Global vision and performance indicators for an industrial improvement approach

Berrah, Lamia; Mauris, Gilles; Haurat, A.; Foulloy, Laurent

doi:10.1016/s0166-3615(00)00070-1

Cited by 54 publications

(49 citation statements)

References 27 publications

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“…As a means of coping with the complexity of the current industrial context, new control strategies designed to introduce continuous improvements must include not only aspects of multi-criteria performance expression, but also pertinent relational modeling (Bititci, 1995;Berrah, 2000;Berrah et al, 2001). Control strategies are in fact required to define, compare and select improvement actions with respect to the relationships existing between performance expressions (Bititci, 1995).…”

Section: Problem Statementmentioning

confidence: 99%

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Monitoring and Control of an Efficient Industrial Performance Improvement within a MAUT Assessment Framework

Montmain

2011

Supply Chain Forum: An International Journal

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This paper begins by discussing the implementation of monitoring and control strategies to improve industrial performance. Industrial performance is presently defined in terms of multiple and multi-level criteria, which need to be synthesized for overall improvement purposes. The Multi-Attribute Utility Theory (MAUT) provides tools relevant to decisionmaking within this specific context. According to our approach, overall company performance is expressed as the aggregate value of each elementary performance relative to each criterion, with the aggregation operator being a Choquet integral. The paper then recalls previous studies regarding the design of efficient improvements within this same MAUT framework, before focusing on an analysis of overall performance gain in terms of elementary performance improvements. The contribution of an aggregate performance gain criterion plays a key role in this study. Two improvement strategies will moreover be examined and compared in light of this concept development. A case study has also been included to illustrate the proposals set forth in the paper.

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Section: Problem Statementmentioning

confidence: 99%

“…The performance expressions can thus be formalized by means of the following mapping (Berrah, 2000): P :…”

Section: Overall Performance In the Maut Frameworkmentioning

confidence: 99%

Monitoring and Control of an Efficient Industrial Performance Improvement within a MAUT Assessment Framework

Montmain

2011

Supply Chain Forum: An International Journal

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“…physical measures as well as performance evaluations, to be consistently organized with respect to the objectives of the company (Berrah et al, 2000) (Clivillé et al, 2007a). A PMS is defined w.r.t.…”

Section: A Brief Literature Reviewmentioning

confidence: 99%

“…In the industrial decision-making, according to the complex encountered situations, information can be uncertain or imprecise, even linguistically expressed (Berrah et al, 2000). For a selection problem, this imprecision is not necessarily awkward.…”

Section: The Case Of Imprecise Performance Expressionsmentioning

confidence: 99%

Towards a Quantitative Performance Measurement Model in a Buyer-Supplier Relationship Context

Berrah

Clivillé

2008

Supply Chain

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“…In the current context of financial crisis and economic globalisation, manufacturing companies are becoming increasingly concerned with the multicriteria nature of their process assessments [1] [2]. Namely, beyond the Taylorian productivity, industrial processes must satisfy numerous and diversified criteria such as delay and quality, but also innovation, environmental and social responsibility criteria [3] [4].…”

Section: Introduction -Problem Statementmentioning

confidence: 99%

Management decision-aiding with a fuzzy integral based Performance Measurement System

Berrah¹,

Montmain²,

Clivillé³

et al. 2011

Proceedings of the 7th Conference of the European Society for Fuzzy Logic and Technology (EUSFLAT-2011)

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This article is a contribution to the decision-maker's requirements to adapt resource allocation and define rewards according to the performance assessments at each milestone of an improvement action plan execution. Our approach is based on Performance Measurement Systems relating interacting elementary performance to the overall performance by a 2-additive Choquet integral aggregation. Performance improvement analysis for resource allocation and motivation management is based on the marginal contributions of each elementary performance to the overall performance which give useful information on the way the overall performance has been achieved and would be improved. The propositions are applied to the business turn-over performance improvement of a SME company manufacturing kitchens and bathrooms.

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Global vision and performance indicators for an industrial improvement approach

Cited by 54 publications

References 27 publications

Monitoring and Control of an Efficient Industrial Performance Improvement within a MAUT Assessment Framework

Monitoring and Control of an Efficient Industrial Performance Improvement within a MAUT Assessment Framework

Towards a Quantitative Performance Measurement Model in a Buyer-Supplier Relationship Context

Management decision-aiding with a fuzzy integral based Performance Measurement System

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