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Robert Kaplan and David Norton introduced the Balanced Scorecard in 1991 in The Harvard Business Review. The Balanced Scorecard was a relief for many organizations; it gave management a new way of monitoring a company s performance by measuring past success and setting goals for the future. The Balanced Scorecard is designed to provide a strategic vision for the organization by looking at four perspectives: financial, customer, learning and growth, and internal business processes. For each of these four areas, the company looks at goals (How will we define success ), measures (What will we measure to know we are successful ), targets (What quantitative results do we wish to achieve ), and initiatives (What activities will we do to achieve them ). The Balanced Scorecard has been used by senior executives for more than a decade as an excellent tool for strategy development. Kaplan and Norton demonstrated how executives in industries such as banking, oil, insurance, and retailing have used the Balanced Scorecard to guide their current performance and target future performance goals. However, implementation at the grassroots level has been questioned for practicality.

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Tons of solid waste per year Cubic yards of solid waste per year Annual disposal costs Process cycle time

Communicating the bene ts of Six Sigma as a business strategy across the organization. Aligning with management in the deployment of solid waste minimization. Building a successful infrastructure for solid waste minimization deployment. Integration of solid waste minimization with other lean manufacturing, theory of constraints (TOC), and other improvement methods. Selection and orchestration of successful solid waste minimization projects and project teams. Utilization of the right metric to drive the right activity. Planning and execution of projects. Selection of the right statistical tools.

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Finally, the recommended overall approach to the deployment of solid waste analysis and minimization is based on proven Six Sigma methodologies. The Six Sigma process involves the DMAIC methodology described in Chap. 6. 8 discusses about the solid waste audit process.

The business environment has changed a lot during the last decade. Several hundreds of thousands of businesses worldwide implemented ISO 9000 quality management systems. About a million copies of Baldrige Criteria are shipped to businesses annually. Many businesses and their suppliers have implemented the Six Sigma methodology. However, the challenge is to improve profitability significantly, to prevent marketplace dynamics such as the dot-com meltdown of 2000. The value of performance measures has become more important than ever. With the current and anticipated unsettling business environment accelerating trends in technology, high expectations for performance, eroding prices, and shrinking profitability

When an organization chooses to implement solid waste minimization, an outside organization can be very useful and cost-effective to help with the implementation. This may appear to be an expensive proposition when compared to an in-house implementation. However, the organization has to consider the real cost and time required for effective program development, trainer development, and so forth. In addition, it is important for organizations to consider the value of time lost when instructional material is not satisfactory, not effective, and/or is inef ciently presented. A good solid waste minimization provider can help with determining the deployment strategy, conducting initial training, and providing project coaching. The decision of which group is chosen can dramatically affect the success of the program. However, choosing the best group to help an organization implement solid waste minimization can be a challenge. Often the sales pitch given by a consultant sounds good; however, the strategy and/or training do not match the needs of the organization. The following is a suggested list of questions to present to the solid waste minimization providers being considered:

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What is your basic solid waste minimization strategy and ow What do you suggest doing next if we would like to compare the solid waste mini-

What reference material do you utilize that follows the information used in your pro

margins businesses need a performance measure (or scorecard) that is robust and that addresses various aspects of a business including the marketplace dynamic Businesses need a tool that provides a framework and guidance, creates challenges, and stimulates excitement Businesses need performance measures that continually renew and reenergize them, forcing them to discard the status quo and embrace innovation on a continual basis Such a system must rely on the basics of a business A business is a collection of processes, including the leadership process Each business process has inputs that include suppliers, assets, resources (capital, material, people), and information The process also has a vision, measures, policies and procedures, and output that includes products or services for customers Every business has variances The question is what to do with them Each business must have a process to handle excessive variances in the organization.

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