On Performance Measurement Failures: An Empirical Evidence from Lean Management Programs

Stanisław Strzelczak , Andreas Mueller


This 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.
Author Stanisław Strzelczak (FPE / IOPS)
Stanisław Strzelczak,,
- The Institute of Organization of Production Systems
, Andreas Mueller - KraussMaffei Technologies GmbH
Andreas Mueller,,
Publication size in sheets0.65
Book Strzelczak Stanisław, Mueller Andreas (eds.): PMA'2016, 2016
Keywords in EnglishPerformance Management, Lean Management, Management Control, Lean Controlling
Languageen angielski
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