Analysis of measures of performance and continuous improvement at the Naval Dental Center Pearl Harbor, Hawaii.
Author(s)Fryzlewicz, John M.
Contributor(s)Naval Postgraduate School, Dudley Knox Library
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AbstractThesis advisors, Joseph G. San Miguel, Paul J. Fields
Thesis (M. S. in Management) Naval Postgraduate School, Dec. 2000
Includes bibliographical references (p. 73-74)
The Balanced Scorecard, developed by Robert S. Kaplan and David P. Norton, is a strategic management tool that has been successfully implemented in the private sector. This tool uses a balance of a historical perspective (financial) and three operational perspectives (customer service, internal business processes, and innovation and learning) that allow managers to readily evaluate an organization's performance towards achieving its vision and mission. This study examines the applicability of the Balanced Scorecard concept to Government organizations as a potential strategic management tool. The Government organization chosen to test this applicability was the Naval Dental Center Pearl Harbor (NDCPH) because it was recognized in 1998 for its organizational excellence by receiving the Hawaii State Award of Excellence, and the author's personal experiences onboard NDCPH as comptroller. The study centered on analyzing NDCPH's Mission, Vision, Key Success Factors (KSFs), and performance metrics, for use in developing a proposed Balanced Scorecard framework. This was done by equating the KSFs with Kaplan and Norton's perspectives and then matching appropriate performance metrics to the KSFs. A balanced Scorecard framework that followed Kaplan and Norton's concept was recommended. The potential for adapting this framework to other Naval Dental Centers was also demonstrated
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