Access the full text.
Sign up today, get DeepDyve free for 14 days.
R. Anthony, V. Govindarajan
Management Control Systems
A. Gautreau, B. Kleiner
Recent trends in performance measurement systems
R. Kaplan, D.P. Norton
The office of strategic management
A. Sánchez, M. Pérez (2001)
Lean indicators and manufacturing strategiesInternational Journal of Operations & Production Management, 21
Mark Sanger (1998)
Supporting the balanced scorecardWork Study, 47
P. Hepworth (1998)
Weighing it up ‐ a literature review for the balanced scorecardJournal of Management Development, 17
R. Kaplan, D. Norton (1993)
PUTTING THE BALANCED SCORECARD TO WORKHarvard Business Review, 71
M. Frigo
Performance measures that drive the goal Tenets of strategy
R. Lawson, W. Stratton, T. Hatch
The benefits of a scorecard system
M. Cowley, E. Domb (1997)
Beyond strategic vision : effective corporate action with Hoshin planning
A. Neely, M. Gregory, K. Platts (1995)
Performance measurement system designInternational Journal of Operations & Production Management, 15
W. Abernathy (1998)
Evaluating organization scorecards and incentivepay systemsEmployment Relations Today, 25
J. Bicheno
Lean Toolbox
R. Hall
Lean and the Toyota production system
A. Neely (1999)
The performance measurement revolution: why now and what next?International Journal of Operations & Production Management, 19
R. Booth
Accountants do it by proxy
Jackie Brown, Brenda McDonnell (1995)
The balanced score‐card: short‐term guest or long‐term resident?International Journal of Contemporary Hospitality Management, 7
S. Tangen (2005)
Analysing the requirements of performance measurement systemsMeasuring Business Excellence, 9
Rachna Shah, Peter Ward (2003)
Lean manufacturing: context, practice bundles, and performanceJournal of Operations Management, 21
J. Seddon (2003)
Freedom from Command and Control
Sengun Yeniyurt (2003)
A literature review and integrative performance measurement framework for multinational companiesMarketing Intelligence & Planning, 21
D. Amaratunga, D. Baldry, M. Sarshar (2000)
Assessment of facilities management performance – what next?Facilities, 18
R. Kaplan, D. Norton
The balanced scorecard – measures that drive performance
T. Bond (1999)
The role of performance measurement in continuous improvementInternational Journal of Operations & Production Management, 19
R. Arora (2002)
Implementing KM - a balanced score card approachJ. Knowl. Manag., 6
G. Gaynor (1996)
Handbook of Technology Management
T. Menzies, Justin Di, Stefano, Mike Chapman, Ken McGill (2002)
Metrics that matter27th Annual NASA Goddard/IEEE Software Engineering Workshop, 2002. Proceedings.
R. Kaplan, D. Norton (1998)
The Balanced ScorecardTechnometrics, 40
Dan Dimancescu (1997)
The lean enterprise
A. Maltz, A. Shenhar, R. Reilly (2003)
Beyond the Balanced Scorecard:: Refining the Search for Organizational Success MeasuresLong Range Planning, 36
B. Maskell, Bruce Baggaley, Larry Grasso (2003)
Practical Lean Accounting: A Proven System for Measuring and Managing the Lean Enterprise
J. Collins, J. Porras
Built to Last
R. Kaplan, D.P. Norton
Transforming the balanced scorecard from performance management to strategic management: part 1
D. Amaratunga (2000)
Assessment of facilities management performanceProperty Management, 18
Andrew Gautreau, B. Kleiner (2001)
Recent trends in performance measurement systems – the balanced scorecard approachManagement Research News, 24
A. Atkinson, J. Waterhouse, R. Wells (1997)
A Stakeholder Approach to Strategic Performance MeasurementSloan Management Review, 38
Purpose – Ostensibly, less than 10 per cent of UK organisations accomplish successful lean implementations. A refined system to the one offered by the balanced scorecard is needed. The purpose of this paper is to propose a robust system that not only focuses on the intangible and intellectual assets but also embraces various time horizons and the interests of multiple stakeholders. Design/methodology/approach – The dynamic multi‐dimensional performance (DMP) framework has been adapted which enables organisations to successfully gauge, in a holistic approach, whether lean has in fact proven successful in their respective organisations. Findings – The DMP framework embracing five dimension proves to be more robust than its predecessors and stresses the need to utilise a smaller set of multidimensional metrics which are closely aligned to an organisation's strategies. Research limitations/implications – Intangible assets have become the major source for competitive advantage. Tangible assets accounted for a book value of less than 20 per cent of companies' market values in 2000. Organisations need to promote a portfolio of measures directed at both the internal and external environments. Practical implications – Despite the popularity of the balanced scorecard, it has recently proven inadequate in certain circumstances. The proposal enables managers to bridge the gap between the real and aspired performance. Originality/value – The DMP model presented in this paper has generic appeal and can be applied to quite disparate organisations. It provides a good barometer for multiple time horizons and facilitates the examination of a wider view of organisational success.
Journal of Manufacturing Technology Management – Emerald Publishing
Published: Jun 6, 2008
Keywords: Lean production; Performance measurement; Balanced scorecard
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.