Measuring maintenance performance using a balanced scorecard approach

Alsyouf, Imad

doi:10.1108/13552510610667165

Cited by 93 publications

(72 citation statements)

References 33 publications

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“…These practices are structured and presented according to an adapted, balanced scorecard framework that was suggested in Alsyouf (2006). Firstly, we discuss maintenance practices with respect to the innovation and growth perspective and also the maintenance perspective.…”

Section: Maintenance Practicesmentioning

confidence: 99%

“…It should also cover generic matters such as the business imperatives peculiar to the organisation, problem-solving techniques, and team dynamics (Tsang, 2002). Measures such as the qualifications of the maintenance labour force and the level of training and human resources development are considered to be among the critical characteristics of maintenance resources (Alsyouf, 2006). Dowlatshahi (2008) showed, in a survey conducted on Mexican (i.e.…”

Section: Competence Of Maintenance Workforcementioning

confidence: 99%

“…Bob (2007) reported that wasted energy from faulty or poorly maintained compressed air systems cost US industry up to $3.2 billion annually. Alsyouf (2006) showed in a case study that there is the potential, in an ideal scenario, to improve a company's return on investment (ROI) by about 9%. This figure represents a projected US$ 8.4 million loss in profits that is caused by planned inoperative time and overall equipment effectiveness (OEE) elements.…”

Section: Introductionmentioning

confidence: 99%

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Maintenance practices in Swedish industries: Survey results

Alsyouf

2009

International Journal of Production Economics

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112

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a b s t r a c tThe purpose of this paper is to investigate the maintenance practices that are used in Swedish industry. The study was performed by conducting a cross-sectional survey within Swedish firms that have at least 100 employees. The main results achieved from the study show that the role of maintenance is not highly recognised. There is a need to spend and invest more in maintenance, which is considered by the majority of Swedish industries as a necessary expense. Although about 13% of the maintenance department time is spent on planning maintenance tasks, nevertheless, about one third of the time is spent on unplanned tasks. There is a need for more adoption of maintenance concepts such as total productive maintenance (TPM) and reliability-centred maintenance (RCM). The lack or ineffectiveness of planning and scheduling can significantly restrict the maintenance department in achieving its objectives and can thus prevent the company from maximising business profits and offering competitive advantages.

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Section: Maintenance Practicesmentioning

confidence: 99%

Section: Competence Of Maintenance Workforcementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Maintenance practices in Swedish industries: Survey results

Alsyouf

2009

International Journal of Production Economics

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112

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“…In order to meet these demands, organizations must ensure that deployments, promotions and demotions, which are elements of employee deployment do not result from a random process but are objective, well planned and purposeful as they greatly influence employee motivation and morale and subsequent performance [7]. Since the ranking of water services regulatory board started on 2008/2009financial year, the performance of CWSB has been declining year after year and the management has not been able to provide concrete answers to this phenomena.…”

Section: Statement Of the Problemmentioning

confidence: 99%

The Effect of Deployment Practices on Employees

2016

IJSR

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Coast Water Services Board (CWSB) is a state corporation in the Ministry of Water and Irrigation which was established inFebruary 2004 under the legal framework of the Water Act 2002. The CWSB area of jurisdiction covers the six (6) counties in the coast region namely Mombasa, Kilifi, Tana River, Kwale, Lamu and Taita-Taveta, spread over an area of 83, 040 square kilometers. The CWSB headquarters is based in the Mombasa City. The CWSB's mandate is to efficiently and economically provide water and sewerage services within this area of jurisdiction as provided for by section 53(1) of the Water Act 2002, and as authorized by the Water Services Provision License issued by the Water Services Regulatory Board (WaSREB). CWSB is committed to a set of core values stated in its Strategic Plan that guides not only its ethical practices but also the quality of service delivery and performance standards. These core values are teamwork, integrity, professionalism, accountability, customer focus and integrity. Through support from the World Bank staffs of CWSB have been able to benefit in areas such as Training and provision of tools and equipments for operation and maintenance activities. However it has been observed that despite the above interventions the performance of the employees is not as expected. Employee deployment and its subsequent effect on employee performance is an issue of great debate with varying opinions of the same. Due to lack of clear guidelines and systems of deployment, heads of organization may go for individuals who support their administrative styles albeit blindly, or be biased during the deployment exercise, and when this happens, employee morale is affected, and this in turn affects performance. Organizations must ensure that deployments, promotions and demotions, which are elements of employee deployment do not result from a random process but are objective, well planned and purposeful as they greatly influence employee motivation and morale and subsequent performance. Since the ranking of water services regulatory board started on 2008/2009 financial year, the performance of CWSB has been declining year after year and the management have not been able to provide concrete answers to this phenomena. Consequently staff deployments have been going on year after year hence a reason good enough to believe it could be the reason behind the declining performance. This study therefore seeks to establish why the performance of Coast Water Services Board is not as expected. Chapter one of this proposal will contain background information on the proposal, statement of the problem explaining briefly what has prompted the necessity to conduct such a research, the research objectives, then the research questions, justification and finally scope of the study. Chapter two will start with theoretical framework, then empirical review, conceptual framework, critique of existing literature, summary and finally research gaps. Finally, chapter three will contain introduction, research design, target populat...

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“…This process must be measured using MPIs to ensure that the strategy is on track. Various other sources -for example, Mather [6], Tsang [7], Wireman [8], Mitchell [9], Parida & Kumar [10], Kutucuoglu et al [11], Alsyouf [12], and Coetzee [13] -proposed that performance management should be underpinned by a formal and structured process. Performance management for maintenance should also be linked to the corporate goals and objectives.…”

Section: Process To Identify Performance Indicatorsmentioning

confidence: 99%

An Analysis of Maintenance Performance Systems in the South African Mining Industry

Kotze

Visser²

2012

sajie

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The measurement of performance is an essential part of the management process. The planning function usually defines the goals and objectives for the business enterprise or division of the enterprise. The control function should monitor the performance measures and establish corrective action if actual performance deviates significantly from planned performance. Maintenance performance measurement is therefore essential to ensure that maintenance objectives are achieved, and that maintenance adds value for the company. The objective of this paper is to discuss the findings of a project that investigated aspects of the maintenance performance system of a number of mining companies in South Africa. The findings of a survey indicated that maintenance performance management is not yet used to its full potential in the mining industry. OPSOMMINGDie meting van prestasie is 'n noodsaaklike deel van die bestuursproses. Die beplanningsfunksie defineer normaalweg die doelwitte vir die organisasie of divisie van die organisasie. Die beheerfunksie monitor die prestasie en bepaal of korrektiewe aksie nodig is wanneer die werklike prestasie noemenswaardig afwyk van die beplande prestasie. Prestasiemeting in instandhouding is dus noodsaaklik om te verseker dat die doelwitte vir die instandhoudingsafdeling bereik word en dat instandhouding waarde toevoeg vir die organisasie. Hierdie artikel bespreek die resultate van 'n projek wat verskeie aspekte van die prestasiestelsel van 'n aantal mynmaatskappye in Suid-Afrika ondersoek het. Die vernaamste bevinding van die projek is dat prestasiebestuur in instandhouding nog nie ten volle benut word deur verskeie mynmaatskappye in die mynbou-industrie nie.

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Measuring maintenance performance using a balanced scorecard approach

Cited by 93 publications

References 33 publications

Maintenance practices in Swedish industries: Survey results

Maintenance practices in Swedish industries: Survey results

The Effect of Deployment Practices on Employees

An Analysis of Maintenance Performance Systems in the South African Mining Industry

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