Synergising the balanced scorecard and the value chain to reduce wastage within the Western Cape education department

Abstract

The image of the Western Cape Education Department (WCED) is influenced by its ability to handle and to develop a system whereby not only will the perceived gap between the expectation and satisfaction of the customers be closed, but the customer will also be able to derive value from the services rendered. In order for this to come to fruition, as well as the fact that the employees know the true picture of the flow of work within the WCED, it is crucial that the employees be involved in the mapping of the strategy, which in turn would be utilised to attain the vision. A key challenge is getting all the parts of the WCED in line with its strategies, which in turn impacts on the mission and vision. Maximum value requires an understanding of its creation and a proactive approach. These are not easily accomplished. Not only is the "education industry" presently confronted with many changes, its stakeholders and customers are making greater demands. As a result of this. the WCED needs to be more efficient, but importantly also to be aware of the "efficiency trap". A decrease in the net operating result of the WCED would result in dissatisfied customers. In order for this not to be an option. the synergy of the balanced scorecard and the whole value chain within a lean environment should be considered as the reduction of occupational crime i.e. human activity absorbing resources, but not creating value or nonvalue creating / adding activities or muda has become a priority. Also by focussing on an occupational crime reduction flow of work, the WCED will be seen as a system of processes and not as a system of separate functions.