A literature review of manufacturing performance measures and measurement in an organizational context: a framework and direction for future research

Gomes, Carlos F.; Yasin, Mahmoud M.; Lisboa, João

doi:10.1108/17410380410547906

Cited by 136 publications

(108 citation statements)

References 141 publications

(23 reference statements)

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“…Many organisations use traditional accounting measures of performance in making their decisions, but these measures of performance are considered inadequate for strategic decision making. Bourne, Mills, Wilcox, Neely and Platts (2000); Kaplan and Norton (2001) and Gomes, Yasin and Lisboa (2004) summarise the criticisms of these traditional accounting measures to include: backward looking and historical in nature; lack predictive ability to explain future performance trend; and provide information only on root causes. Other shortcomings identified include: inability F o r P e e r R e v i e w to provide linkages between financial numbers and non-financial metrics; inability to offer report on cross-functional processes; lack of consideration for intangible assets; lack of new measures to provide more descriptions with few numbers in broader context, and poor ability to aggregate from an operational level to strategic level.…”

Section: Overview Of Performance Measurement Modelsmentioning

confidence: 99%

Measuring strategic performance in construction companies: a proposed integrated model

Oyewobi

Windapo

Rotimi

2015

Journal of Facilities Management

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Purpose-This paper examines and compares performance measurement system and performance frameworks commonly used within the construction industry. The paper explores the strengths and weaknesses of Balanced Scorecard (BSC) and Business Excellence Model (BEM) to propose an integrated model for measuring strategic performance of construction organisations as a single model. The purpose is to help organisations achieve performance excellence, financial integrity and continuous improvement in business results to sustain competitive advantage.Design/Methodology/Approach-The paper presents a comprehensive review of literature on performance measurement generally and specifically examines the most popular model for measuring performance in the construction industry with emphasis on the BEM design for the South African construction industry. To achieve the main objective, the paper compares and contrasts the BEM and BSC against the five key areas of management control system to determine the strengths and weaknesses of each model. The models are then related and explained in the construction industry setting. Findings-The study reveals that the most popular performance measurement framework in construction includes: Balanced Scorecard; Key Performance Indicators; and European Foundation for Quality and Management (EFQM). However, literature also reveals that Malcolm Baldridge National Quality Award (MBNQA) is being used to measure performance in the construction. The study findings indicated that BSC and BEM could be combined to provide an integrated model that will encompass every facet of construction performance measures.Research Implication-The paper integrates the BSC and BEM performance measurement models, to provide construction organisations the opportunities of benefitting from the two models as a single tool without having to use more than one model or miss out any important aspect of performance measures. The model will assist organisations perform regular health checks of all business process and at the same time help align organisational activities with strategic primacy.Originality/ Values-The conceptual paper presents an integration of processes and perspectives for measuring performance as a new and useful tool in the context of the South African construction industry. The paper suggests that research efforts should be directed on how to implement the strategic performance model efficiently within a specific construction environment.Practical Implication-The paper offers an integrated construction excellence model as a useful tool for measuring both financial and non-financial performance aspects of construction organisations. This will provide managers, owners and other stakeholders the chance of measuring processes and pre-eminent strategic initiatives using a single model.

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Section: Overview Of Performance Measurement Modelsmentioning

confidence: 99%

Measuring strategic performance in construction companies: a proposed integrated model

Oyewobi

Windapo

Rotimi

2015

Journal of Facilities Management

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“…Traditionally, manufacturers have used financial measures to evaluate performance [46]. Such measures typically assess current performance against previous periods.…”

Section: Balanced Score Cardmentioning

confidence: 99%

Methods and Tools for Performance Assurance of Smart Manufacturing Systems

Kibira

Morris

Kumaraguru

2016

J. RES. NATL. INST. STAN.

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The emerging concept of smart manufacturing systems is defined in part by the introduction of new technologies that are promoting rapid and widespread information flow within the manufacturing system and surrounding its control. These systems can deliver unprecedented awareness, agility, productivity, and resilience within the production process by exploiting the ever-increasing availability of real-time manufacturing data. Optimized collection and analysis of this voluminous data to guide decision-making is, however, a complex and dynamic process. To establish and maintain confidence that smart manufacturing systems function as intended, performance assurance measures will be vital. The activities for performance assurance span manufacturing system design, operation, performance assessment, evaluation, analysis, decision making, and control. Changes may be needed for traditional approaches in these activities to address smart manufacturing systems. This paper reviews the current methods and tools used for establishing and maintaining required system performance. It then identifies trends in data and information systems, integration, performance measurement, analysis, and performance improvement that will be vital for assured performance of smart manufacturing systems. Finally, we analyze how those trends apply to the methods studied and propose future research for assessing and improving manufacturing performance in the uncertain, multi-objective operating environment.

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“…Eccles [7] describes how, during the 1980s, many executives saw deteriorating financial results due to declines in quality or customer satisfaction, or because of the increased pressure from global competitors. Gomes et al [13] write that, as a result, a number of integrated performance measurement systems, containing both financial and non-financial measures, were proposed. This started the second phase of performance measurement.…”

Section: Organisational and Erp Performance Measurementmentioning

confidence: 99%

The Organisational Performance Impact Of ERP Systems On Selected Companies

Hart

Snaddon

2014

The South African Journal of Industrial Engineering

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There is a need to determine the performance benefits that firms gain from enterprise resource planning (ERP) systems, and the factors that contribute to success. Consequently, the central research problem is:To determine the impact of ERP systems on organisational performance by analysing achieved ERP benefits within the framework of a suitable performance measurement system (PMS), and to investigate the association between critical success factors (CSFs) and ERP benefits.A list of expected ERP benefits and CSFs is compiled. Performance measurement models are evaluated, and one model is designed to evaluate ERP impact. ERP experts refine identified ERP benefits and CSFs using structured interviews. These are built into a questionnaire, and used to survey South African (SA) companies in manufacturing, mining, and power generation.Results indicate that business benefits are realised by companies that implement ERP systems. By building benefits into the performance measurement model, a positive impact on organisational performance is observed. Although a core list of CSFs is identified, and three associations are found between CSFs and ERP benefits, further research is needed. OPSOMMINGDaar bestaan 'n behoefte om die voordeel wat onderneminghulpbronbeplanningstelsels aan ondernemings bied te bepaal en die faktore wat bydra tot die sukses daarvan te ondersoek. Die navorsingsvraag is dus:Om die impak van onderneminghulpbronbeplanningstelsels op die organisatoriese prestasie van ondernemings te ondersoek binne die raamwerk van 'n gepaste prestasiebestuurstelsel, asook die verband tussen kritiese suksesfaktore en onderneminghulpbronbeplanningstelsels.'n Lys van verwagte ondermeninghulpbronbeplanning voordele en kritiese suksesfaktore is saamgestel.Prestasiemeetmodelle is evalueer en een model is ontwerp om onderminghulpbronbeplanning se impak te evalueer. Hieruit word 'n vraelys saamgestel. Die vraelys word dan gerig aan Suid-Afrikaanse ondernemings in die vervaardiging-, mynbou-en kragopwekkingbedryf.Die resultate toon dat besigheidsvoordele realiseer word deur ondernemings wat onderneminghulpbronbeplanningstelsels implementeer. 'n Positiewe impak op organisatoriese prestasie word ervaar deur voordele by die prestasiemeetmodel in te sluit.

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A literature review of manufacturing performance measures and measurement in an organizational context: a framework and direction for future research

Cited by 136 publications

References 141 publications

Measuring strategic performance in construction companies: a proposed integrated model

Measuring strategic performance in construction companies: a proposed integrated model

Methods and Tools for Performance Assurance of Smart Manufacturing Systems

The Organisational Performance Impact Of ERP Systems On Selected Companies

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