Esta es la versión html del archivo http://www.lisi.usb.ve/publicaciones/SQM+USING+BSC.pdf.
G o o g l e genera automáticamente versions html de los documentos mientras explora la web.
Para vincularse a esta página o para marcarla, utilice el siguiente url: http://www.google.com/search?q=cache:0XllpMsbBVEC:www.lisi.usb.ve/publicaciones/SQM%2BUSING%2BBSC.pdf+calidad+sistemica&hl=es&ie=UTF-8

Google no tiene relación con los autores de esta página ni es responsable de su contenido.
Se han resaltado estos términos de búsqueda:  calidad  sistemica 
Page 1
1
S
YSTEM
Q
UALITY
M
ANAGEMENT USING
B
ALANCED
S
CORECARD
Juan Solano
SUNACIC
jsolano@cantv.net
María Pérez
Universidad Simón Bolívar
movalles@usb.ve
Teresita Rojas
Universidad Simón Bolívar
trojas@usb.ve
Anna Grimán
Universidad Simón Bolívar
agriman@usb.ve
Abstract
The role of IT departments in organizations has changed considerably in recent years. This is mainly due
to the need to develop competitive advantages to a business to remain a market leadership. Systems, being
part of this technology, have become the core of many critical business processes, and this in turn has
fostered the growth of systems development companies. However, in order for client organizations and
developers alike to compete effectively in a global market, they need to apply a quality approach to these
products.
The purpose of this article is to
describe the experience gained from using the Balanced Scorecard to
implement a quality strategy in systems development organizations in Venezuela
. The research model
utilized was Action­Research and the evaluation method was "Quantitative Case Studies," obtained by
applying the DESMET method. As a result of this experience, a process was implemented to create a
Balanced Scorecard geared to the integration of Systemic Quality, as well as a Strategic Map for
implementation in systems development organizations
The processes followed to create the Balanced Scorecard and Strategic Map proposed were evaluated
within a Venezuelan organization using systems dynamics. This reduced the space-time variables
necessary in a real evaluation and provided us with sufficient knowledge to refine the process.
Keywords:
Quality,
Balanced Scorecard, Strategic Planning, System Dynamics, Strategic Map.
Introduction
Organizations have traditionally faced a host of challenges and changes imposed by the environment in which they operate.
This fact is even more accentuated now by their need to keep customers loyalty. Quality Assurance is a long-term strategy
for improving customer relations. Systems development organizations must also prepare strategies for implementing Quality
Assurance plans, which include their processes and products (systems), and in turn enable them to remain both profitable and
competitive.
Many quality programs have failed because they were designed as isolated projects, with no real relevance, whereas in reality
they affect the entire organization and their success largely depends on the commitment of the participants. One way of
attaining a global vision of the change is through an approach that enables the organization to be seen as a dynamic body with
Page 2
Solano et al./SQM using Balanced Scorecard
2
inter-related and inter-dependent components, where any change in any component must necessarily affect the others.
Management uses strategic planning to anticipate changes and their outcome. The Balanced Scorecard is a systemic model
(Kaplan and Norton 1996) that represents the organization through four related perspectives surrounding a common strategy
and vision. This article describes a process to create a Balanced Scorecard for integrating quality in systems development
organizations. It also proposes a Strategic Map to help in translating the strategy into action. The Process and the Strategic
Map were applied to a Venezuelan organization using system dynamics and simulation tools so their impact on the
organization could be measured at a minimum cost.
One of the main contributions of the proposed Process is that it can be developed in organizations that do not have a formal
strategic plan.
The following section describes the most important aspects of the theoretical framework of the research. The Action-
Research model used is also briefly described, as are the characteristics of the
Quantitative Study Case
recommended by
DESMET (Kitchenham 1996) for evaluating the proposal. Subsequently, through a case study, the development of the phases
in the Process, the Strategic Map proposed and the results of the evaluation are shown, and finally the conclusions and
recommendations of the research are presented.
Background
Quality is the factor that determines any organization's long-term success or failure, along with productivity and costs (Evans
and Lindsay 2000). The Systemic Quality approach seeks to balance the opposing forces of software quality ­ process
effectiveness and efficiency ­ taking the user and the customer into account. The Information Systems Research Laboratory
(LISI ­ the acronym from its name in Spanish) has developed two Systemic Quality application models, one being Process
Quality oriented (Pérez et al. 2001) and the other Product Quality oriented (Ortega et al. 2000). However, neither of them
gives any indication that these models should be integrated with the rest of the organization, especially with the strategic and
tactical plans that help to guarantee productivity and profitability.
This is the reason for an integrated vision is required to determine how each quality model's objectives can be linked to the
organization's objectives. This integrated vision by the organization is attainable if the organization is understood as being
an open system. Strategic planning occurs in organizations due to the need to be ahead of changes in the environment and
attain predefined goals and objectives. In a Quality Assurance approach, attributes like the use of Information Technologies
(IT) and a systemic view of the organization, are necessary but not enough to achieve success.
The Balanced Scorecard (BSC) is a systemic model proposed by Kaplan and Norton (1996) ten years ago to help to translate
an organization's vision and strategy into specific strategic objectives controlled through a coherent set of actuation
indicators. Organizations have employed BSC in organizations in different areas, ranging from government to IT, and in all
of them it has proven to be extremely useful. This model enables Quality Assurance to be given a strategic nature. Its
structure is determined by the reciprocal relationship between the four main perspectives ­ the Financial Perspective, the
Customer Perspective, the Internal Business Process Perspective and the Learning and Growth Perspective ­ with the
organization's vision and strategy (Kaplan and Norton 1996), as shown in Figure 1.
Clientes
Clientes
Aprendizaje
y crecimiento
Aprendizaje
y crecimiento
Procesos
Internos
Procesos
Internos
Finanzas
Finanzas
Visión y
Estrategia
Visión y
Estrategia
Yesterday
Today
Tomorrow
Clientes
Customer
Aprendizaje
y crecimiento
Learning and
Growth
Procesos
Internos
Internal
Process
Finanzas
Financial
Visión y
Estrategia
Strategica
d
Vision
Figure 1. Balanced Scorecard Model
(Source: Kaplan and Norton 1996)
Page 3
Solano et al./SQM using Balanced Scorecard
3
Use of this model has been extended to support strategic management, which is why a process to create the BSC that supports
the integration of systemic quality models into the organization has been proposed.
Research Methodology
The basis for the Action­Research model is that Human Activity Systems processes ­ like organizational processes ­ can be
studied better if changes are included in these processes and the effects produced by these changes observed (Baskerville
1999). The following methodological cycle for this research was established on the basis of this principle, as shown in Table
1. To support the research methodology proposed, the DESMET Method (Kitchenham 1997) was used. This method was
developed in order to select an evaluation method and/or tools that can easily be adapted to this research. Its application
consisted in a series of criteria and restrictions for selecting the most suitable evaluation method. As a result of this method,
the
Quantitative Study Case
was used. It indicates that the quantitative evaluations are based on the assumption than some
quantifiable properties of the processes that are expected to change as a result of using the method to be evaluated can be
identified (Kitchenham 1997). This can be expected to integrate the BSC based proposal, since it has a related system of
indicators that may bring about the changes as a result of the proposal. The greatest disadvantage is that it must be applied on
a real time-scale in order to obtain some significant changes in the BSC model.
Table 1. Methodological Cycle for the work undertaken
Research-Action Cycle
Adapted Cycle
Description
1. Documentary Research
Review of bibliographical material .
2. Analysis of the background of the BSC Analysis of best practices in the use of the BSC.
DIAGNOSE
3. Integration Proposal
Proposal for integration of quality models through the BSC.
4. Application of the DESMET Method
Choice of the best evaluation method for the proposal.
PLAN ACTION
5. Analysis of the context
Specifications and agreements necessary to apply the proposal
TAKE ACTION
6. Evaluation of the Integration Proposal
The method for evaluating the proposal is applied.
7. Analysis of Results
Study of the results based on the objectives of the research.
EVALUATE
8. Refinement of Integration Proposal
Modification of the proposal based on experience acquired in its
application.
SPECIFY LEARNING
9.Conclusions and Recommendations
Conclusions of the research and recommendations for future
research.
To offset this disadvantage of the
Quantitative Case Study
, the systems dynamics and simulation tools were used. Through
mathematical formulae, they enable the space-time variables to be compressed to reveal the dynamic changes in study
models. The dynamics of the models can be experimented with through graphics, tables and animated diagrams. The present
state of the organization chosen can be represented, the BSC projected into the future and the effects of changes in key
indicators simulated. The advantage with the simulation of a case study is that organizations wishing to participate do not
need to have developed a BSC (something not common in Venezuela), nor do they have to make changes or assign
considerable resources. Dynamic simulation systems are considered the third generation in IT to support the use of BSC in
the organization (Olve et al. 1999). The dynamic simulation tool used was ITHINK
, release 5.
Proposal for integrating Systemic Quality through the Balanced Scorecard
This section describes the development of the integration proposal in a Venezuelan organization. It involves developing the
Process to create the BSC and the Strategic Map to create a quality vision. For reasons of confidentiality the company's
name has been changed to
VeneSoft, C.A.
. This company has functioned in Venezuela since 1989 and is the branch of a
well-known international firm whose head office is in the USA. This company develops systems for customers in several
sectors such as: financial, telecommunications, government, manufacturing, etc. It acts as an integrator of different
technologies in the entities with which it works. Its employees facilitate the transformation of organizations into intelligent
business entities by applying technology to their business processes.
To begin with, all the fundamental premises were reviewed. These are the basic conditions to be fulfilled by an organization
(See Table 2) :
Page 4
Solano et al./SQM using Balanced Scorecard
4
Table 2. Review of Fundamental Premises at VeneSoft, C.A.
Premises
Departments
Administration
Development
Operations
Human
Leader
Creativity
Leadership team
Sense of belonging
Organizational
Systemic vision
Defined processes
Resources
Cultural
Commitment to quality
Systemic thinking
Shared vision
Recognition
Motivation
Technological
Technologies Teamwork
Mass media
Accessibility
Management
Strategic plan
n/a
n/a
Change management
n/a
n/a
Current
To be developed
n/a not applied
As can be seen, the majority of the premises was covered by all the departments and only the commitment to quality and the
leadership team still need to be developed right across the organization. The conclusion was that VeneSoft, C.A. fulfilled the
basic conditions for beginning to apply the BSC creation Process. Hence the necessary phases for creating a BSC aimed at
integrating systemic quality in software development organizations were proposed, as was a Strategic Map, together with an
indication of how it should be distributed throughout the organization. This Process is cyclical and consisted of seven phases
(See Figure 2).
ESTRATEGIA
Análisis del Sector, su
Desarrollo y el papel de la
empresa
* Oportunidades y
amenazas externas
* Fortalezas y debilidades
internas
Establecer y/o confirmar
el Plan estratégico de la
empresa
*
Visión, Misión
*
Objetivos estratégicos
*
Estrategia Genérica
Traducir la estrategia en
Términos operativos
* BSC General
* Mapa Estratégico
* Indicadores
Alinear a la organización
Con la estrategia
Hacer de la estrategia el
Trabajo diario de todos
Los días
* Sinergia entre
las UEN
* Temas estratégicos
* Redes de
conocimiento
estratégico
* Vincular la
retribución con la
estrategia
Hacer de la estrategia un
Proceso continuo
Movilizar el cambio
mediante el liderazgo
de los directivos
* Vincular la estrategia con
el presupuesto
* Reuniones estratégicas
* Feedback estratégico
* Motivación
* Líder del proceso
STRATEGY
Analysis of the sector:
its development and the
role of the firm
* External opportunities
and threats
* Internal strengths and
weaknesses
Establish and/or confirm
the company's strategic
plan
*
Vision, Mission
*
Strategic objectives
*
Generic Strategy
Translate the strategy in
operating terms
* General BSC
* Strategic Map
* Indicators
Align the organization
with the strategy
Make the strategy an
everyday task
* Sinergy between
SBUs
* Strategic issues
* Networks of
strategic
knowledge
* Link retribution
to strategy
Make the strategy an
ongoing process
Mobilize the change
through management
leadership
* Link the strategy to the
budget
* Strategic meetings
* Strategic feedback
* Motivation
* Process Leader
Figure 2. Process for creating a BSC aimed at the integration of Systemic Quality.
(Source: adapted from Kaplan and Norton 1996)
Page 5
Solano et al./SQM using Balanced Scorecard
5
The properties to be seen looked at in the case study were also identified in the study and it is hoped that they reflect the
effects of applying the proposal. They are focused on the financial aspect. It is from these that the
Shareholder Value
(SHV)
indicator was extracted and they are expected to change the function of the strategy to be implemented. In order to establish
the value of the SHV, the organization has to provide a series of value drivers. Table 3 summarizes this.
Table 3. Analysis of the Context ­ Case Study VeneSoft. C.A.
Organizational
Characteristic
Value
No. of years in the software systems development sector
12
Do they have software Quality Assurance programs?
No
Availability of managing director as project leader
High
Financial
Value Drivers
Value
Sales (millions)
800
Rate of growth of sales
14%
Operating margin
65%
Accumulated fixed investment (1
st
year)
410.4 mb
Increase in working capital
9%
Increase in accumulated fixed investment
24.7%
Income tax rate
30%
Capital cost (WACC)
26%
Total investments in securities and shareholdings
195 mb
Market debt
500 mb
Customer
Value Drivers
Value
Customer base
300
Share of selected market
20%
Rate of customer satisfaction (1 - 5)
3
Internal Business Process
Value Drivers
Value
Average price of products and services
0.419205 mb
Learning and growth
Value Drivers
Value
Base of professionals
30
Base of candidates
10
Learning time (months)
2
Global employee satisfaction index (1- 5)
3
Annual contracting rate
24%
Annual staff defection rate
5%
The first simulation model in ITHINK
was prepared using these values in order to represent the current state of the
organization. The strategy to be followed for simulating VeneSoft's organizational model to test the integration of the
systemic quality, was based on the principles of Value Management. This principle ensures that an organization's worth
depends on its capacity to create value. This financial value depends, fundamentally on the strategy implemented (Amat
1999). In short,
if the financial value of the organization currently is determined, and if the growth expected in 5 years
is simulated, the shareholder value (SHV), which is also known as the pre-strategy value, can be established. If a
growth and productivity strategy based on the integration proposal of the BSC and systemic quality is then
introduced, this must affect the SHV. After that, a new model with the changes in value drivers over a similar period
to the current one is created in order to estimate changes in SHV.
Table 4 shows a summary of the financial values
resulting from the first simulation and the pre-strategy SHV.
Table 4. Financial results forecast for VeneSoft, C.A.
Million of bolivars
2000
2001
2002
2003
2004
2005
Sales
800
984 1,157.60 1420.21 1582.01 1856.02
- Cost
280
344.4
406.16
497.08
553.7 649.6
Op. Margin
520
639.6
752.44
923.13 1028.31 1206.41
Income Tax
191.88
225.73
276.95
308.5 361.92
Margin After Income Tax
447.72
526.71
646.2
719.82 844.49
+Depreciation
59
59
59
59 59
-Increase in fixed investments
410
130.1
159.61
177.8 208.59
Page 6
Solano et al./SQM using Balanced Scorecard
6
- Increase in working capital
40.29
47.4
58.16
64.79 76
Op. Cash Flow
56.42
403.29
482.51
531.32 613.98
The value of the SHV indicator in the organization's state was
1,661.89 million bolivars
The process shown in Figure 2 is described in order to show so the change in the SHV pre-strategy indicator.
Analysis of the sector, its development and the role it plays there
The purpose of this stage is to establish a consensus over the sector's characteristics and requisites, in this case the IT sector,
specifically in the systems development market. The external opportunities and threats were analyzed, as were its internal
strengths and weaknesses. In the case of VeneSoft, C.A. it was concluded that its commitment to quality should be redefined
and a growth and productivity oriented strategy created.
Establish and confirm the strategic plan
This phase seeks to ensure that the commitment to quality is part of the strategic plan. All organizations are created with the
goal of offering society a product or service. The mission represents this purpose and must show the fundamental values of
the organization, as well as specify the commitment to quality. The vision shows the future aimed at, it is the image of the
organization in the future. At VeneSoft it was seen that although quality is explicitly cited, it is nowhere to be found in the
vision or mission. T
he strategy to be followed will seek to differentiate them from the competition through a proposal
to provide an innovative value to customers that must include top quality, fair prices and timeliness. It also aims to
achieve operational efficiency and be a cost leader in the sector
.
Translating the Strategy into Operational Terms
This phase seeks to implement the strategy and manage its evolution through the BSC. First of all the matrix of the BSC was
adapted and new indicators, such as SHV and Free Cash Flow, were included in the financial value. The Customer
Satisfaction Index was added to the customer perspective. At employee level, the indicators proposed by the Staff
Satisfaction Index were summarized. The other strategic objectives were accepted and are expected to support the strategy
(See Table 5).
Table 5. Balanced Scorecard proposed for VeneSoft, C.A.
Perspective
Strategic topics
Strategic objectives
Strategic indicators
Growth
F1 Increase shareholder value
F2 New sources of revenue from outstanding
quality products and services
F2 Increase customer value through
improvements to products and services
-
Shareholder value
- Growth rate of volume compared with growth
rate of sector.
- Rate of product renewal compared with total
customers.
Financial
Productivity
F3 Cost leader in the sector
F5 Maximize utilization of existing assets
- Comparing expenses with the sector's
-
Free cash flow
- Operating margin
Enchant the Customer C1 Continually satisfy the customer chosen
as the objective.
- Share of selected key markets
-
Rate of customer satisfaction
Customer
Cost leader
C2 Value for money
C3 Reliable operations.
C4 Quality service
-Comparing value for money with the sector
- Percentage of errors with customers
Page 7
Solano et al./SQM using Balanced Scorecard
7
Growth
I1 Create and develop innovative products
and services
I2 Implement a software product quality
model with a systemic approach
- Profitability of new product investment.
- Rate of new product acceptance.
- Rate of product quality
Increase customer
value
I3 Technological improvements to products
I4 Apply flexible development
methodologies
I5 Advisory services
- Timeliness
- Product availability
Operational excellence I6 Provide a flexible global infrastructure
I7 Meet specs on time.
I8 Cost leader in the sector
I9 Implement a quality system
development model process
I10 Develop outstanding relationship with
suppliers
- Cost reduction
- Fixed asset production
- Improved yield
- Rate of compliance with specs.
- Rate of process quality
Internal Process
Good neighborliness
I11 Improve health, safety and environment
- Number of safety incidents
- Rate of absenteeism
Learning and
Growth
Motivated and well-
prepared staff
L1 Climate for action
L2 Fundamental skills and competencies
L3 Technology
- Rate of
customer
satisfaction
Seen graphically, by linking the objectives and the indicators of the four perspectives a Strategic Map can be created to show
the hypotheses through the cause-effect relationships, making it explicit and probable. In order to implement the strategy it is
important to communicate the key hypotheses, test them continuously and use the results to adapt the requirements (Kaplan
and Norton 2000). Figure 3 shows a proposal for a Strategic Map to integrate the systemic quality approach in systems
development organizations, with their objectives and indicators. This can be studied and communicated to the rest of the
organization with clarity. In translating the strategy into the logical architecture of a Strategic Map and a BSC, a common,
understandable reference is created for all business units and employees.
The quality initiative is fully integrated with the
internal processes perspective. This initiative establishes a strong relationship with other events which can enable the
financial objectives to be attained.
Financial
Perspective
Improve shareholder value
Growth Strategy
Productive Strategy
New sources of
revenue from
outstanding quality of
products and services
Increase customer
value through product
and process
improvements
Become a cost
leader in the
sector
Maximize
utilization of
existing assets
Customer
Perspective
Internal
Perspective
Learning and
Growth
Perspective
"Charm the customer"
Basic
*
Timeliness
*
Safe
*
Mark of
trust
Diferentiators
Quality
Standards
Innovative
products
and services
Personal
touch
"Cost leader"
Cost-benefit
relationship
Reliable
operations
Quality
services
"Growth"
Implementar
un modelo
de calidad
del producto
de software
con enfoque
sistémico
"Increase customer
value"
Crear y
desarrollar
soluciones
innovadoras
Aplicar
Metodologías
de desarrollo
flexibles
"Operational Excelence"
Proporcionar una
infraestructura
global flexible
Implementar
un modelo de
calidad del
proceso de
desarrollo de
sistemas
Cumplir con las
especificaciones
a tiempo
Líder del sector
en costos
"Good
neighborliness"
r
Mejorar
entorno,
salud y
seguridad
Servicios de
asesoria
Relaciones
sobresalientes
con los
proveedores
Mejoras
tecnológicas
en los
productos
Un personal motivado y preparado
Competencies
*
Excelencia funcional
*
Trabajo en equipo
*
Orientado a metas
*
Visión sistémica
Technology
* Tecnología de punta
* Oficina virtual
* Workflow
* Gestión del conocimiento
Environment
* Alinear y conectar
metas y retribuciones
* Crecimiento personal
y profesional
*
*
*
Implement a
software
product quali-
ty model with
a systemic
approach
Create and
develop
innovative
solutions
Apply flexible
development
methodologies
Provide a flexible
global
infraestructure
Implement a
systems
development
process quality
model
Timeliness
Cost leader in
the sector
Improve
health, safe-
ty and the
environment
Advisory
services
Outstanding
relationship
with suppliers
Technological
improve-
ments to
products
Motivated, web-prepares staff
*
Functional excelence
*
Teamwork
*
Goal-oriented
*
Systemic vision
* State-of-art technology
* Virtual office
* Workflow
* Knowledge Management
* Align and link goals
and retributions
* Personal and
profesional growth
Figure 3. Strategic Map proposed for integration of Systemic Quality approach
The Strategic Map was reviewed on the basis of the following ideas (See Figure 4):
Page 8
Solano et al./SQM using Balanced Scorecard
8
*
Employee Satisfaction
is the base indicator in the Growth and Learning Perspective, which is encouraged by the
Degree
of Access to IT
, bearing in mind the fact that this is a systems development firm.
*
Employee Satisfaction
in the
internal purposes fosters
Process Quality,
which on the one hand stimulates
Product
Quality
and on the other reduces
Operating Costs
(according to Deming's chain reaction). This cost reduction occurs in
the medium and long term, since Quality Assurance is initially reflected as a cost increase.
*
On the growth side,
Product Quality
, in the Customer Perspective, encourages
Customer Satisfaction
and in turn
increase
Market Share
.
*
The
Market Share
stimulates economic
Growth
in the Financial Perspective and this, in turn, makes greater
Fixed
Investments
possible and stimulates
SHV
.
*
Fixed Investment
enables new
Technologies
to be acquired, which in turn are reflected in greater
Employee
Satisfaction,
creating a feedback loop with the Growth and Learning Perspective.
*
On the productivity side, lower
Operating Costs
increase
Productivity
in the Financial Perspective, which in turn
stimulates
Competitiveness
,
and this improves
Market
Share
.
Productivity
also increases
SHV
.
This dynamic is reflected in the Strategic Map shown in Figure 4.
Aprendizaje y
Crecimiento
Procesos
Internos
Cliente
Financiera
Satisfacción de
los Empleados
Productividad
Calidad del
Proceso
Calidad del
Producto
Satisfacción del
Cliente
Mercado
Crecimiento
Costos Operativos
Valor al accionista
(+)
(+)
(-)
(+)
(+)
(+)
(+)
(+)
(-)
Competividad
(+)
(+)
Acceso a
Tecnologías
(+)
Inversión
Fija
(+)
(+)
Learning and
Growth
Internal
Process
Custom
Financial
Employee
satisfaction
Productivity
Process
Quality
Product
Quality
Customer
Market
Growth
Operating Costs
Shareholder value
(+)
(+)
(-)
(+)
(+)
(+)
(+)
(+)
(-)
Competivenes
(+)
(+)
Access to
Technology
(+)
Fixed
Investment
(+)
(+)
Figure 4. Strategic Map focused on systems dynamics for VeneSoft, C.A.
With this new strategy a second simulation model was created in ITHINK
, where the same one was incorporated and the
changes observed. An attempt was made to obtain financial results that justify the move towards a quality-based growth and
productivity strategy. Table 6 shows the financial results of the second simulation.
Table 6. Financial results after the simulating of the quality strategy at VeneSoft, C.A.
Millions of bolivars
2000
2001
2002
2003
2004
2005
Sales
800
984
1,157.60
1,470.71
1,868.52
2,373.94
- Cost
280
306.76
360.88
458.50
582.51
740.08
Op. margin
520
677.23
796.72
1,012.21
1,286.01
1,633.87
Inco
203.17
239.01
303.66
385.80
490.16
DISR margin
474.06
557.70
708.55
900.21
1,143.70
+ Depreciation
59
59.00
59.00
59
59
- Increase in
42.67
50.19
63.77
81.02
102.93
- Increase in
410
137.75
175.01
222.35
282.49
Op. cash flow
80.4
423.84
523.85
650.92
812.36
Page 9
Solano et al./SQM using Balanced Scorecard
9
The SHV indicator value after the quality strategy is
2,186.83 million bolivars
The value of the SHV indicator was increased by 31.6% as a result of the new systemic quality based strategy.
Continuing with the Process proposed (See Figure 2), for the following phases we have:
Align the organization with the strategy
In this phase the departments of VeneSoft.C.A. are aligned with the values already established by the strategy. The objectives
and goals set must be notified and information shared with suppliers so they too can be aligned with the organization's
requirements.
Make the strategy an everyday task
The aim of this task is to disseminate information on the strategy to be implemented, through a summarized table of the
strategies or a strategic leaflet. Clear and simple language that everyone in the organization can understand must be used. It
must contain the four perspectives of the strategy and the key indicators that show the goals and the results obtained.
Make the strategy an ongoing process
In this phase the way annual proposals by organizations are made is redefined, since the strategies can be linked to the
allocation of resources. This is important because it requires constant resources for a period of time that may exceed an
annual budget to guarantee tangible results in a quality program.
Mobilize change through leadership
The presence of a leader for the process, preferably the director general or president of the organization, makes it more
feasible to undertake all the changes the strategy involves. For VeneSoft, C.A., managing change has always been a very
important issue and the need to support a project of this magnitude with the same level of support is widely recognized.
In summary, it can be concluded that the integration processes should be implemented in open organizations, with flexible
managers who are up-to-date on relevant issues for guarantee improved management.
Conclusions and Recommendations
The proposal to integrate the quality approach establishes the causal relationships between quality and the other
organizational indicators, up to the financial perspective, which enables the feasibility of a quality strategy in management
terms to be reached. This research was based on dynamic simulation models for determining the impact of quality in
companies. The BSC enables process quality and product quality to be related to the other perspectives of the organization,
and its presence in strategic plans generates shareholder value in the medium and long term.
It is recommended to include more than one iteration in the proposal so as to improve the values obtained and, based on
simulation models, to create alternative scenarios; apply the proposal in an organization that already has a BSC program, to
improve its output; and lastly, establish which is the level at which systemic quality is profitable from a financial standpoint.
Page 10
Solano et al./SQM using Balanced Scorecard
10
Acknowledgements
This research was financed by the FONACIT-S1-2000000437 project
References
Amat, O. EVA Valor Económico Agregado, Grupo Editorial Norma, Barcelona, 1999.
Baskerville, R. "Investigating Information Systems with Action Research", Communications of the AIS (2:19), Octuber
1999.
Evans, J. and Lindisay, W. Administración y control de Calidad, Internacional Thomson Editores S.A., México, 2000.
Kaplan, R. and Norton D. Cuadro de Mando Integral. The Balanced Scorecard, Gestión 2000, 1996.
Kaplan, R. and Norton D. The Strategy-Focused Organization, Harvard Business School Press, USA, 2000.
Kitchenham, B. "Evaluating software engineering methods and tool, part 1: The evaluation context and evaluation
methods", Software Engineering Notes
(21:1), January 1996, pp. 11-15.
Kitchenham, B., Linkman, S., Law, D. "DESMET: A methodology for evaluating software engineering methods and tools",
IEEE Computing & Control Journal, June 1997, pp120-126.
Olve, N., Roy, J. and Wetter, M. Implantando y gestionando el cuadro de mando integral, Gestión 2000, 1999.
Ortega, M., Pérez, M., Rojas, T. "Modelo para la calidad del producto de software con enfoque sistémico", in ISAS 2000,
Callaos y Callaos eds., Orlando, 2000, pp. 395-401.
Pérez, M., Rojas, T., Mendoza, L., Grimán, A."Systemic Quality Model for System Development Process: Case Study", in
AMCIS 2001, Diane Strong and Detmar Straub (eds.), University of Minnesota, Boston, 2001, pp. 1297-1304.