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Strategy and Performance

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Strategy and Performance

Strategy and Performance

Getting the Measure of Your Business
Andy Neely, University of Cambridge
Michael Bourne, Cranfield University, UK
John Mills, University of Cambridge
Ken Platts, Cranfield University, UK
Huw Richards, University of Cambridge
June 2002
Available
Paperback
9780521750318
£78.99
GBP
Paperback
    Description

    Understanding how your manufacturing business performs is essential to remaining competitive, but is extremely difficult to do. The main purpose of this book is to provide directors, managers, change agents and consultants with simple but effective tools to help design and implement performance measurement systems, such as the Balanced Scorecard. It contains specific tools which will be of interest to practising managers and consultants. These tools and techniques have been developed over many years and honed through application in companies such as Rolls-Royce Aerospace and Federal Mogul. Besides large multi-nationals, the techniques have also been used effectively in medium and smaller sized entreprises and are appropriate to any manufacturing company employing fifty people or more. Supporting material is available online at www.cambridge.org/9780521750318. This book also forms part of a three-volume set covering business strategy, performance, and competencies.

    • Step-by-step guide to developing and implementing strategy for manufacturing organisations
    • Developed by the Cambridge Institute for Manufacturing with major industrial clients
    • Part of three volume set covering business strategy, performance and competencies

    Product details

    June 2002
    Paperback
    9780521750318
    156 pages
    246 × 175 × 15 mm
    0.356kg
    Available

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    Contents

    Table of Contents

    • Part I. Process Overview:
    • 1. What is performance and why measure it?
    • 2. What does a performance measurement system include?
    • 3. The process of performance measurement system design
    • 4. Summary of phase 1 of the procedure
    • 5. Summary of phase 2 of the procedure
    • 6. Participation
    • 7. Internal participation
    • 8. External participation
    • 9. Process and project management
    • 10. Launching the process
    • 11. Further reading
    • Part II. Selecting a Facilitator:
    • 12. Launching the process
    • 13. The workbook
    • 14. What are our main customer-product groups?
    • 15. What are our business objectives?
    • 16. Are we achieving our business objectives?
    • 17. Have we chosen the right measures?
    • 18. Using our measures to manage the business
    • 19. What can we use to drive performance towards our objectives?
    • 20. Which performance drivers are the most important?
    • 21. How do we know these drivers are working?
    • 22. Have we chosen the right measures for the drivers?
    • 23. Using these measures to drive business performance.
      • Show more
    Courses
    Resources
    Resources for
    Type
    Strategy Software and Files
    Size: 2.84 MB
    Type: application/zip
    Colour Plate
    Size: 165.77 KB
    Type: application/pdf
    Web Link for Further Information
    Additional Information
    About the authors
      Authors
    • Andy Neely , University of Cambridge

      Dr Mike Bourne joined the faculty at Cranfield School of Management in October 2000 and works on a number of projects involving assisting a number of blue chip companies with the development of their use of data and performance measures. Mike's career includes a research post at the Institute for Manufacturing, Cambridge and a wide variety of positions in industry, including periods in production management, business systems, strategy and acquisitions.

    • Michael Bourne , Cranfield University, UK

      John Mills spent 20 years with Shell International and Philips Electronics, initially in consultancy roles and then in factory, development and business management, especially in electronics and mobile communications industries. He joined Cambridge University in 1992 and is based at the Institute for Manufacturing in Cambridge.

    • John Mills , University of Cambridge

      Andy Neely is Director of the Centre for Business Performance at Cranfield School of Management and Professor of Operations Strategy and Performance. He has consulted to and worked with numerous organisations including 3M, Andersen Consulting, Aventis, British Aerospace, British Airways, British Telecom, DHL, Diageo, KPMG, NatWest Bank, Pilkington, Reckitt and Colman, and Rolls Royce Aerospace.

    • Ken Platts , Cranfield University, UK

      Dr Ken Platts spent the first part of his career working in manufacturing engineering and manufacturing management with companies making shoe machinery, ac generators, bicycles and cranes. Following an 18 month Fellowship in Manufacturing Management at Cranfield University, he went on to head the Computer Aided Manufacturing Group at TI Research labs before joining the University of Cambridge where he has just completed a three year term as the Director of the Manufacturing Engineering Tripos BA and MEng programmes.

    • Huw Richards , University of Cambridge

      Huw Richards worked in a variety of roles before studying mechanical and production engineering. After more than 10 years as a freelance consultant in training and communications, he joined a research project at the University of Cambridge in 1992 to develop processes to help manufacturing companies formulate strategy and design appropriate performance measurement systems. He is currently based at the Institute for Manufacturing in Cambridge.

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