Management by Measurement Designing Key Indicators and Performance M
A world that is changing faster and faster forces companies to a continuous performance monitoring. Indicators give the impression to be the real engine of organizations or even the economy at large. But performance indicators are not simple observation t
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Fiorenzo Franceschini Maurizio Galetto · Domenico Maisano
Management by Measurement Designing Key Indicators and Performance Measurement Systems
With 87 Figures and 62 Tables
123
Professor Fiorenzo Franceschini Dr. Maurizio Galetto Dr. Domenico Maisano POLITECNICO di TORINO Dip. Sistemi di Produzione ed Economia dell’ Azienda Corso Duca degli Abruzzi, 24 CAP 10129 Torino Italy [email protected] [email protected] [email protected]
Library of Congress Control Number: 2007931051
ISBN 978-3-540-73211-2 Springer Berlin Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springer.com © Springer-Verlag Berlin Heidelberg 2007 The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Production: LE-TEX Jelonek, Schmidt & V¨ ockler GbR, Leipzig Cover-design: WMX Design GmbH, Heidelberg SPIN 12080427
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Foreword
For a long time I was troubled by the doubt that those who were criticizing the School of Management Engineering were right, in considering this school a poor imitation, combining both the “old school” of engineers and that of Economics. In spite of the success of this new professional figure into the working world, I had the irritating suspect that – in a society where everything blooms and withers rapidly – would be the result of a temporary trend, doomed to be substituted by new ones. This perplexity (it has been difficult for me to make it clear) arose from the lack of a well-grounded and distinctive culture at the basis of Management Engineering, like the culture of the great polytechnic school of Monge and d’Alembert, never untied to the confrontation with the ability of solving new problems. I was ignoring the fact that, letting things take their course and allowing teachers and researchers do their work, would have finally captured a new and precise identity. An identity derived from the comparison with the different, dynamic and more complex problems proposed by the actual socioeconomic system, which requires − as well as the technical-scientific knowledge of the classical engineering − a more agile and flexible attitude and modus-operandi. The manuscript of Franceschini, Galetto and Maisano is a concrete sign of thi
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