By the end of 1995, 86% of the 550

By the end of 1995, 86% of the 550 nonunionized employees had developed scorecard templates, with objectives and measures. In early 1996, the employees goals an targets for the measures. People reported that they appreciated having no more than 15 measures; also that they could see this supervisor's scorecard and understand what he or she was focused on accomplishing.
D'attoma recalled:
People really liked the focus on the drivers of the lubes business, the leading measures. They also liked the idea that, going forward, their compensation would be determined, in part, by the same measures used for George madden, bob McCool, and LucioNoto's [Mobil corporation CEO] compensation.
Madden, pointing to exhibit 3, gave an example of the linkages that now existed:
I've been talking for four years about the need to fulfill the perfect order. I guarantee that every person in lubes has heard that from me personally, probable several times. But what did it mean?





No one knew, outside of the order fulfillment people. Now the vast majority of people in this organization own a piece of that measure.
D' Attoma used exhibit 3 to give another example of the linkages:
A measure in Madden's financial perspective was integrated [total] cost. When we went to the Beaumont plant, we asked the next six levels of people, down to the truck driver, how can you affect. Madden's integrated cost measure? You can see the drill down through the seven levels in this exhibit.
It was neat how the truck drivers developed ownership of their scorecard, for example even though the legal speed limit had been raised to 65mph in most states, mobil had retained a 55 mph limit for its drivers. The drivers told us, "put safety and energy conservation on our scorecards, and let us decide how fast we can legally drive. "they wanted to decide by themselves how to achieve the outcomes. For their cross-functional objective, they noted that they drive 200,000 miles a year and basically live in truck stops. They offered to support the mobil truck stop business by working with commercial engine oil people to develop a survey they could administer to determine other drivers' perceptions of engine oils. So they will be providing feedback to people in the marketing and distribution side of mobil's business.
As additional examples of the linkages, exhibit 4 presents a condensed version of the person scorecards for B.W. Schwieters, manager of an automotive region(level 3), and lisa Giacometti, a marketing representative (level 4) who reports to schwieters.
In addition, to the score card itself, each individual developed an action plan for the learning and growth object: what will be done during the next period to maximize the likelihood of achieving scorecard targets and enhancing personal development? Exhibit 5 is schwieters's competency devilment plan. A competency checked in the leverage column of exhibit 5 indicates that enhancement will produce a higher likelihood of achiveving or exceeding the individual's BSC objectives in the next period. A competency checked as growth has a payoff over a longer period. The personal development plan (lower half of exhibit 5) shows the action plans for achieving the individual's competencies and key measures for identifying whether the action has been accomplished.
Madden, while pleased with the impact from drilling the lubes scorecard down to teams and individuals, still noted some shortcomings with the effort to date:
We've now identified what we need to measure to run business. But we don't have

Kết quả (Việt) 1:

Cuối năm 1995, 86% của các nhân viên nonunionized 550 đã phát triển bảng mẫu, với mục tiêu và các biện pháp. Vào đầu năm 1996, các mục tiêu nhân viên một mục tiêu cho các biện pháp. Người báo cáo rằng họ đánh giá cao có biện pháp không quá 15; cũng rằng họ có thể nhìn thấy bảng điểm này giám sát và hiểu những gì ông hoặc bà tập trung vào hoàn thành.D'attoma nhớ lại:Người thực sự thích tập trung vào các trình điều khiển của doanh nghiệp lubes, các biện pháp hàng đầu. Họ cũng thích ý tưởng đó, đi về phía trước, bồi thường của họ có thể được xác định, một phần, bởi các biện pháp tương tự được sử dụng cho George madden, bob McCool, và LucioNoto của [Mobil corporation CEO] bồi thường.Madden, chỉ để triển lãm 3, cho một ví dụ về mối liên kết bây giờ tồn tại:Tôi đã nói trong bốn năm về sự cần thiết để hoàn thành bộ hoàn hảo. Tôi đảm bảo rằng mỗi người lubes đã nghe nói rằng từ tôi cá nhân, có thể xảy ra nhiều lần. Nhưng nó nói gì? Không ai biết, ngoài những người thực hiện đơn đặt hàng. Bây giờ phần lớn người trong tổ chức này sở hữu một mảnh của biện pháp đó.D' Attoma sử dụng triển lãm 3 để cung cấp cho các ví dụ khác về các mối liên kết:Một biện pháp trong Madden của tài chính người là tích hợp chi phí [tất cả]. Khi chúng tôi đã đi đến nhà máy Beaumont, chúng tôi yêu cầu tiếp theo sáu cấp độ của người dân, xuống tài xế xe tải, làm thế nào bạn có thể ảnh hưởng đến. Giận dư của tích hợp biện pháp chi phí? Bạn có thể xem các máy khoan xuống thông qua bảy cấp độ trong triển lãm này.It was neat how the truck drivers developed ownership of their scorecard, for example even though the legal speed limit had been raised to 65mph in most states, mobil had retained a 55 mph limit for its drivers. The drivers told us, "put safety and energy conservation on our scorecards, and let us decide how fast we can legally drive. "they wanted to decide by themselves how to achieve the outcomes. For their cross-functional objective, they noted that they drive 200,000 miles a year and basically live in truck stops. They offered to support the mobil truck stop business by working with commercial engine oil people to develop a survey they could administer to determine other drivers' perceptions of engine oils. So they will be providing feedback to people in the marketing and distribution side of mobil's business.As additional examples of the linkages, exhibit 4 presents a condensed version of the person scorecards for B.W. Schwieters, manager of an automotive region(level 3), and lisa Giacometti, a marketing representative (level 4) who reports to schwieters.In addition, to the score card itself, each individual developed an action plan for the learning and growth object: what will be done during the next period to maximize the likelihood of achieving scorecard targets and enhancing personal development? Exhibit 5 is schwieters's competency devilment plan. A competency checked in the leverage column of exhibit 5 indicates that enhancement will produce a higher likelihood of achiveving or exceeding the individual's BSC objectives in the next period. A competency checked as growth has a payoff over a longer period. The personal development plan (lower half of exhibit 5) shows the action plans for achieving the individual's competencies and key measures for identifying whether the action has been accomplished. Madden, while pleased with the impact from drilling the lubes scorecard down to teams and individuals, still noted some shortcomings with the effort to date:
We've now identified what we need to measure to run business. But we don't have