David Medori and Derek Steeple
To be world class and be classified as a world class manufacturer, manufacturing organisations need to have a number of critical ingredients: one such ingredient is that of an…
Abstract
To be world class and be classified as a world class manufacturer, manufacturing organisations need to have a number of critical ingredients: one such ingredient is that of an appropriate performance measurement system. Measurement systems incorporating financial and non‐financial measures have been a topic of considerable interest to both business practitioners and academics for most of the 1990s. A voluminous amount of attention has focussed on manufacturing industry, especially regarding the selection and implementation of non‐financial performance measures. Throughout the 1990s, various novel frameworks have been devised to aid manufacturing organisations to select and implement measures. This paper will outline one such framework that was developed taking into account industry design requirements. Results of the framework having been implemented will be illustrated through a short case study, with the framework’s potential and shortcomings being discussed.
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Mark J. Hooper, Derek Steeple and Clive N. Winters
In adopting and developing the key elements of agility, there is a requirement for enterprises to overcome the philosophical challenges of a shift from mass/lean production to the…
Abstract
In adopting and developing the key elements of agility, there is a requirement for enterprises to overcome the philosophical challenges of a shift from mass/lean production to the customisation environment of agile manufacturing. There is a substantial body of knowledge supporting the use of alternative costing systems for operations and production management and particularly mass/lean production, yet none deal with the emerging philosophy of agility. This paper examines the operational cost environment of organisations seeking to attain agility. The paper considers and defines the inter‐ and intra‐enterprise activities required to support the provision of total solution systems for customers. The paper evaluates the requirements at a strategic and operational level for costing in an agile environment. The operational issues for agile costing systems are explored and discussed through an implementation case study.
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Mike Bourne, Andrey Pavlov, Monica Franco-Santos, Lorenzo Lucianetti and Matteo Mura
This paper aims to advance the current debates on the effect of performance measurement (PM) in the operations management domain. In order to accomplish that, it investigates the…
Abstract
Purpose
This paper aims to advance the current debates on the effect of performance measurement (PM) in the operations management domain. In order to accomplish that, it investigates the contribution of business PM and human resource management (HRM) practices to business performance.
Design/methodology/approach
The paper is based on ten case studies conducted across both manufacturing and service organisations capturing evidence from both the human resource function and line management.
Findings
In the PM and HRM literatures, there is a debate about the contribution these practices make to the overall performance of the organisation. In particular, the results from the PM literature are inconclusive. This paper argues that performance is a result of employee engagement and that the PM system is a communication and guiding mechanism, which if implemented well and used appropriately, can channel the efforts of employees striving to perform.
Originality/value
This paper contradicts the performance drivers approach to PM by providing new insights into the roles PM and HRM practices play in delivering business performance. Additionally, the paper develops a set of propositions as a means of clearly stating the findings and for encouraging future research in this area.