A MAINTENANCE PERFORMANCE MEASUREMENT FRAMEWORK THAT INCLUDES MAINTENANCE HUMAN FACTORS: A CASE STUDY FROM THE ELECTRICITY TRANSMISSION INDUSTRY

The development of multiple stakeholder performance measurement frameworks (PMF) is a complex process in the public research sector. The objective of the paper was to investigate whether the performance measurement framework (PMF) of a state owned research organization could be adapted to the Balanced Scorecard (BSC). A conceptual framework developed a hybrid form of BSC that could be applied in a research setting before describing a case study setting. A case study, as well as a survey was employed to investigate the research questions. The results suggest that the research sector PMF incorporated the properties the organization’s value chain, as well as reflected its strategies and key actions. Furthermore, suitable performance measures had been created for all the organization’s stakeholders. Further inductive analysis indicated that the PMF resembled a hybrid form of BSC based on the Moullin (2002) public sector framework. Finally, the results indicated that the PMF motivated its researchers at operations level, however, a survey of opinions suggests there was a significant difference in opinion between different categories of researchers.

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The relationship regulator: a buyer-supplier collaborative performance measurement system

International Journal of Operations & Production Management ◽

10.1108/ijopm-10-2016-0595 ◽

2018 ◽

Vol 38 (11) ◽

pp. 2022-2039 ◽

Cited By ~ 11

Author(s):

Vieri Maestrini ◽

Veronica Martinez ◽

Andy Neely ◽

Davide Luzzini ◽

Federico Caniato ◽

...

Keyword(s):

Performance Measurement ◽

Measurement System ◽

Performance Measurement System ◽

Adoption Process ◽

Content Type ◽

Measurement Framework ◽

Relationship Performance ◽

The Relationship

Purpose The purpose of this paper is to propose an innovative buyer-supplier performance measurement system (PMS) (called relationship regulator – RelReg), aimed at stimulating collaboration on mutual performance. The RelReg is described all throughout the phases of its lifecycle: first, design features and visual representation of the new measurement framework are reported; second, guidelines on how to implement, use and review the system are provided, highlighting the role of the buyer and the supplier at each step. Design/methodology/approach A theory building and testing approach is applied. The RelReg developed features primarily ground on previous scientific contributions matched with empirical evidence collected through case studies, workshops and focus groups. The resulting conceptual model is then validated through a dyadic buyer-supplier case study. Findings Two conceptual frameworks are provided: the RelReg dashboard – a multidimensional PMS; and the RelReg lifecycle – set of activities to be performed by both the buyer and the supplier all along the adoption process. Moreover, empirical insights on relevant issues to be considered when adopting the RelReg are reported. Originality/value The RelReg represents an innovative and smart tool, allowing buyer-supplier dyads to collaborate on relationship performance.

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Empirical study of measuring supply chain performance

Benchmarking An International Journal ◽

10.1108/bij-01-2013-0009 ◽

2015 ◽

Vol 22 (2) ◽

pp. 290-308 ◽

Cited By ~ 19

Author(s):

Ilkka Sillanpää

Keyword(s):

Supply Chain ◽

Performance Measurement ◽

Manufacturing Industry ◽

Case Study Research ◽

Future Research ◽

Order Book ◽

Content Type ◽

Measurement Framework ◽

Efficiency And Effectiveness

Purpose – Supply chain (SC) performance measurement – the process of qualifying the efficiency and effectiveness of the SC. The purpose of this paper is to create a SC measurement framework for manufacturing industry, define which data should be measured and verify the measurement framework in the case company’s SC. Design/methodology/approach – There is a review of the current understanding of supply chain management and literature related to SC performance measurement and the study creates a framework for SC measurement. This research is qualitative case study research. Findings – This study presents the main theoretical framework of SC performance measurement. The key elements for the measurement framework were defined as time, profitability, order book analysis and managerial analysis. The measurement framework is tested by measuring case SC performance. Research limitations/implications – In the study, a performance measurement framework was created for the needs of manufacturing industry. Suggestions for future research are multiple case study in different manufacturing industry areas and positivistic-based SC performance research. Practical implications – The measurement framework in this study offers guidelines for measuring the SC in manufacturing industry but the measurement framework could be used in different areas of industry as well. Originality/value – The SC performance measurement framework is tested and a valid framework for SC performance measurement in manufacturing industry.

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Logistics performance measurement framework for companies with multiple roles

Measuring Business Excellence ◽

10.1108/mbe-11-2018-0091 ◽

2019 ◽

Vol 23 (2) ◽

pp. 93-109 ◽

Cited By ~ 1

Author(s):

Dian Prama Irfani ◽

Dermawan Wibisono ◽

Mursyid Hasan Basri

Keyword(s):

Literature Review ◽

Performance Measurement ◽

Performance Management ◽

Multiple Roles ◽

Multiple Role ◽

Content Type ◽

Study Approach ◽

Measurement Framework ◽

New Framework

Purpose Companies with multiple roles, as both a profit generator and public service provider, have specific characteristics that differentiate them from single-role companies. However, literature suggests that no performance measurement framework exists to fully suit the characteristics of such companies. This study aims to develop a novel performance-measuring framework to manage logistics performance in multiple-role companies. Design/methodology/approach The framework is developed by combining a literature review and a case study approach as applied to a company with multiple roles. The case study is conducted to identify the characteristics of multiple-role companies, the factors that potentially affect such companies’ logistics performance and criteria for a new framework. The literature review identifies the concepts, performance attributes and indicators from existing frameworks with the potential for incorporation and synthesis in the new framework. Findings This study identified several characteristics, performance drivers and criteria for a logistics performance-measuring framework for multiple-role companies. Additionally, this study successfully developed a new logistics performance-measuring framework that consists of eight performance management stages and an aggregated index to measure overall logistics performance. Practical implications The proposed logistics performance-measuring methodology provides useful guidance for stakeholders of multiple-role companies to plan, organize, execute and evaluate logistics performance. Originality/value This research fills a theoretical gap by explaining the characteristics of logistics systems in multiple-role companies, as well as the factors that may affect such companies’ logistics performance. Further, the proposed framework contributes to academia by integrating performance attributes from several available frameworks to manage objective conflicts, dynamism issues and the inconsistent performance evaluations that exist in companies with multiple roles.

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An Integrated Key Performance Measurement for Manufacturing Operations Management

Sustainability ◽

10.3390/su12135260 ◽

2020 ◽

Vol 12 (13) ◽

pp. 5260

Author(s):

Gyusun Hwang ◽

Jun-Hee Han ◽

Tai-Woo Chang

Keyword(s):

Performance Measurement ◽

Operations Management ◽

Multiple Criteria Decision Making ◽

Performance Model ◽

Production Performance ◽

Manufacturing Operations ◽

Measurement Framework ◽

Business Excellence ◽

Result Analysis

This paper proposes a comprehensive production performance measurement framework and illustrates the method to evaluate the performance and guide practitioners to make further improvement. The development comprises four steps. (1) Performance indicators derived from business excellence models are enumerated to provide the performance model: 74 indicators, which can be classified in terms of their characteristics, are identified in six criteria. (2) A multiple criteria decision-making approach based on the analytic hierarchical and network processes, which determine the weights of the criteria and indicators, is applied. In addition, this study introduced additional formulas to derive the final performance values. (3) A performance measurement framework that integrates the measurement and result analysis processes is implemented. (4) The proposed framework is verified through a case study. The results of the case study show that the proposed framework identifies the gaps and discrepancies among the management levels, enabling the determination of means for continuous improvement.

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CSIR the motivational role of interactive control in the research sector: a case study

South African Journal of Economic and Management Sciences ◽

10.4102/sajems.v14i4.27 ◽

2011 ◽

Vol 14 (4) ◽

pp. 379-392

Author(s):

Kurt Sartorius ◽

Neil Trollip ◽

Carolyn Eitzen ◽

Enrico Uliana

Keyword(s):

Public Sector ◽

Performance Measurement ◽

Balanced Scorecard ◽

Success Factors ◽

Interactive Control ◽

The Public ◽

Measurement Framework ◽

Research Sector ◽

Public Sector Research

Performance measurement in the public research sector is complex because of the need to configure stakeholder expectations with operational efficiency. The paper investigates the appropriateness of a performance measurement framework (PMF) in a state controlled research organization in South Africa. A case study method, combined with a survey, is used to test the research questions. The results indicate that the public sector PMF incorporated a checklist of critical success factors, it was sustainable and performance measures had been developed for all the stakeholders. Furthermore, the results indicated that the PMF had facilitated the achievement of the division’s strategic objectives, as well as ancillary objectives like motivation, learning and decision making at a local operations level. Finally, the results suggest that it may be possible to create a generic form of public sector research PMF that is based on the balanced scorecard.

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Performance Measurement using Balance Score Card and its Applications: A Review

Journal of Supply Chain Management Systems ◽

10.21863/jscms/2015.4.3.009 ◽

2015 ◽

Vol 4 (3) ◽

Author(s):

Shradha Gawankar ◽

Sachin S. Kamble ◽

Rakesh Raut

Keyword(s):

Performance Measurement ◽

Organizational Performance ◽

Performance Management ◽

Balanced Scorecard ◽

Strategic Change ◽

The Balanced Scorecard ◽

Balance Score Card ◽

Measurement Framework ◽

Score Card ◽

And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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