Balanced Scorecards

[Michael Willis]

Its one thing to buy a reporting tool to produce a balanced scorecard. It is
quite another to set them up.

Things that should be considered when setting up a balanced scorecard are:
- What are your kpi's
- Which processes and people impact your kpis
- How are you going to measure your kpis
- How will you know the kpis are accurate

- How do you fix the problems indicated by your scorecards



What are your kpi's
This sounds simple enough, but consider that unless a kpi can be measured it
will add no value and will be interpreted subjectively.

Which processes and people impact your kpis
This isn't important until your kpi's indicate with a trend or blip a
growing or sudden problem in your organisation. When these problems are
identified though it is important to quickly identify who or what is the
cause.

How will you fix the problems indicated by your scorecards
Once the people system or processes that are causing the problem indicated
by a scorecard are identified the simplest fix is often achieved with a
small amount of process reengineering. If all people involved in the end to
end process can see the full detailed picture these people can often spot
the weaknesses in the process and identifiy a better alternative process.

How are you going to measure your kpis
This can often involve measuring the data that underpins your organisations
systems. Sometimes you will need to design and build some additional data
underneath your systems to support the kpi measurements.

How will you know the kpis are accurate
Regardless of the approach to build or use existing data it is important
that the completeness, timeliness, integrity and quality of this data is
assessed and regularly measured.



Tools To Support Balanced Scorecards
The CAPeR suite of products from knowitsoft.com supports the end to end
lifesysle associated with balanced scorecards and process documentation /
design including; KPI's, end to end data flows, system designs and
association of process checkpoints with KPI measurements that drive
scorecards and more...

Additionally the full software suite from KnowITSoft including the data
quality rpeorting, alerting and measurement features, root cause /
troubleshooting and impact analysis features and system specification
generatirs has proven to increase operational productivity in large
corporates to a level equal to 30-70 extra heads for a very affordable cost.

There are many alternatives to the CAPeR suite, however there is no single
integrated product or collection of products that will integrate to provide
the same level of functionality as the CAPeR suite.

For a product information booklet on the CAPeR suite contact KnowITSoft's
sales centre on sales@knowitsoft.com.

More online information on the CAPeR suite is available here;
http://knowitsoft.com/index.php?pid=2402

The CAPeR product suite can be downloaded here;
http://knowitsoft.com/index.php?pid=2421

A trial license for the CAPeR suite is available here;
http://knowitsoft.com/sales.php?trial108=1

[Nick Landsberg]

Michael Willis wrote:
Its one thing to buy a reporting tool to produce a balanced scorecard. It is quite another to set them up. Things that should be considered when setting up a balanced scorecard are: - What are your kpi's - Which processes and people impact your kpis - How are you going to measure your kpis - How will you know the kpis are accurate - How do you fix the problems indicated by your scorecards

Michael, my only quibble with your post is that ...

"- How do you fix the problems indicated by your scorecards"

should have been first on the list. There's no sense
in having "scorecards" if you're not going to use them
to fix problems.

--
Ñ
"It is impossible to make anything foolproof because fools are so
ingenious" - A. Bloch

[Andrew Baker]

I disagree that the "how do you fix ..." be first. The reason for this is
that the following - What are your kpi's - How are you going to measure your kpis - How will you know the kpis are accurate
need to be in place before you look into fixing them.


A (fictious?) example: I have a scorecard showing sick days. I determine
that 40% of sick days are taken where the result is a long weekend (ie
Monday or Friday). Before rushing off to find a fix, it is probable that
a) it is not a good KPI (in fact it is a silly KPI)
b) The measurement system is misleading

So even if the first stage of fixing the problem is a causal analysis,
having the wrong KPI's will only waste time and money.

Andrew.

"Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message
news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net...


Michael Willis wrote:
Its one thing to buy a reporting tool to produce a balanced scorecard. It
is quite another to set them up. Things that should be considered when setting up a balanced scorecard are: - What are your kpi's - Which processes and people impact your kpis - How are you going to measure your kpis - How will you know the kpis are accurate - How do you fix the problems indicated by your scorecards

Michael, my only quibble with your post is that ...

"- How do you fix the problems indicated by your scorecards"

should have been first on the list. There's no sense
in having "scorecards" if you're not going to use them
to fix problems.

--
Ñ
"It is impossible to make anything foolproof because fools are so
ingenious" - A. Bloch

[Nick Landsberg]

Andrew Baker wrote: I disagree that the "how do you fix ..." be first. The reason for thisis that the following - What are your kpi's - How are you going to measure your kpis - How will you know the kpis are accurate need to be in place before you look into fixing them. A (fictious?) example: I have a scorecard showing sick days. I determine that 40% of sick days are taken where the result is a long weekend (ie Monday or Friday). Before rushing off to find a fix, it is probable that a) it is not a good KPI (in fact it is a silly KPI) b) The measurement system is misleading So even if the first stage of fixing the problem is a causal analysis, having the wrong KPI's will only waste time and money.

Absolutely agreed on that point.

Maybe I should have rephrased the comment.

The operative question should have been
"Once you have the data, what are you going
to do with it?"

If all you are going to do is collect the data
(or, as in your example, there is nothing
you can do about the situation anyway),
then why collect the data?

This is not to say that there aren't valid
situtions where you do not yet know what
the scorecards will show and you want the
data to analyze to discover where your
problem area lie. That's a valid use of
the data. I was alluding to a common
situation I have seen where there is no
intention of taking any corrective
action.

Manager: "I want you to collect metrics on XXX
aspect of my development activities."

Analyst: "What are you going to use it for?
If the data shows YYY, are you going to change
the way you run this shop?"

Manager: "No."

Analyst: "Then why do you want the data?"

Manager: (Finally showing his true colors) "Because
MY boss wants metrics."

Yes, a silly (but real-world) example.


Nick L.
"Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net... Michael Willis wrote: Its one thing to buy a reporting tool to produce a balanced scorecard. It is quite another to set them up.Things that should be considered when setting up a balanced scorecard are: - What are your kpi's - Which processes and people impact your kpis - How are you going to measure your kpis - How will you know the kpis are accurate - How do you fix the problems indicated by your scorecards Michael, my only quibble with your post is that ... "- How do you fix the problems indicated by your scorecards" should have been first on the list. There's no sense in having "scorecards" if you're not going to use them to fix problems.

--
Ñ
"It is impossible to make anything foolproof because fools are so
ingenious" - A. Bloch

[Michael Willis]

Totally agree Nick

The disturbing thing is that often things like scorecards are produced with
a top down approach.

When this happens generally no analysis goes into linking process flows and
process steps to the KPI's that measure them and would ultimately link them
to the scorecards that bundle the KPI's together. As a result when a problem
is found after initial setup of the scorecards there is either a lot of
shoulder shrugging from the people that set the scorecards up or a lot of
analysis is required to find the cause, analysis that can be done a lot
faster at set up time.


"Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message
news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net...


Michael Willis wrote:
Its one thing to buy a reporting tool to produce a balanced scorecard. It
is quite another to set them up. Things that should be considered when setting up a balanced scorecard are: - What are your kpi's - Which processes and people impact your kpis - How are you going to measure your kpis - How will you know the kpis are accurate - How do you fix the problems indicated by your scorecards

Michael, my only quibble with your post is that ...

"- How do you fix the problems indicated by your scorecards"

should have been first on the list. There's no sense
in having "scorecards" if you're not going to use them
to fix problems.

--
Ñ
"It is impossible to make anything foolproof because fools are so
ingenious" - A. Bloch

[Michael Willis]

Andrew

It is my firm belief from practical experience that useful and meaningful
KPI's usually fall out of a process evaluation or process reengineering
project... Once enough useful KPI's (Key Performance Indicators) are
constructed and reviewed by mid level management meaningful scorecards can
them be produced at this level after which they can be rolled up to senior
management levels then rolled up again to exec / director level.

The extensive BPR work I have lead over the years has lead me to this
conclusion that bottom up wins as an approach when trying to get useful high
level "efficiency" reporting together. We (KnowITSoft) are doing some
interesting with at Vodafone UK with the CAPeR suite at present where we
have done detailed BPR on 2 business units and with the BPR information we
have been able to;
1. Generate very useful KPI's that cascade up to exec level reporting data
quality and operational efficiency within a department.
2. Build scorecards using Excel plugged into the CAPeR suite supplemented
with highly visual automatically coloured dashboard diagrams showing a
colour coded operation status of processes and quality of key data items.
3. Automatically produce system requirement specs and procedures documents
from the BPR models
4. Automatically view end to end flows of information from people capturing
the data through processes and databases to data users.

I believe all of this is required to allow rapid reaction to a balanced
scorecard. As once the scorecard is at exec level if a problem shows up
people need to react and identifiy the cause very quickly indeed.

"Andrew Baker" <abaker@NOSPAM.com.au> wrote in message
news:szT2c.92580$Wa.35083@news-server.bigpond.net.au... I disagree that the "how do you fix ..." be first. The reason for this is that the following - What are your kpi's - How are you going to measure your kpis - How will you know the kpis are accurate need to be in place before you look into fixing them. A (fictious?) example: I have a scorecard showing sick days. I determine that 40% of sick days are taken where the result is a long weekend (ie Monday or Friday). Before rushing off to find a fix, it is probable that a) it is not a good KPI (in fact it is a silly KPI) b) The measurement system is misleading So even if the first stage of fixing the problem is a causal analysis, having the wrong KPI's will only waste time and money. Andrew. "Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net... Michael Willis wrote: Its one thing to buy a reporting tool to produce a balanced scorecard.
It is quite another to set them up. Things that should be considered when setting up a balanced scorecard
are: - What are your kpi's - Which processes and people impact your kpis - How are you going to measure your kpis - How will you know the kpis are accurate - How do you fix the problems indicated by your scorecards Michael, my only quibble with your post is that ... "- How do you fix the problems indicated by your scorecards" should have been first on the list. There's no sense in having "scorecards" if you're not going to use them to fix problems. -- Ñ "It is impossible to make anything foolproof because fools are so ingenious" - A. Bloch

[Charlie]

I think we are on the same page.

The generation of useful (and usable) KPI's are the a higher priority than
"How do you fix ..". The method you suggested is very reasonable, and I
also believe in the BPR or process improvement led approach to selecting
KPI's.

Andrew.


"Michael Willis" <support@knowitsoft.com> wrote in message
news:404ce611$0$24220$cc9e4d1f@news.dial.pipex.com... Andrew It is my firm belief from practical experience that useful and meaningful KPI's usually fall out of a process evaluation or process reengineering project... Once enough useful KPI's (Key Performance Indicators) are constructed and reviewed by mid level management meaningful scorecards can them be produced at this level after which they can be rolled up to senior management levels then rolled up again to exec / director level. The extensive BPR work I have lead over the years has lead me to this conclusion that bottom up wins as an approach when trying to get useful
high level "efficiency" reporting together. We (KnowITSoft) are doing some interesting with at Vodafone UK with the CAPeR suite at present where we have done detailed BPR on 2 business units and with the BPR information we have been able to; 1. Generate very useful KPI's that cascade up to exec level reporting data quality and operational efficiency within a department. 2. Build scorecards using Excel plugged into the CAPeR suite supplemented with highly visual automatically coloured dashboard diagrams showing a colour coded operation status of processes and quality of key data items. 3. Automatically produce system requirement specs and procedures documents from the BPR models 4. Automatically view end to end flows of information from people
capturing the data through processes and databases to data users. I believe all of this is required to allow rapid reaction to a balanced scorecard. As once the scorecard is at exec level if a problem shows up people need to react and identifiy the cause very quickly indeed. "Andrew Baker" <abaker@NOSPAM.com.au> wrote in message news:szT2c.92580$Wa.35083@news-server.bigpond.net.au... I disagree that the "how do you fix ..." be first. The reason for this
is that the following - What are your kpi's - How are you going to measure your kpis - How will you know the kpis are accurate need to be in place before you look into fixing them. A (fictious?) example: I have a scorecard showing sick days. I
determine that 40% of sick days are taken where the result is a long weekend (ie Monday or Friday). Before rushing off to find a fix, it is probable
that a) it is not a good KPI (in fact it is a silly KPI) b) The measurement system is misleading So even if the first stage of fixing the problem is a causal analysis, having the wrong KPI's will only waste time and money. Andrew. "Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net... Michael Willis wrote: Its one thing to buy a reporting tool to produce a balanced scorecard. It is quite another to set them up. Things that should be considered when setting up a balanced scorecard are: - What are your kpi's - Which processes and people impact your kpis - How are you going to measure your kpis - How will you know the kpis are accurate - How do you fix the problems indicated by your scorecards Michael, my only quibble with your post is that ... "- How do you fix the problems indicated by your scorecards" should have been first on the list. There's no sense in having "scorecards" if you're not going to use them to fix problems. -- Ñ "It is impossible to make anything foolproof because fools are so ingenious" - A. Bloch

[Michael Willis]

With that in mind then Andrew

Have you come across any software in your travels that fully integrates all
of the functionality required to pull together balanced scorecards including
the process related aspects used for cause analysis?

The reason I ask is that I have been invited to do some work with MIT around
tool alignment between KnowITSoft's CAPeR suite and the new extended TDQM
methodology related to scorecards. I am wordering if there is any single
toolset that competes in the marketplace.


"Andrew Baker" <no@spam.com> wrote in message
news:E884c.98929$Wa.26110@news-server.bigpond.net.au... I think we are on the same page. The generation of useful (and usable) KPI's are the a higher priority than "How do you fix ..". The method you suggested is very reasonable, and I also believe in the BPR or process improvement led approach to selecting KPI's. Andrew. "Michael Willis" <support@knowitsoft.com> wrote in message news:404ce611$0$24220$cc9e4d1f@news.dial.pipex.com... Andrew It is my firm belief from practical experience that useful and
meaningful KPI's usually fall out of a process evaluation or process reengineering project... Once enough useful KPI's (Key Performance Indicators) are constructed and reviewed by mid level management meaningful scorecards
can them be produced at this level after which they can be rolled up to
senior management levels then rolled up again to exec / director level. The extensive BPR work I have lead over the years has lead me to this conclusion that bottom up wins as an approach when trying to get useful high level "efficiency" reporting together. We (KnowITSoft) are doing some interesting with at Vodafone UK with the CAPeR suite at present where we have done detailed BPR on 2 business units and with the BPR information
we have been able to; 1. Generate very useful KPI's that cascade up to exec level reporting
data quality and operational efficiency within a department. 2. Build scorecards using Excel plugged into the CAPeR suite
supplemented with highly visual automatically coloured dashboard diagrams showing a colour coded operation status of processes and quality of key data
items. 3. Automatically produce system requirement specs and procedures
documents from the BPR models 4. Automatically view end to end flows of information from people capturing the data through processes and databases to data users. I believe all of this is required to allow rapid reaction to a balanced scorecard. As once the scorecard is at exec level if a problem shows up people need to react and identifiy the cause very quickly indeed. "Andrew Baker" <abaker@NOSPAM.com.au> wrote in message news:szT2c.92580$Wa.35083@news-server.bigpond.net.au... I disagree that the "how do you fix ..." be first. The reason for
this is that the following > - What are your kpi's > - How are you going to measure your kpis > - How will you know the kpis are accurate need to be in place before you look into fixing them. A (fictious?) example: I have a scorecard showing sick days. I determine that 40% of sick days are taken where the result is a long weekend (ie Monday or Friday). Before rushing off to find a fix, it is probable that a) it is not a good KPI (in fact it is a silly KPI) b) The measurement system is misleading So even if the first stage of fixing the problem is a causal analysis, having the wrong KPI's will only waste time and money. Andrew. "Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net... Michael Willis wrote: > Its one thing to buy a reporting tool to produce a balanced
scorecard. It is > quite another to set them up. > > Things that should be considered when setting up a balanced
scorecard are: > - What are your kpi's > - Which processes and people impact your kpis > - How are you going to measure your kpis > - How will you know the kpis are accurate > > - How do you fix the problems indicated by your scorecards > Michael, my only quibble with your post is that ... "- How do you fix the problems indicated by your scorecards" should have been first on the list. There's no sense in having "scorecards" if you're not going to use them to fix problems. -- Ñ "It is impossible to make anything foolproof because fools are so ingenious" - A. Bloch

[Charlie]

No, but I am always on the lookout.

Andrew.

"Michael Willis" <sales@knowitsoft.com> wrote in message
news:405322c2$0$24211$cc9e4d1f@news.dial.pipex.com... With that in mind then Andrew Have you come across any software in your travels that fully integrates
all of the functionality required to pull together balanced scorecards
including the process related aspects used for cause analysis? The reason I ask is that I have been invited to do some work with MIT
around tool alignment between KnowITSoft's CAPeR suite and the new extended TDQM methodology related to scorecards. I am wordering if there is any single toolset that competes in the marketplace. "Andrew Baker" <no@spam.com> wrote in message news:E884c.98929$Wa.26110@news-server.bigpond.net.au... I think we are on the same page. The generation of useful (and usable) KPI's are the a higher priority
than "How do you fix ..". The method you suggested is very reasonable, and I also believe in the BPR or process improvement led approach to selecting KPI's. Andrew. "Michael Willis" <support@knowitsoft.com> wrote in message news:404ce611$0$24220$cc9e4d1f@news.dial.pipex.com... Andrew It is my firm belief from practical experience that useful and meaningful KPI's usually fall out of a process evaluation or process
reengineering project... Once enough useful KPI's (Key Performance Indicators) are constructed and reviewed by mid level management meaningful scorecards can them be produced at this level after which they can be rolled up to senior management levels then rolled up again to exec / director level. The extensive BPR work I have lead over the years has lead me to this conclusion that bottom up wins as an approach when trying to get
useful high level "efficiency" reporting together. We (KnowITSoft) are doing
some interesting with at Vodafone UK with the CAPeR suite at present where
we have done detailed BPR on 2 business units and with the BPR
information we have been able to; 1. Generate very useful KPI's that cascade up to exec level reporting data quality and operational efficiency within a department. 2. Build scorecards using Excel plugged into the CAPeR suite supplemented with highly visual automatically coloured dashboard diagrams showing a colour coded operation status of processes and quality of key data items. 3. Automatically produce system requirement specs and procedures documents from the BPR models 4. Automatically view end to end flows of information from people capturing the data through processes and databases to data users. I believe all of this is required to allow rapid reaction to a
balanced scorecard. As once the scorecard is at exec level if a problem shows
up people need to react and identifiy the cause very quickly indeed. "Andrew Baker" <abaker@NOSPAM.com.au> wrote in message news:szT2c.92580$Wa.35083@news-server.bigpond.net.au... > I disagree that the "how do you fix ..." be first. The reason for this is > that the following > > - What are your kpi's > > - How are you going to measure your kpis > > - How will you know the kpis are accurate > need to be in place before you look into fixing them. > > > A (fictious?) example: I have a scorecard showing sick days. I determine > that 40% of sick days are taken where the result is a long weekend
(ie > Monday or Friday). Before rushing off to find a fix, it is probable that > a) it is not a good KPI (in fact it is a silly KPI) > b) The measurement system is misleading > > So even if the first stage of fixing the problem is a causal
analysis, > having the wrong KPI's will only waste time and money. > > Andrew. > > "Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message > news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net... > > > Michael Willis wrote: > > > Its one thing to buy a reporting tool to produce a balanced scorecard. It > is > > quite another to set them up. > > > > Things that should be considered when setting up a balanced scorecard are: > > - What are your kpi's > > - Which processes and people impact your kpis > > - How are you going to measure your kpis > > - How will you know the kpis are accurate > > > > - How do you fix the problems indicated by your scorecards > > > > Michael, my only quibble with your post is that ... > > "- How do you fix the problems indicated by your scorecards" > > should have been first on the list. There's no sense > in having "scorecards" if you're not going to use them > to fix problems. > > -- > Ñ > "It is impossible to make anything foolproof because fools are so > ingenious" - A. Bloch > >

[Michael Willis]

Try the CAPeR suite. It offers exactly this.

"Andrew Baker" <no@spam.com> wrote in message
news:Ut65c.103638$Wa.13195@news-server.bigpond.net.au... No, but I am always on the lookout. Andrew. "Michael Willis" <sales@knowitsoft.com> wrote in message news:405322c2$0$24211$cc9e4d1f@news.dial.pipex.com... With that in mind then Andrew Have you come across any software in your travels that fully integrates all of the functionality required to pull together balanced scorecards including the process related aspects used for cause analysis? The reason I ask is that I have been invited to do some work with MIT around tool alignment between KnowITSoft's CAPeR suite and the new extended
TDQM methodology related to scorecards. I am wordering if there is any single toolset that competes in the marketplace. "Andrew Baker" <no@spam.com> wrote in message news:E884c.98929$Wa.26110@news-server.bigpond.net.au... I think we are on the same page. The generation of useful (and usable) KPI's are the a higher priority than "How do you fix ..". The method you suggested is very reasonable, and
I also believe in the BPR or process improvement led approach to
selecting KPI's. Andrew. "Michael Willis" <support@knowitsoft.com> wrote in message news:404ce611$0$24220$cc9e4d1f@news.dial.pipex.com... > Andrew > > It is my firm belief from practical experience that useful and meaningful > KPI's usually fall out of a process evaluation or process reengineering > project... Once enough useful KPI's (Key Performance Indicators) are > constructed and reviewed by mid level management meaningful
scorecards can > them be produced at this level after which they can be rolled up to senior > management levels then rolled up again to exec / director level. > > The extensive BPR work I have lead over the years has lead me to
this > conclusion that bottom up wins as an approach when trying to get useful high > level "efficiency" reporting together. We (KnowITSoft) are doing some > interesting with at Vodafone UK with the CAPeR suite at present
where we > have done detailed BPR on 2 business units and with the BPR information we > have been able to; > 1. Generate very useful KPI's that cascade up to exec level
reporting data > quality and operational efficiency within a department. > 2. Build scorecards using Excel plugged into the CAPeR suite supplemented > with highly visual automatically coloured dashboard diagrams showing
a > colour coded operation status of processes and quality of key data items. > 3. Automatically produce system requirement specs and procedures documents > from the BPR models > 4. Automatically view end to end flows of information from people capturing > the data through processes and databases to data users. > > I believe all of this is required to allow rapid reaction to a balanced > scorecard. As once the scorecard is at exec level if a problem shows up > people need to react and identifiy the cause very quickly indeed. > > "Andrew Baker" <abaker@NOSPAM.com.au> wrote in message > news:szT2c.92580$Wa.35083@news-server.bigpond.net.au... > > I disagree that the "how do you fix ..." be first. The reason for this is > > that the following > > > - What are your kpi's > > > - How are you going to measure your kpis > > > - How will you know the kpis are accurate > > need to be in place before you look into fixing them. > > > > > > A (fictious?) example: I have a scorecard showing sick days. I determine > > that 40% of sick days are taken where the result is a long weekend (ie > > Monday or Friday). Before rushing off to find a fix, it is
probable that > > a) it is not a good KPI (in fact it is a silly KPI) > > b) The measurement system is misleading > > > > So even if the first stage of fixing the problem is a causal analysis, > > having the wrong KPI's will only waste time and money. > > > > Andrew. > > > > "Nick Landsberg" <hukolau@NOSPAM.att.net> wrote in message > > news:rz92c.154388$hR.2866666@bgtnsc05-news.ops.worldnet.att.net... > > > > > > Michael Willis wrote: > > > > > Its one thing to buy a reporting tool to produce a balanced scorecard. > It > > is > > > quite another to set them up. > > > > > > Things that should be considered when setting up a balanced scorecard > are: > > > - What are your kpi's > > > - Which processes and people impact your kpis > > > - How are you going to measure your kpis > > > - How will you know the kpis are accurate > > > > > > - How do you fix the problems indicated by your scorecards > > > > > > > Michael, my only quibble with your post is that ... > > > > "- How do you fix the problems indicated by your scorecards" > > > > should have been first on the list. There's no sense > > in having "scorecards" if you're not going to use them > > to fix problems. > > > > -- > > Ñ > > "It is impossible to make anything foolproof because fools are so > > ingenious" - A. Bloch > > > > > >