This case describes a vacuum cleaner manufacturer whose program for operational improvement includes the development of performance measures. Management decides to start with the service department. Students are asked to design a system of performance measures that are simple and feasible and that relate to both company strategy and what people do. Balanced scorecard or other frameworks may be used, but students find that fitting the situation to a preconceived framework does not work as well as the other way around.
Darden Business Publishing – University of Virginia