs to ask itself in putting together its own scorecard. I am looking forward to a sequel that will more specifically describe how this can be achieved.
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