ITD Precision, a family-owned metal-stamping company established in 1946, has plants in Houston and Harlingen, TX, and employs 80 people. Though a proponent of a Texas-style "whatever-it-takes" attitude, ITD has successfully employed management techniques and principals developed at the Harvard Business School. This approach to management is embodied in the Balanced Scorecard, which has been- implemented by such large companies as Mobil, Cigna and Wells Fargo. Developed by Robert Kaplan and David Norton of the Balanced Scorecard Collaborative (www.bscol.com) in association with Harvard, the Scorecard has been the critical management tool used to effectively steer ITD Precision toward success in financial, quality, operational and cultural realms. While consulting with ITD and its conversion from ISO 9002:1994 to ISO 9001:2000, Bill Tofte, ITD vice president and quality-management representative, told me that the latest ISO requirements created more of a "management system" than strictly a "quality management system." Simultaneously, he also discovered the Balanced Scorecard, a system that parallels several elements of ISO 9001. What Tofte ultimately wanted was a single management system that embedded the elements of ISO 9001. Success at ITD has proven that ISO 9001 and the Balanced Scorecard are complementary systems.
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