Integrating Six Sigma and the Balanced Scorecard

The BSC Designer, also known as balanced scorecard designer, is a strategic planning and management tool that is broadly used in the corporate sector, government sector, private sector, banking industry, nonprofit organizations worldwide in order to be better able to align corporate activities and performance to the vision and strategy of the organization, improve both internal as well as external communications, and monitor corporate performance against strategic goals.

Both the balanced scorecard and Six Sigma are frameworks that depend upon the metrics and key performance indicators for enhancing the organizational productivity and performance. Merging the two can be highly efficient and useful for the business organization and corporate sector without any doubts.

The fact of the matter is that both of these tools heavily focus on corporate overall efficiency and output. In addition, both of these tools and methods heavily depend on truthful and precise data plus metrics to match up the growth path and the overall organizational goals and objectives. The BSC designer takes into consideration key performance indicators and metrics to be labeled with red for poor and pitiable, yellow for mixed or varied results, and green for outstanding outcomes.

These evaluations and measurements can assist Master Black Belts and Black Belts segregate areas that need immediate consideration. They can begin assignments and ventures to impact these inadequately performing areas.

The areas with red ratings require abrupt attention to be implemented for their upgrading. Their meager efficiency can have detrimental impacts on other areas of the corporation. That’s what the BSC becomes a noteworthy framework for Six Sigma project managers in order to be better able to make good decisions regarding the changes and modifications in these areas.

Bearing in mind these important areas can assist the corporate employees to comprehend and develop better strategies regarding their improvement. These ratings can also stimulate the corporate employees to play a role in their upgrading and uphold them for longer periods. Further, corporate employee’s active participation in Six Sigma projects time and again has a demonstrating and affirmative impact on the pace of the development endeavor, with less confrontation to change.

In short, the amalgamation of Six Sigma and the balanced scorecard is one solution that can surely help all the business entities and corporate sector to align their strategic goals and objectives with an unambiguous measurement of impact on the performance and productivity of the business as well as stakeholders.