Behavioural consequences of performance measures in cellular manufacturing

Abstract

Presents some of the preliminary findings from research which has sought to identify performance drivers in manufacturing cells. A medium‐sized UK automotive component supplier which operates on a JIT basis was used for the research which has also examined the perceived and actual inter‐relationships between cell drivers and the effect of these on goal congruence. The results illustrate a fundamental difference in perception between production manager and the shop floor together with a shared misconception regarding perceived driver interactions. The result is a disjointed performance measurement system which fails to drive the continuous improvement required in the manufacturing cells.

Citation

Daniels, R.C. and Burns, N.D. (1997), "Behavioural consequences of performance measures in cellular manufacturing", International Journal of Operations & Production Management, Vol. 17 No. 11, pp. 1066-1080. https://doi.org/10.1108/01443579710177824