1. Scorecards As Dashboards.
Ben Patterson Unisys Corporation
October 19, 2004
My name is Ben Patterson. I am the Director of Business Excellence for the Product Development and Technology organization in Unisys Corporation. I have been with Unisys for 35 years. My background is software engineering. For the last 25 years I have held various management roles within the company.

2. Agenda. Who we are and what we do Scorecard history
Balanced Scorecard – Not
Digital Dashboards
How are they used
Demo
Today I would like to tell you about our scorecard implementation –
A little on the background
Why we don’t have balanced scorecards
The digital dashboard alternative
And how we use them
I’ll also give you a little demo of what we have today
But first I would like to tell you a little about what Unisys does so you can understand who we are and what we do.

3. Unisys.
Worldwide information technology services and solutions company
Services driven, technology- enabled business
Two major Technology product lines
ClearPath
ES7000
Unisys is a worldwide information technology service and solution company. Our 2003 revenue was about $5.5 billion. We have a very long history in the technology business. More recently, we have been shifting our focus to services. Today, about two thirds of our revenue come from services. The remaining thirds from our technology sales. That’s why we say we are a “services driven, technology-enabled business”. We lead with services, but back it up with our technology.
We have two major product lines
ClearPath – our legacy systems that have been here for many years
ES7000 – our relatively new Windows/Intel-based Enterprise Servers – these are 32 processor Intel systems.

4. Unisys Clients.
We have six primary vertical markets that we focus on – financial, communications, transportation, public sector, media publications and commercial.
Here are just a few of our major clients. Most of the major airlines user our systems as do many of the top banks in the world. About 200 newspapers use our publishing solution. Many local, state and federal government agencies also user our solutions – not just in the United States, but worldwide.
You probably recognize many of the logos on this slide.

5. Product Development & Technology.
Research & Development
Software & hardware development and support
Some service activity
Business Excellence
Business processes
Quality management system
Organization objectives
Within Unisys, I work for Product Development & Technology. As an R&D organization we are responsible for all of the development and support for our current and future technology products. This is both hardware and software. This is not application software it is the system software.
As the director of Business Excellence, I am responsible for all of the business process and quality management systems for our R&D labs. This includes the ISO 9000 registration for all of our R&D and Manufacturing locations and assisting the various groups with developing organizational objectives. I have also been responsible for the scorecard implementation at all of our labs.

6. Scorecard History. 1999 - Mark Graham Brown
Malcolm Baldrige Award Criteria
“Keeping Score” and “Winning Score”
Class on “Keeping Score”
2000 – Developed a scorecard
Not a “balanced” scorecard
Looked for automated tools
2001 – 2004 Improvements and Expansion
Objectives from upper level
Tool to manage the scorecard
Other organizations
Other uses
So what got us looking at a scorecard. In 1999, we invited Mark Graham Brown to visit Unisys for a day. Mark is a consultant who specializes in the Malcolm Baldrige Award Criteria (Malcolm Baldrige is a National Quality Award, highly honored in the U.S. The Japan Quality Award is based on the Malcolm Baldrige model). We asked him to talk to all of our employees about the benefits of applying for the award. We also asked him to spend some time with the management team to discuss our business processes and our metrics. He basically told us that our metrics were junk – they did not tell us a thing. He challenged us to do better. As a start, he said to read his book “Keeping Score”. I thought he was just trying to sell books. But it turned out to be one of the better books that I have read on metrics. It’s easy to read and it is very practical – loaded with examples that are very easy to relate to. I also took a two day class that he conducts based on the book.
In 2000, we set out to define new metrics for the lab. We accomplished our task, but it was painfully slow. Took us 9 months to create something that we thought was good – not great. We soon discovered that we needed some help in the form of tools to manage our metrics and to make them available to all of our employees. So we began a search for a tool. That took another three months.
Finally, in 2001, we had a scorecard that we were comfortable with and it was online for all of our employees to view. Our metrics were a combination of measures that we developed and that were provided to us from higher up in Unisys. Work of our efforts began to spread around the company, especially our sister labs and the manufacturing organization. They were struggling and wanted to see what we were doing. By the end of 2001, they all had the beginnings of scorecards for their organizations.
In 2002, the labs worked together to define several common metrics – ones that we could share and view as common across our groups. In 2003, we established a scorecard that we use to measure the effectiveness of our quality management system – the one that is used by all the R&D labs and manufacturing.
This year, we created a digital dashboard for each of our new product lines so that we can measure several attributes of these systems.

7. Scorecard system. 13 active models 45 scorecards
Most data input via SQL imports
Excel spreadsheets
Access DBs
Oracle DBs
About 50% updated daily, remainder weekly
Some monthly and quarterly data entered manually
One 4x server
QPR software and several other SQL applications
Our system today contains 13 active models and 8 archived models (metrics from last year). In the active models there are a total of 45 scorecards being used.
About 85% of the data is imported using SQL imports from Excel spreadsheets and Access and Oracle databases. About 50% of the imports are run daily with the remainder running weekly. Some of the monthly data and all of the quarterly data are input manually. This is done by various individuals around the organizations.
The scorecard system is run on one 4X server located in Mission Viejo, CA. Access for the other sites is via WAN and LAN. The other sites range from Pennsylvania to Sydney, Australia.

8. Access. 13 developers plus one admin for the server
Scorecard is a minor part of their jobs
3600 people have access to the scorecards
Via web browser
Frequent usage for RASIM scorecards
Heavy use at quarterly reviews
No paper reports
We have 13 developer licenses for this activity. There is also one administrator in our Computer Services group who handles software upgrades and manages the server for us. The scorecard activity is only a minor portion of all these peoples jobs.
There are a total of 3600 employees who have access to our scorecard system. All via the web browser. Most of the scorecards are not accessed to frequently with the exception of the RASIM scorecards. These are used daily. The heaviest usage come at the quarterly business management system reviews.
Since the introduction of the QPR Scorecard software, we have eliminated paper reports for any of this information.

9. Why not a balanced scorecard?
Lack of necessary data
R&D organization
Cost centers not P&L
Financial data controlled by corporate
None of our scorecards are true balanced scorecards. They are all digital dashboards. We are an R&D group. Each of our development organizations are cost centers rather than P&L-based. We do not have ready access to all of the data necessary for a balanced scorecard and, in fact, we do not have direct ties to some of the metrics that would help us create a balanced scorecard. For instance, our labs cannot directly relate our budgets to revenue or profit. That information is kept at too high of a level for us to make it valuable to us.

10. Digital Dashboards. BMSRs Manufacturing metrics
Business Management System Reviews
Organization objectives
Manufacturing metrics
Production yields
Test results
Delivery metrics
Product quality metrics
Reliability, Availability, Serviceability, Installability, Manufacturability
Our quarterly business management systems reviews represents the heaviest usage of the scorecard system. Here we review the organizational metrics and assess the health of the business management system (quality management system to most people). As we go over the metrics at these reviews, we focus only on the yellow and red items. Occasionally we will review the green metrics especially if it has been in use for quite a while and has been green most of the time. Time to look at raising the bar or eliminating the metric.
Manufacturing metrics are relatively new on our scorecard system. Manufacturing has been using them for a long time, but has just recently added them as a scorecard. These use Microsoft Access and Oracle very heavily. These metrics are updated daily.
The Product Quality metrics are the most frequently used. These are called RASIM data (an acronym based on the first letter of the words reliability, availability, serviceability, installability and maintainability). These are also updated daily and are reviewed several times each week at formal meetings.

11. What’s the difference? Same tool Many of the same elements
Measures
Objectives
Doesn’t follow the BSC model
Not all tied together
Doesn’t map to strategic plan
Some elements may
You already have a tool that is great at presenting metric data to your entire organization. Use it for other things to. I like to cook and I have a favorite chef that I watch on TV – Alton Brown. He does not believe in having a single-use tool. You don’t have to by a meat mallet to pound meat. You can use a frying pan. You don’t need an expensive spatula to ice a cake and have nice neat sides – use a drywall taping blade. You don’t need a new tool to manage the metrics that you have for your quality data, use your scorecard software.
The digital dashboard has many of the same elements that the balanced scorecard has – just connected differently, if connected at all. You can still use perspectives, measures and objectives.
With our digital dashboards, we cannot show how one measure effects another. Is that important? You can do it if it is meaningful. If not, skip it.
Also, many of the measures in the digital dashboards are not tied to the strategic plan. Most of the time they are tactical in nature.
It is more important to have measures that are meaningful. Measures that will cause you to take action if they turn yellow or red. Better yet, measures that will help you predict where you will be before you get there. Makes for easier course corrections.

12. Demo.
Scorecard
Let’s take a look at a few of the digital dashboards that we are using.
What I am about to show you are based on our real digital dashboards. However, I have changed some of the measure names and some of the data to ensure that I don’t reveal confidential information.

13. Questions.
So don’t be afraid to start down the path to implementing a scorecard. Yes, it can be bumpy at time and it is long. But I think you will see good benefits at the end of your journey.
Question?

14. Where We Are Now. Seven major organizations with scorecards
8 models that deal with organization data
37 organization-based scorecards
Using tool for other metrics
Today, there are seven organizations in Unisys with scorecards. Each of these organizations have departments within them that also have scorecards. This gives us a total of 37 organization-based scorecards in use.
We also discovered that the tool we chose can be used for managing metrics in other types of scorecards.