BALANCED

BALANCED SCORECARD
SCORECARD FOR
FOR QUALITY
QUALITY
EXCELLENCE
EXCELLENCE IN
IN THE
THE CONSTRUCTION
CONSTRUCTION INDUSTRY:
INDUSTRY:
A
A SUCCESS
SUCCESS STORY
STORY

“Strategic Performance Management Through Balanced

Scorecard: Local Experience” Seminar

LIU T. C. Davis WAN K. M. Sammy

 CONTENT
CONTENT

1. Introduction – Strategic tools for business excellence

2. Problems Besetting – Criticism of traditional construction management
3. Philosophy of Quality Management – Towards millennium
4. The Balanced Scorecard – Four perspectives management
5. Integration of Two Systems – A holistic strategic management system
6. Analogue Group’s Experience – Feasibility & challenges ?
7. Discussion & Conclusion – Achieve synergy ?
 INTRODUCTION
Strategic Tools For Business Excellence
 1.
1. Introduction
Introduction

v All contractors and consultants in Hong Kong are required to be

certified to meet ISO 9001 standard as a prerequisite for Government
projects.
v Numerous problems encountered in the conventional construction
industry.
v New generation of ISO 9000 series in which the Total Quality
Management (TQM) principles are resembled.
v The Balanced Scorecard (BSC) – a performance measurement tools
with four perspectives.
 1.
1. Introduction
Introduction

v Some areas of the ISO 9000 standard and BSC are common in
nature and content.
v Brief conceptual introduction and comparison of ISO 9000 standard
and BSC.
v The possibility of integration as a consolidated strategic tool.
v Some practical experience sharing of an E & M contractor in Hong
Kong.
PROBLEMS BESETTING
Criticism of Traditional Construction Management
 2.
2. Problems
Problems Besetting
Besetting

v Fail to put efforts on less tangible and non-financial measure such as

site safety record and environmental performance.
v Culture of “Just-make” and lack of culture of continuously improving
on its products and operations.
v Customer satisfaction not in focus.
v Extensive use of traditional and labour-intensive construction
methods.
v Inadequate trained and skillful workforce.
 2.
2. Problems
Problems Besetting
Besetting

v Short-term attitude to business development.

v Misleading information for cost allocation, control and decision
making.
v Fragmentation and adversarial culture within the industry.
PHILOSOPHY OF QUALITY
MANAGEMENT
Towards Millennium
 3.
3. Philosophy
Philosophy of
of Quality
Quality Management
Management

v QM is designed to continually improve performance and address

customer requirements.
v ISO 9000 standard assists the establishment and implementation.
v A breakthrough of quality characteristics in ISO 9000:2000 with
eight principles as fundamental to management.
 3.
3. Philosophy
Philosophy of
of Quality
Quality Management
Management

EIGHT PRINCIPLES

Customer focus Leadership

Involvement of people Process approach
System approach Continual improvement
Factual approach Mutually beneficial supplier
relationship
 3.
3. Philosophy
Philosophy of
of Quality
Quality Management
Management

v Based on a process model and all processes are interconnected

effectively.
v Achieve the quality objectives derived from customers’expectations
and stakeholders’implied requirements.
v Similar to principles of the international Business Excellence Models
(except excellence in business results).
v Contributes to productivity, competitiveness, customer satisfaction
and continual improvement.
 3.
3. Philosophy
Philosophy of
of Quality
Quality Management
Management
Continual Improvement

Management
Responsibility
Customer Requirements

Customer Satisfaction
Measurement,
Resources Analysis &
Management Improvement

Product Product
Realization
THE BALANCED SCORECARD
Four Perspectives Management
 4.
4. The
The Balanced
Balanced Scorecard
Scorecard

v A performance measurement method and strategic management tool

for measuring both tangible and intangible assets.
v Different perspectives towards balanced long-term strategic goals.
v Translates strategy and vision into critical success factors.
v There are correlations and causations in the cause-and-effect
relationships of four perspectives.
v Improvement in one area will contribute to the driving of
improvement in other elements and “Chain Process” is achieved.
4.
4. The
The Balanced
Balanced Scorecard
Scorecard
Financial
Perspectives

Customer Internal Business

Vision & Process
Perspectives Strategy Perspectives

Learning & Growth

Perspectives
 4.
4. The
The Balanced
Balanced Scorecard
Scorecard

v The vision and strategy are translated into objectives and are
communicated and aligned to all levels.
v A business plan for allocating resources or budgets is important.
v Feedback and learning processes should be implemented.
v Different market situations, business climates, competitive
environments require different scorecards.
 4.
4. The
The Balanced
Balanced Scorecard
Scorecard

Examples of Success Factors – Financial Perspective

v Total assets / employee ($) v Contribution margin (%)
v Revenues / employee ($) v Cash flow ($)
v Profits / employee ($) v Solvency (%)
v Market value ($) v Return on investment (%)
v Return on net assets ($) v Total costs ($)
v Return on total assets (%)
v Value added / employee ($)
v Profit margin (%)
 4.
4. The
The Balanced
Balanced Scorecard
Scorecard

Examples of Success Factors – Customer Perspective

v Number of customer (no.) v Brand-image index (%)
v Market share (%) v Average customer size ($)
v Customer lost (no.) v Customer rating (%)
v Satisfied-customer index (%) v Service expense / customer / yr ($)
v Customer-loyalty index (%)
v No. of visits to customers (no.)
v No. of complaints (no.)
v Marketing expenses ($)
 4.
4. The
The Balanced
Balanced Scorecard
Scorecard

Examples of Success Factors – Process Perspective

v Processing time (no.) v Industrial accident (no.)
v On-time delivery (%) v Cost of administrative error (%)
v Average lead time (no.) v Administrative expense ($)
v Inventory turnover (no.) v Contracts filed without error (no.)
v Improvement in productivity (%) v Time for decision making (no.)
v IT capacity / employee (no.)
v Emissions from production (no.)
v Environmental impact (no.)
 4.
4. The
The Balanced
Balanced Scorecard
Scorecard

Examples of Success Factors – Learning & Growth Perspective

v R&D expense ($) v Employee turnover (%)
v Investment in training ($) v Average absenteeism (no.)
v Patents pending (no.) v University degree holders (no.)
v Satisfied-employee index (no.) v CPD training hours (no.)
v Empowerment index (no.)
v Ratio of new products (%)
v Leadership index (no.)
v Motivation index (no.)
INTEGRATION OF TWO
SYSTEMS
A Holistic Strategic Management System
 5.
5. Integration
Integration of
of Two
Two Systems
Systems

v QMS does not emphasize the financial perspective and balanced

goals.
v BSC lacks a comprehensive operation system which specifies basic
elements for smooth, effective and efficient management.
v BSC may well be reconciled with QMS for developing a holistic
strategic management system.
v Lead to long-term strategic financial and non-financial goals and
achieve stakeholders’satisfaction.
 5.
5. Integration
Integration of
of Two
Two Systems
Systems

v The critical success functions are strategically aligned with critical

quality objectives.
v Establish critical strategic business objectives in seeking a full
spectrum measurement and analysis.
v Goals are derived by linking management responsibility and
leadership to resources management.
v Full involvement of all levels is vital and communication becomes
the primacy of integration.
 5.
5. Integration
Integration of
of Two
Two Systems
Systems

v An integrated measurement becomes an integral part of the factual

management of system.
v Measurement and alignment of objectives in business management
processes.
v Validation and modification of cause-and-effect relationships
through feedback and learning system.
 5.
5. Integration
Integration of
of Two
Two Systems
Systems
Balanced & Continual
Improvement

Management
Responsibility

Stakeholders Satisfaction
Stakeholders Expectation

Business Planning Feedback &

Learning
Financial
Goals

Internal
Resources Customer Vision & Business Measurement,
Management Goals Strategy Process Analysis &
Goals Improvement

Learning &
Growth Goals
Communicating Initiatives
& Linking Alignment

Process
Operation & Product s&
Realization Services
 5.
5. Integration
Integration of
of Two
Two Systems
Systems

v BSC supplemented QMS by linking traditional cost of quality to

regular financial performance.
v Deepens the top-level commitment for business long-term strategy.
v Broadens further the perspectives of the BSC.
v Invites respective stakeholders to commit in quality cultivation.
v Acts as a company’s common language for strategic improvement
and business excellence.
 5.
5. Integration
Integration of
of Two
Two Systems
Systems
FINANCIAL
Clause 6

Financial
Goals

PROCESS Customer Vision & Internal

Strategy Business CUSTOMER
Goals Process Goals
Clause 4.1, Clause 5 Clause 5.2,
4.2, 4.3, 7 & 8 8.2 & 8.5
Learning &
Growth Goals

LEARNING &
GROWTH
Clause 6
5.
5. Integration
Integration of
of Two
Two Systems
Systems

Cause-and-effect
relationships
ANALOGUE GROUP’S
EXPERIENCE
Feasibility & Challenges
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

Company Profile
v Key player in the E&M contracting industry in Hong Kong and
Mainland China including design, supply, installation, testing &
commissioning, operation and maintenance of:
- Building automation systems
- Electrical services systems
- Fire services systems
- HVAC systems
- Plumbing & drainage systems
- Sewage and water treatment systems
- System operation and maintenance
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

Essential Company Processes / Operations

v New installation project:

Design,
Design,
Drawing
Drawing && Purchasing
Purchasing // Receiving
Receiving
Tendering
Tendering Project
Project Booking
Booking Equipment
Equipment Subcontracting
Subcontracting Inspection
Inspection
Submission
Submission

Operation,
Operation, Testing
Testing && Installation
Installation
Servicing
Servicing && Handover
Handover Commissioning
Commissioning Inspection
Inspection
Maintenance
Maintenance
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

Essential Company Processes / Operations

v Service & maintenance project:

Purchasing
Purchasing // Store
Store Receiving
Receiving
Tendering
Tendering Contract
Contract Booking
Booking Subcontracting
Subcontracting Management
Management Inspection
Inspection

Service
Service //
Emergency
Emergency Call
Call Maintenance
Maintenance //
Operation
Operation
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

v AG currently maintains four ISO 9001 certificates and has gained

experience for QMS in construction industry for about ten years.
v BSC model is introduced as a performance measurement tool and to
complement the QMS to achieve its quality objectives.
v Two management models are effectively implemented after they are
integrated into one system.
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

Management
Commitment

Strategy Map Training

& Plan Critical Business Session
Objectives

External Interfaces Focus Group

Consultant Alignment Vision & Strategy Meeting

Communicating
& Understanding
Incentive Data Analysis
System Support

Specific Duties of
Staff Members
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

v Top-level commitment is vital and each colleague is assigned with

specific responsibilities.
v A strategy map is created to link objectives and measures for each
department implementing the system.
v Rating for each critical business objective is essential and subject to
change under varying business environment.
v Regular meetings and training sessions are organized to discuss the
underlying logic of system and to review performance achieved.
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

v A proper incentive system is created to link the objective achievement

with reward system.
v Information technology support is provided to handle, manage and
analyze the data.
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

Bear In Mind
Ask yourselves the following questions before the implementation.
v Why we need an integrated system ?
v What objectives and measures are appropriate for our department ?
v How are resources determined to implement the system ?
v Does company recognize our intangible achievements ?
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

Implementation Commentaries
v “Help us to be more focused… ”
v “Guide us through in a more balanced way in our operation… ”
v “Help to manage the department – give an overall picture, drive to
work on weak areas… ”
v “Help in planning and provide an indicator to performance… ”
v “Help to reinforce regular review of accomplishment in a more
balanced way… ”
 6.
6. Analogue
Analogue Group’s Experience
Group’s Experience

Implementation Commentaries
v “Help to drive planning and execution of new system / method to
improve operation efficiency… ”
v “Take it serious, manage the system with care, 用心去做, 不要為
做而做, 交功課… ”
v “Enhance communication with empowerment using the same
language, barriers are broken… ”
v “Save much of our time not to implement two systems separately… ”
DISCUSSION &
CONCLUSION
 7.
7. Discussion
Discussion &
& Conclusion
Conclusion

v ISO 9000 can hardly ensure “real” quality in construction industry.

v BSC provides necessary mechanisms to realize strategy from different
perspectives.
v Two systems can be integrated to achieve synergy.
v Achieves customer satisfaction while being sustainable by maintaining
balanced objectives and performance.
v May help tackle the problems being faced in the construction industry
at large.
 7.
7. Discussion
Discussion &
& Conclusion
Conclusion

Benefits to Company
v Mobilizes company’s potential for strategic thinking.
v A tool for communication and dialogue.
v Provides documentation of shared views about strategic intentions.
v Useful for realizing strategy from time to time.
THANK YOU