Evolution of the performance measurement system in the Logistics Department of a broadcasting company: An action research

A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

“…On the other hand, evidence of the proliferation and acceptance of the action research approach as a valid research methodology, especially in Operations Management-based research, is apparent through the high volume of recent published researches supported by this method (e.g. Gutierrez et al, 2015;Farooq and O'Brien, 2015;Dey et al, 2015;Baker and Jayaraman, 2012;Cagliano et al, 2005). Since this study required the researchers to closely track and manage the deployment of the proposed LSS implementation framework and the improvement project as a whole, which required the presence and participation of the researchers to lead and aid such deployment and management (Gutierrez et al, 2015;Bryman, 1989), action research was considered the most suitable method to conduct this study.…”

“…Gutierrez et al, 2015;Farooq and O'Brien, 2015;Dey et al, 2015;Baker and Jayaraman, 2012;Cagliano et al, 2005). Since this study required the researchers to closely track and manage the deployment of the proposed LSS implementation framework and the improvement project as a whole, which required the presence and participation of the researchers to lead and aid such deployment and management (Gutierrez et al, 2015;Bryman, 1989), action research was considered the most suitable method to conduct this study. The action research method also ensured that problems and resistance during the application of the LSS framework were overcome with the direct help from one of the researchers (Gutierrez et al, 2015;Coughlan and Coghlan, 2002;Bryman, 1989).…”

“…Since this study required the researchers to closely track and manage the deployment of the proposed LSS implementation framework and the improvement project as a whole, which required the presence and participation of the researchers to lead and aid such deployment and management (Gutierrez et al, 2015;Bryman, 1989), action research was considered the most suitable method to conduct this study. The action research method also ensured that problems and resistance during the application of the LSS framework were overcome with the direct help from one of the researchers (Gutierrez et al, 2015;Coughlan and Coghlan, 2002;Bryman, 1989). In the case of this research, and as suggested by Coughlan and Coghlan (2002), the action research approach proved to be a valuable method not only to test the proposed LSS implementation framework and draw conclusions regarding its effectiveness but also to document and report the experiences and lessons learnt by the authors while conducting the improvement of the ship loading commercial time.…”

A decision support model for identification and prioritization of key performance indicators in the logistics industry

“…In the past, financial indicators were largely considered in performance measurement systems (Yang, Chuang, & Huang, 2009); however, current performance measurement is based on both financial and non-financial indicators (PovedaBautista, Baptista, & García-Melón, 2012) due to its multidimensional structure (Gutierrez, Scavarda, Fiorencio, & Martins, 2015). Despite including financial and non-financial indicators in a system which assists companies to carry out their decision-making processes in a more conscious manner (Gunasekaran & Gallear, 2012), it brings to the fore one of the most widespread issues, which is having too many indicators in performance measurement (Shaw, Grant, & Mangan, 2010;Keebler & Plank, 2009).…”

“…These lead practitioners to seek answers to several questions, including, what indicators they should use and when they should use them (Gopal & Thakkar, 2012). Therefore, there is a need in the logistics industry to establish a framework for applying a strategic performance measurement system to third-party logistics (3PL) providers (Rajesh, Pugazhendhi, Ganesh, Ducq, & Koh, 2012) by examining a good balance of indicators with a holistic approach (Gutierrez et al, 2015). However, the performance measurement and indicators with respect to 3PL companies have received only limited interest from both researchers and practitioners (Rajesh et al, 2012).…”