Case Study USPS BSOP-522-6298
(1). Explain how the Voice of the Employee supports improved internal processes (Voice of the Business), and how the Voice of the Business supports customer satisfaction (Voice of the Customer).
Edward & Lindsay (2010) pp.402-404 stated the Postal Service used the Baldrige criteria to translate mission and strategic goals and established the Voice of the Customer, Voice of the Employee, and Voice of the Business initiatives. Senior management developed a balanced scorecard quality approach, to set goals and improvement targets, and to measure specific performance indicators. USPS is not run for profit, but rather meets a social mission that ...view middle of the document...
The improved internal business process category supports “Voice of the Business” which focuses on the question: “To satisfy our shareholders and customers, what business processes must we excel at for breakthrough productivity initiative?” The Voice of the Business was separated into two areas—one represented by a productivity measure, which supports customer satisfaction and the other by a revenue generation measure. (Edward et al. 2010)
For the customer satisfaction category, linked to the “Voice of the Customer”, the focus is: “To achieve our vision, how should we appear to our customers?” which leads to the desired financial outcome. The strategic emphasis, “Voice of the Customer,” is owned by marketing working in partnership with the operations unit. The primary set of indicators for delivery service measurement, which support “Voice of the Business, links to improvements in delivery performance and customer satisfaction (Edward et al. 2010).
For the financial category, the main question is: “To succeed financially, how should we appear to our shareholders?” which in the case of the Postal Service it has sufficient revenue to support its universal delivery service’s mission. There is an implied strategic alignment from the top to bottom, where a performance-driven culture is reflected in its human capital improvements, operational efficiency, and improvements in customer satisfaction, all established to improve financial stability. (Edward et al. 2010) (Sources: Using the Balance Scorecard (2006) http://www.scribd.com/doc/47940666/Balanced-Scorecard-USPS)
In summary, Edward et al. (2010) suggests the Balanced Scorecard is a well-connected cascading map that leads from an organization’s main strategy to these four perspectives and into elements that work to support the strategic objectives in a linked process. Each element is align and linked to each other and to the operations of the Postal Service to make improvements in performance. Learning and Growth linked to the Postal Service’s “Voice of the Employee” initiative sets a goal to provide a safe workplace and better employee relations improvements. Those measures support improved Internal Processes.
Internal performance measures ensure a safe work place. This target influences financial performance and is linked to a second initiative the “Voice of the Business” whose goal is to increase productivity and generate revenue. This key value-added performance measures in place, then supports customer/stakeholder satisfaction and influences financial performance, which directly affects Customer Satisfaction and linked to the...