Measuring performance: The operations
perspective
Background
Interest in performance measurement
The speed with which businesses are being forced to adapt and change is massive
Crisis in measurement
Measurement myopia: measuring the wrong things
The measurement revolution: new measurment frameworks
Measurement madness: society is obsessed with measurement
Two most important questions
What do operations managers want from their measurement
systems?
How have these wants and needs
changed over the years?
The past: Pre-1980
In the period immediately following the second world the management paradigm was sales, no customer
The result - a stream of research on productivity measurement and management
Contrasting different dimensions of productivity
The measurement of total factor
productivity
criticism of single dimensional measures of
productivity
The present: 1980s–2000
Throughout the early part of the 1980s: what underpins the Japanese economic miracle?
The operations in Japanese firms were simply better managed (Schonberger, Hall)
The Toyota Production System (Monden, 1996)
Importance of kaizen (Imai, 1986)
Operations function can have a significant impact on product quality (Deming; Crosby)
How to measure the cost of
quality (Crosby; Feigenbaum; Plunkett and Dale)
Skinner’s work on manufacturing strategy
Operations had a strategic role to play in organizations
2000 and beyond
Internet technology development
Dot-com bubble
Businesses growth
Importance of partnerships and alliances
Outsource non-core activities
Data overload
Amazon.com case
About the future
The high speed of changes
Online and up-to-date perf reports
Manegers want to answer the question "How to use data more fully?"
The need of forecasting the processess
Measurement is a multi-functional discipline