Skip to navigation, content

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

Overview

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)

You have attempted to access an area of the Management Roundtable site that requires you to be signed in or to have a different level of access.

Please log in with your email address and password below. If you are not a member, you may join Management Roundtable for additional benefits.

Forgotten your password? Click here to request your password

SPECIAL NO-RISK OFFER

Now you can try FastTrack for yourself. For just $89, you can access everything on FastTrack for 6 weeks. At the end of your introductory membership, you can renew your membership for a full year at the regular rate of $495 per year. If you're not 100% satisfied with your membership, simply contact us to receive a full refund!
 

OPTION 1

OPTION 2

$495

OPTION 3

Registered UserRegistered UserNot ready to commit yet? Become a registered user of Fast Track for free. Every month we make exclusive Fast Track articles available to our registered users.

 

 


 

 

How to access this article

Already a member?

Register for free access: