Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard

The Balanced Scorecard (BSC) methodology focuses on major critical issues of modern business organisations: the effective measurement of corporate performance and the evaluation of the successful implementation of corporate strategy. Despite the increased adoption of the BSC methodology by numerous business organisations during the last decade, limited case studies concern non-profit organisations (e.g. public sector, educational institutions, healthcare organisations, etc.). The main aim of this study is to present the development of a performance measurement system for public health care organisations, in the context of BSC methodology. The proposed approach considers the distinguished characteristics of the aforementioned sector (e.g. lack of competition, social character of organisations, etc.). The proposed measurement system contains the most important financial performance indicators, as well as non-financial performance indicators that are able to examine the quality of the provided services, the satisfaction of internal and external customers, the self-improvement system of the organisation and the ability of the organisation to adapt and change. These indicators play the role of Key Performance Indicators (KPIs), in the context of BSC methodology. The presented analysis is based on a MCDA approach, where the UTASTAR method is used in order to aggregate the marginal performance of KPIs. This approach is able to take into account the preferences of the management of the organisation regarding the achievement of the defined strategic objectives. The main results of the proposed approach refer to the evaluation of the overall scores for each one of the main dimensions of the BSC methodology (i.e. financial, customer, internal business process, and innovation-learning). These results are able to help the organisation to evaluate and revise its strategy, and generally to adopt modern management approaches in every day practise.     

DDP—Managerial opportunities and consequences

Applications of DDP are examined via two case studies to determine how the technology was used by management to aid decision-making; the level of management involvement in the MIS (Management Information Systems) design process and the nature of the relationship between managers and data processing departments were also considered. The study showed that because the technology was largely under end user control, better tailored information systems resulted and system output was more directly used by middle and top managers. This only occurred, however, if certain moderators, such as computing and modelling skills, were present in functional departments. DDP also offers opportunities for better relationships with data processing departments but the consequences include the need for better management training and functional support groups for systems implementation. A conceptual model is presented as a theoretical framework to guide organisations when using DDP.     

Technological newness: An empirical study in the process industries

Technological change in product development is a crucial issue in the management of technology. The entire sweep of technological changes over the past hundred of years is, in essence, the sum of thousands of individual product development projects in thousands of firms. Yet the degree of technological change in individual development projects has not been extensively studied. This paper presents a four-dimensional characterization of technological newness for product development projects in the process industries in which product development is closely tied to process innovation. The characterization uses four dimensions of change that are required in the development of new products: chemistry, production equipment, fabrication technology and process control. Based on the framework of technological newness, the paper presents data collected on the degree of process change in a set of 20 product development projects conducted by a large manufacturer of advanced polymers. The data provide a clear demonstration of the value of the measurement framework, showing a strong relationship between the characterization of change and the project performance.     

Adoption of web-based order-processing systems: experiences from tier-1 suppliers in the automotive supply chain

This research studies automobile industry suppliers in Thailand, who have implemented VMI using web-based order-processing technology. It examines their motivations and barriers for implementing the technology, and identifies the enabling factors with greatest impact on the outcomes of such implementation. Data was obtained from 70 tier-1 suppliers of the two biggest automobile assemblers in Thailand. Exploratory factor analysis was used to construct motivation, enabling factors, difficulties/barriers and outcomes of web-based order-processing technology implementation. Multiple linear regression was then used to examine the relationships between enabling factors and operational outcomes. The results show that improving customer responsiveness and the need to retain competitive advantage rather than cost-based orientation were the primary drivers of implementation of web-based order processing. This case provides insights to enable successful implementation by organisations that are planning to deploy the technology, particularly in the early stages of technological diffusion in emerging economies.     

Technology and the manufacturing process

Abstract

This paper provides an appreciation of the effects of technology on the manufacturing process. Essentially, it is argued that technology is increasingly becoming an essential and endogenous part of the manufacturing process. Internal and dynamical processes related to the introduction and the absorption of technology are also leading manufacturing systems to be more complex, hierarchical, integrated and far more sensitive to external disturbances. It is also argued that technology induces its own growth process, triggering a process of perpetual technological challenge and change.The paper explains both how and why technology is inducing such changes and how it can be dealt with.     

Guidelines for Hoshin Kanri implementation: development and discussion

Hoshin Kanri is a strategic management framework originally conceived in Japan and recognised for developing a deployment process that integrates business strategy and operations execution. Recently, there has been a resurgence of interest regarding Hoshin Kanri implementation among western managers, who usually face cultural challenges towards its use. This leads to the necessity of systematising a set of universally applicable guiding principles or guidelines, for Hoshin Kanri initiatives. This paper presents the results of an in-depth assessment of Hoshin Kanri guidelines carried out through a systematic process of experts? interviews. It uses as its starting point a model of the guidelines that was previously developed through a systematic literature review. The revising and refining of the guidelines is carried out by discussing their conceptual foundations and 20 guidelines are presented that may aid in the implementation of Hoshin Kanri in dfferent types of organisations.     

Implementing an RFID-based manufacturing process management system: Lessons learned and success factors

A growing number of organisations are using radio frequency identification (RFID) technology to improve their manufacturing processes. A case study approach is used to explore the development of an RFID-based manufacturing process management system in a garment factory in China. The results indicate that both technology push and need pull factors influence the garment factory's intention to adopt RFID technology. The technology push factors include relative advantage, compatibility, complexity, extendibility and the cost of the technology, whereas the need pull factors include competitor and customer pressure. We identify eight factors for the successful implementation of an RFID-based manufacturing process management system, namely, vendor selection, organisational motivation, cost/benefit evaluation, top management support, user involvement, the extent of progress supervision, staff competence and training, and policy, structure and operating process compatibility. This in-depth case study details the organisation's experience and identifies the challenges it faces and important issues in the development and implementation of the system. Implications for academics and practitioners are discussed.     

From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation

Despite increasing interest in human resource management (HRM) implementation as an explanation for the association between HRM and firm performance, considerable confusion remains about what implementation means. In order to develop conceptual definitions of HRM implementation and implementation effectiveness, this study builds on three different literatures outside the HRM field (strategy, innovation, and change management), which have addressed this topic extensively. As a result, implementation is characterized as a dynamic process, involving the interaction among multiple actors, starting with the adoption of a new practice and ending with its routinization. This is distinguished from implementation effectiveness as an outcome of that process. The study helps to achieve construct clarity, hence providing a more solid basis for future research and allowing for a better consolidation of findings. The authors also develop an agenda for further research by reviewing a number of theoretical and methodological approaches that have been used in implementation research across fields, including HRM. Overall, the study aims to establish implementation research as a highly relevant academic and practical quest not only in HRM, but also in other management literatures.     

Production planning of mixed-model assembly lines: a heuristic mixed integer programming based approach

Process technology capabilities are becoming increasingly important as flexible manufacturing continues to be more prevalent, and as competition compels companies to provide expanded variety, at ever lower cost, so introducing plant and processes technological constraints. Model flexibility can also benefit from an appropriate production planning process, especially concerning mixed-model assembly lines, since it can facilitate master scheduling and line balancing activities, which are essential aspects of flexibility. Robust and practical planning approaches have to take into account two different aspects: the first consists in ensuring that the elaborated aggregate plan can be disaggregated into at least one detailed feasible plan for the realised demand, whereas the second in ensuring that this detailed plan is feasible at the operational level. This article faces the model flexibility challenge, reviewing and discussing the planning problem of a real world assembly manufacturing system, producing high volume and a variety of agricultural tractors and machines, analysing and resolving some important issues related to technological, organisational and managerial constraints. This article illustrates the implementation of an Advanced Planning System integrated with a mixed integer-programming model, which is solved by a new iterative heuristic approach capable of achieving interesting planning improvements for model-flexibility management.     

A model of information activity in organisations

This article describes a computer model of the information activity in an organisation and its evolution over time. The model can be tuned to particular organisations and used to explore the impacts of strategies for the introduction of new information technology. The model structure is described and its applications are outlined. Some conclusions are drawn on the usefulness of computer models in this context.     

From Knowledge Engineering to Knowledge Management

Knowledge management is seen by many to be a prerequisite for the successful organization, and one that relies heavily, though not exclusively, on a sound technological infrastructure. A major drawback, though, with current technology (e.g. Lotus Notes and www) is its focus on information management and communication rather than on knowledge itself. What knowledge management needs is tools and techniques that are more oriented towards knowledge – its creation, mapping, transfer and use. We show how many of the methods and tools used in the branch of artificial intelligence known as knowledge engineering can be adapted to provide such a knowledge-oriented technology, and lead to significant benefits for organizations. A number of case studies are presented which illustrate our points, including decision-making at Andersen Consulting and best practice at Rolls-Royce. A more elaborated use is shown in the context of business process re-engineering, where a new software tool kit called SPEDE is being applied and validated within the aerospace and automotive industries.     

Regulating Shareholder Value: A Case Study of the Introduction of Value–based Measures in a Water Company

The implementation of a value–based measurement system within a privatized UK regional water company is examined by means of a longitudinal case study. Evidence is presented of how the system was developed within the context of a regulatory environment, which presented special considerations to the company in designing and implementing an appropriate system. In particular the paper considers the implementation issues surrounding the management of the introduction of the value–based measures at the operational level. The authors describe the drivers behind the introduction of the new system and the technical, political and cultural challenges raised by its implementation.     

Technological change and the technology intelligence process: a case study

Various reasons are brought forward for the demise of companies in the face of fundamental technological change. Most often blamed is an insufficient technology intelligence process. However, existing research is contradictory on how this process should be organised. Therefore it is the objective of this case study to derive insight into the organisation of the technology intelligence process by analysing it in the context of radical technological change. The results of a study of the technology intelligence practices of 25 multinational companies are presented. Firstly, the structural, hybrid and informal forms of co-ordination of technology intelligence processes are presented as three parallel layers. Secondly, a framework for the distribution of tasks between the three layers of co-ordination are described and the preconditions necessary for efficient technology intelligence processes are shown. Thirdly, the results are contrasted with past research and conclusions are drawn for further research.     

Payment systems and technology in electrical engineering

Payment systems are known to play an important part in the regulation of production. The introduction of new technology may provide opportunities for new developments in payment systems and one of the chief links between technology and pay is likely to be change in the design of jobs. A series of case studies of innovations in payment systems in the electrical engineering industry examines these notions in practice. In most instances, there were explicit links within management policies between developments in payment systems, changes in job design and introduction of new product, process or control technology.     

The role of QMS in the relationship between innovation climate and performance

The emergence of new global competitors, the convergence of high-technology industries and the increasing speed and cost of technological development promises an increasingly uncertain environment for organisations, making adaptation to changes in the environment a central theme in the study of the organisation for both organisation theory and strategic management. This study thus seeks principally to verify that, while innovation and quality management (QM) alone do not possess the qualities required to provide organisations with sustainable competitive advantages, the bundle of innovation and QM together with other resources and competencies will allow organisations to obtain a competitive advantage and adapt to their environment. The results show that the factors determining innovation – such as resistance to change, cohesion and workload pressures – have repercussions for the firms’ capacity to adapt to their environmentand that a QM context facilitates this adaptation. Finally, we can conclude that a climate of support for innovation is positively related to the organisation’s performance.     

Implementing lean sigma framework in an Indian automotive valves manufacturing organisation: a case study

The manufacturing organisations have been witnessing a key transition to lean manufacturing paradigm so as to eliminate waste. Concurrently, six sigma methodology has been widely used for reducing the defects. In order to attain the combined benefits of these two approaches, the amalgamated lean sigma framework has originated. Lean sigma framework proves drawbacks, such as lack of systematic and scientific management and feeble lean anchorage. In order to overcome these deficiencies, this article contributes a refined lean sigma framework, and its effectiveness has been test implemented in an Indian automotive valves manufacturing organisation. The implementation benefits are described in this article.     

An exploratory study of ERP implementation in Saudi Arabia

Enterprise resource planning (ERP) is being implemented by many organisations as a potential solution to their businesses. In spite of its appeal, ERP has challenges and difficulties in its realisation, especially in developing countries. In this article, existing trends and success factors for ERP implementation in Saudi Arabia is investigated. The results of this study apply, to a large extent, to other developing countries in the Middle East and other oil producing countries. The study captures the best implementation practices, difficulties encountered, critical success factors and benefits realised. Most organisations suffer serious time and/or cost overruns in ERP implementation. Management commitment and the existence of a clear strategic objective were found to be critical for the success of the ERP implementation. Change management programmes and extensive training were found to be essential for smooth implementation process.     

Sustainable Supply Network Management

This article presents an overview of current practices in managing sustainability (social, ethical, environmental) issues in supply networks. It is based on an examination of eight economic sectors in Europe and North America, including utilities, transport, information and communication technology (ICT), retail, tourism and leisure, construction, chemicals and the public sector. It was found that for the vast majority of organisations, the incorporation of sustainability issues is a new area of activity and many have yet to begin managing them in their supply networks. Of those that are active, most have so far only focused on environmental issues. This is largely due to the presence of external environmental drivers, such as legislation, market pressure and media attention, and a lack of external pressures for social and ethical issues in most sectors. So far, tools and strategies have predominantly focused on the procurement process and the management of corporate risk. However, cutting edge organisations are exploring partnership approaches for sharing knowledge, solving shared problems and harnessing opportunities for competitive advantage.     

Die Implementierung des Qualitätsmanagements in sozialen Einrichtungen

The implementation of quality management in social organizations. An evaluation of the results The article presents the results of an evaluation of the introduction prozess of the quality management in social organizations. In particular it illustrates the grounds of the specific features and differences of the participation procedures in this process. A prerequisite for a success is the bottom up procedere that recognizes and uses the resources, competencies and functions of the employees and managers. A formal optimizing of the operational processes will not induce a reorientation. If it does not succeed to internalize new approaches on the basis of a longterm learning process, the quality management will remain a paper and it will fail.     

A framework for the strategic management of future tyre technology

Strategically managing technology faces one major problem: technology planners and managers who mistake ‘R & D management’ for ‘strategic technology management’. In globally competitive markets, survival and growth of tyre companies will increasingly depend upon the ability to manage technological resources strategically. This article proposes a process model which views the strategic management of technology as ‘techno-business management’, where technology and business strategy, planning and implementation can be facilitated by the use of portfolio frameworks and technology forecasting techniques in analysing and addressing the key strategic management areas of techno-business strategy development and strategy implementation.