On Performance Measurement Failures: An Empirical Evidence from Lean Management Programs
Stanisław Strzelczak , Andreas Mueller
AbstractThis paper investigates suitability of existing performance management frameworks for controlling Lean programs. Effects, especially unwanted are not discovered in advance - when accepting projects, nor detected ex posts - when they come into being. Evidently the rigid measures of management control do not prevent against the unlikely outcomes. The paper analyses performance management frameworks described in the literature. The review exposes some shortcomings. Among them time and scope related inconsistency, together with interdependencies of various effects, are identified as the major factors of dysfunctional performance management. It will be concluded that Lean Management has multi-perspective dimensions, which cannot be covered by reductionist or strategy oriented controlling, as recommendation static controlling as known since decades has to shift to a dynamic and holistic approach able to cope with needs of internal and external factors influencing a sustainable Lean setup.
|Publication size in sheets||0.65|
|Book||Strzelczak Stanisław, Mueller Andreas (eds.): PMA'2016, 2016|
|Keywords in English||Performance Management, Lean Management, Management Control, Lean Controlling|
|Not used for evaluation||yes|
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