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The Bell Group uses the Balanced Scorecard with Theory of Constraints to Keep Strategic Focus


When The Bell Group, a maker of capital equipment for the jewelry industry, wanted to better manage their overall business, they turned to the Balanced Scorecard methodology. When they were unsure of where to focus their metrics for greatest leverage, they turned to the Theory of Constraints. In this report, you’ll hear how one manager successfully blended two models that many thought were incompatible and created a highly successful metrics-based improvement program.
(5 pages)

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