Using the Balanced Scorecard in the Usps

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Every organization wants to reach their goals, improve results, and become more competitive by aligning their plans, processes, decisions, people, actions, and results. (NIST) This is better known as the Baldrige criteria. In 1993 the USPS was assessed by this approach. They noted a decline in service performance and customer satisfaction. So with a need for something to change, they appointed Marvin Runyon and resulted with what is known as Customer Perfect, or simply as The Management Cycle. One of the main features that came about was the development of strategic goal areas of emphasis called “voices”: Voice of the Customer, Voice of the Employee, and Voice of the Business. This was the start of using the balanced scorecard within the USPS and in developing a quality approach. Let’s take a look at what and how the “voices” support one another, what other measures could be added to the balanced scorecard to make it more effective in the USPS, and what are some of the advantages and disadvantages with using the scorecard. What exactly are the “voices”? The voice of the employee the stated and unstated needs or requirements of the employees of your business. (SixSigma) In the case of the USPS, its focus was on providing a safe work environment due to bad employee relations and minor instances of violence. The voice of the business is used to describe the stated and unstated needs or requirements of the business and shareholders. (SixSigma) For USPS its focus was on the “Breakthrough Productivity Initiative”. The program's goal was to identify opportunities for productivity improvement and reduced expenditures for mail processing, delivery, transportation, procurement, customer service, and overhead. In addition, the program was to identify common causes for poor productivity, provide a methodical approach to implementing improved practices, provide

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