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Balanced Scorecard
A system that translates an organization’s mission and
strategy into a comprehensive set of performance measures
that provides the framework for a strategic measurement and
management system.
Kaplan and Norton
•Deming Award
ORGANIZATIONAL
Strategy SOCIETY
LEADERSHIP
PROCESSES
RESULTS
Customer & CUSTOMER
Market Focus SATISFACTION
People PEOPLE
Management SATISFACTION
SUPPLIER &
Resource & Info PARTNERSHIP
Management PERFORMANCE
ENABLERS RESULTS
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Slide 7
ISO 9001:2000
Quality Management
Systems
Measurement,
Resource
Analysis,
Management
Improvement
Comparison
Balanced Scorecard ISO 9001:2000
Comparison
Excellence Model ISO 9001:2000
ISO 9001:2000
ISO 9001:2000 specifies requirements for a quality
management system where an organization:
Effectiveness
Extent to which planned activities are realized and planned
results achieved.
ISO 9000:2000 3.2.14
Analysis of Data
Organizational
Objectives
Customer
requirements
Statutory &
regulatory
requirements
Examples of
Defect rate and objectives set by
customer returns the Organization
QMS controls
Purchasing
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Analysis of Data
Organizational Organizational
Objectives Results
Customer Customer
requirements satisfaction
Statutory & Statutory & regulatory
regulatory compliance
requirements
Examples of Quality system
Defect rate and results recorded metrics
customer returns by the Inspection and test
QMS controls Organization
Supplier
Purchasing performance
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Organizational Organizational
Objectives Results
0 0
Organizational Organizational
Objectives Results
0 0
Organizational Organizational
Objectives Results
0 0
Organizational Organizational
Objectives Results
Improvement
Initiatives What actions are taken
when gaps are identified?
Customer Focus
Corrective Action
These actions may cause
In this example, the
the organization to organization identified
revise its objectives. Procurement three key areas for
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Management Review
100 100
Organizational Organizational
Objectives Results
0 0
Improvement
Initiatives
The improvement
Customer Focus
Management processes are also
Review
Corrective Action evaluated during
management review
Which may cause the
meetings and appropriate
organization to again Procurement
revise its objectives. action taken.
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Methods include
• financial measurement,
• measurement of process performance throughout the
organization,
• external measurement, such as benchmarking and
third-party evaluation,
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Slide 28
ISO 9004:2000
Methods (continued)
• assessment of the perceptions of customers and other
interested parties of performance of products provided,
• measurement of other success factors identified by
management.
• assessment of the satisfaction of customers, people in the
organization and other interested parties,
ISO 9004:2000 5.1.1
QMS Organizational
Results Business Results
0 0
Organizational Organizational
Objectives Results
Improvement in the
organization
% 100 75 50 25 0
Analysis of Data
100 100
Organizational Organizational
Objectives Results
0 0
QMS Results
Improvement
Initiatives
Business The Sydney Model is
Results cyclical and can be used
as often as required by an
Management Organization.
Review
Continual
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Slide 33
Conclusion
The overall result of using the Sydney model
is an enhanced pro-active approach to meet
QMS objectives and more importantly their
related corporate business and/or financial
objectives.
The effectiveness of the quality management system
in meeting both quality and/or business objectives is
likely to be the key attribute that ensures the on-
going support and resource allocation to maintain
the ISO 9001:2000 quality management system
within the corporate environment.
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