To address below par performance in its Ontario and Atlantic Canada division following a 2006 merger of two operational activities, a Canadian company adopted the balanced scorecard concept. To measure performance the company selected key performance indicators (KPIs) based on four key success factors (KSF) of: management support; clarity; team buy in; and consistency. The divisional vice-president supported the measurement processes and unit operating profit, followed by sales and average price...

BPIR Categories

14.1.1 Design & deploy performance measurement system
14.3.2 Implement an improvement approach/method/technique

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