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Performance measurement system for a lean production strategy: a case study of a strategic business unit in the UK

Hughes, Steven Scott (2015) Performance measurement system for a lean production strategy: a case study of a strategic business unit in the UK. Doctoral thesis (PhD), Manchester Metropolitan University.

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Abstract

Research related to performance measurement and the inter-action with modern corporate strategies is in need of more investigation. Recent survey based research has revealed a positive significance in competitive advantage. However, these results only occurred when a modern accounting solution and a contemporary strategy were combined simultaneously; when implemented separately no significance was shown. These results revealed limited insights as to how or why the positive results occurred. This research explores the simultaneous implementation of a lean strategy and a performance measurement system consisting of five perspectives of safety, quality, cost, delivery and people (SQCDP). Related case study research in this topic has begun to reveal a number of insights of resistance and mutual adjustment. Research has been limited mainly to the service sector, with limited knowledge in manufacturing at factory level. Previous research has recognised considering an intensive longitudinal approach to reveal further insights. This research adopts a qualitative methodology of an intensive longitudinal case study approach using interview data to explore the dynamics between a lean strategy and a PMS in a manufacturing plant setting. The interview data is supported with primary documents volunteered from the interviewees and a practitioner researcher knowledge spanning 25 years. The case study draws on actor network theory (Latour; 2005) and adopts a theme of connectivity (Kolb; 2008). The results revealed insights of how networks disseminate and grow over time, what happens to engagement of employees if any of the steps of translation are omitted. Furthermore how lean and the SQCDP impacted each other towards a journey of multiple translations and culminating in standardisation globally. The theme of connectivity aided the explanation of what were enablers and disablers to connecting lean and SQCDP.

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