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- Publisher
- Emerald Publishing
- Copyright
- Copyright © Emerald Group Publishing Limited
- ISSN
- 0263-5577
- DOI
- 10.1108/02635579110138126
- Publisher site
- See Article on Publisher Site
Abstract
Well over 50 per cent of a manufacturing companysresources are found in Operations. Long and shorttermsuccess demands deploying these resourcesmoney, time, material and people on the rightproblems and their solution.Unfortunately, traditional accountingdrivenperformance measurements are not doing enoughto facilitate this. Nowadays, the numbers oftenhinder rather than help execute business strategyeffectively. Frontline managers perceive, rightly, thatthe cognitive overload accumulating in their inboxes has little relevance to business success.Differences of opinion occur between variousmanagement levels andor functional areas overwhat is really important, and whether or not thesystem measures the strategy. Resolving thesedifferences can get the whole company executingthe business strategy as a team.
Journal
Industrial Management & Data Systems – Emerald Publishing
Published: Jan 1, 1991