| 1. |
- Bruch, Jessica, et al.
(författare)
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In search for improved decision making on manufacturing footprint: A conceptual model for information handling
- 2011
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Ingår i: Proceedings of the 4th International Swedish Production Symposium. - Lund. ; , s. 63-68
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Konferensbidrag (refereegranskat)abstract
- The footprint strategy of a manufacturing company is frequently highlighted as a key aspect to the company’s competitive advantage. However, research concerning international location decisions is limited. A comprehensive strategy has to function in a world with limited resources and continuous change of values. The purpose of this paper is to propose a conceptual model of the process for efficient production localisation decisions by integrating aspects influencing the design of the manufacturing footprint. Research on drivers for location of manufacturing emphasise input factors, market factors and technological knowhow as key factors. Looking at the entire industrial system, earlier research also illustrates the broad range of roles for the manufacturing plant within a company’s industrial system. Based upon this discussion of the motive for manufacturing location and the strategic role of the manufacturing plant, a conceptual model is introduced emphasising different levels that should be considered during the process of preparing a localisation decision. It serves as a base for more detailed studies on specific aspects, models and factors for manufacturing footprint analysis.
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| 2. |
- Salloum, Mohammed, et al.
(författare)
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Aligning Dynamic Performance Measures
- 2010
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Ingår i: PROCEEDINGS OF THE 6TH EUROPEAN CONFERENCE ON MANAGEMENT LEADERSHIP AND GOVERNANCE. - Wroclaw, Poland. - 9781906638818 ; , s. 339-349
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Konferensbidrag (refereegranskat)abstract
- Few existing performance measurement systems emphasis the need for a performance management process, instead management is perceived as a once-off initial occurrence. Therefore performance measures and management of these measurement systems often fail to continuously reflect the current dynamic business environment. This creates a paradox with organisations using performance metrics that are obsolete or redundant due to the unfamiliarity of changing them. Few researchers have tried to answer the question how performance measures evolve and act in their milieus after the implementation phase. The need for a dynamic approach to performance measurement is not widely addressed and viable processes which can be used by management teams in a consistent manner are inquired. Corporations need tools to integrate and update performance measurement systems rationally and systematically as context and opportunities change. Without a nurturing infrastructure a performance measurement system can not stay viable. Without a process keeping the performance measurement system viable measuring becomes valueless and even destructive. As it is generally accepted both in academia and practice that business strategy is dynamic and ever changing in nature a consensus is growing that performance measurement systems must be accounted for when direction changes. The purpose of this paper is twofold, firstly to primary single out and present theoretically crucial characteristics for dynamic and flexible performance measurement systems. Secondly, to investigate to what extent the theoretical parameters are applied in practice. The article is divided into three parts; firstly, the literature within the field of performance measurement systems is filtrated to identify theoretically crucial factors for a dynamic performance measurement system. Secondly, the theoretical factors are observed in practice through two case studies and a cross-case analysis. Finally, the article is rounded up with a discussion over why organisations should focus on alignment of measures and objectives as a first step in their pursuit of dynamic measurement systems.
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| 3. |
- Salloum, Mohammed, 1985-, et al.
(författare)
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Dynamic abilities in performance measurement system : a case study on practice and strategies
- 2011
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Ingår i: Book of abstracts, 18th International Annual EurOMA Conference, Exploring interfaces. - 9781902546933 ; , s. 133-133
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Konferensbidrag (refereegranskat)abstract
- This paper analyse the key factors for creating a dynamic ability in the performance measurement system, in order to manage the operations/strategy interface. A case study was conducted at a heavy vehicle manufacturing site with three data collection components: analysis of archival data, direct observations and an interview study. The study details five factors that need to be fulfilled in order to realise dynamic abilities in a PMS: review process, IT system, management, culture and employee involvement. Moreover, in order to realise the factors in practice the PMS design and context need to be considered.
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| 4. |
- Salloum, Mohammed
(författare)
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Explaining the evolution of performance measures – A dual case-study approach
- 2013
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Ingår i: Journal of Engineering, Project, and Production Management. - 2221-6529 .- 2223-8379.
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Few empirical studies have examined how performance measures change in practice and the driving forces behind this change. The existing body of literature has taken a prescriptive approach to how managers and organisations ought to manage change in performance measures without any concern for studying the phenomenon itself and thus a theoretical gap exists. With this gap in mind, the purpose of this paper is to outline how and why the performance measures have changed at two case companies over the time period 2008-2011. In order to fulfil the purpose of this paper two case studies at two different case companies have been conducted. The choice of data collection method is justified by the ambition to attain an in-depth and holistic understanding of the phenomenon. For each case, the data collection was based on four components: an interview study, analysis of archived data, documentation and direct observations. In total, 28 interviews were conducted, 14 at each case company. The empirical findings exhibit that the performance measures are exposed to continuous and considerable change from several perspectives. The measurement scopes at both case companies are steadily expanding, the individual performance measures are constantly replaced and their characteristics are continuously altered. An array of change triggers has been identified in the empirical findings. In contrast to what is advocated in literature, the findings illustrate that the most frequent reason for change is the will to improve the performance measures, the measurement process and the overall performance rather than changing internal and external environments. There are several challenges that need to be addressed in the future research agenda.
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| 5. |
- Salloum, Mohammed, 1985-, et al.
(författare)
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From Metrics to Process : Towards a Dynamic and Flexible Performance Measurement System for Manufacturing Systems
- 2009
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Ingår i: Proceedings of third swedish production symposium.
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Konferensbidrag (refereegranskat)abstract
- Performance measurement systems are challenged by today’s rapidly changing and highly competitive markets. Measures and management of these systems often fail to continuously reflect the dynamic business environment. This purpose of this paper is to discuss how to achieve a dynamic and flexible performance measurement system applicable for manufacturing sites. The analysis is based on a literature review on major performance measurement schemes, as well as a problem identified in industry. The paper introduces an industrial case where the current measurement at Operations is briefly evaluated and put in relation to the findings made in the literature study. The industrial challenges and possibilities are set as one basis for a proposed future structure. Important aspects on unctionalities/abilities for future research as well as development at the case company when choosing indicators and their implementation are discussed.
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| 6. |
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| 7. |
- Salloum, Mohammed, et al.
(författare)
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Managing change in performance measures: a case study on practice and challenges
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Annan publikation (övrigt vetenskapligt/konstnärligt)abstract
- The purpose of this paper is to outline how a large manufacturing organisation handles change in its performance measurement system (PMS) and the challenges associated with it. The empirics presented have been collected through a case study. The findings display that the organisation deploys two processes for handling change, one with the starting point in the business plan and the other within an operational development program. Several challenges are highlighted relating to the IT-system, culture and involvement. The paper concludes that even though the processes are theoretically sound, the scarcity of time and focus in practice derail their purposes.
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| 8. |
- Salloum, Mohammed, 1985-, et al.
(författare)
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Managing change in performance measures: a case study on practice and challenges
- 2012
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Ingår i: Proceedings of the 4<sup>th</sup> World Conference P&OM / 19<sup>th</sup> EurOMA Conference. - 9789491621000
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Konferensbidrag (refereegranskat)abstract
- The purpose of this paper is to outline how a large manufacturing organisation handles change in its performance measurement system (PMS) and the challenges associated with it. The empirics presented have been collected through a case study. The findings display that the organisation deploys two processes for handling change, one with the starting point in the business plan and the other within an operational development program. Several challenges are highlighted relating to the IT-system, culture and involvement. The paper concludes that even though the processes are theoretically sound, the scarcity of time and focus in practice derail their purposes.The purpose of this paper is to outline how a large manufacturing organisation handles change in its performance measurement system (PMS) and the challenges associated with it. The empirics presented have been collected through a case study. The findings display that the organisation deploys two processes for handling change, one with the starting point in the business plan and the other within an operational development program. Several challenges are highlighted relating to the IT-system, culture and involvement. The paper concludes that even though the processes are theoretically sound, the scarcity of time and focus in practice derail their purposes.
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| 9. |
- Salloum, Mohammed, et al.
(författare)
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Managing change in performance measures – An inter-company case study approach
- 2012
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Ingår i: International Journal of Business Science and Applied Management. - 1753-0296. ; 7:2, s. 53-66
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Tidskriftsartikel (refereegranskat)abstract
- The field of performance measurement and management (PMM) is well filled with frameworks, models and guidelines addressing what to measure and how to design a performance measurement system (PMS). However, what has been less examined so far is how to ensure that PM evolve in tandem with their environments. Further, the few approaches available today are prescriptive and outlines how or what practitioners should do in order to manage change in their PM. Thus, a gap exists in understanding how organisations manage change in their PM in practice. Thus, the purpose of this paper is to outline and compare the approaches of three case companies for managing PM change. In order to fulfil the purpose of the paper, the data presented has been collected through the deployment of case studies. The choice of case studies as means for data collection stems from the possibility of an in-depth and holistic examination of the formulated phenomenon. All three case companies belong to the same company-group that operates within the transportation industry. The industrial footprint of the company is global with operations and sales spread out over the world. The findings suggest that all three companies have processes in place for managing change in PM. However, the approaches differ in design and context. Even though the case companies had different approaches in place to manage change in PM, they shared several commonalities. Commonalities were shared in the way of execution, process input and challenges in IT and culture. Furthermore, employee involvement seemed to be the biggest challenge for all three companies. The findings put forward in this paper are limited as they are confined to three companies from the same company-group. More studies, both from within and outside the company-group, are needed in order to establish a solid base of empirical data for generalisation. However, this paper makes a contribution both through describing how three companies manage PM change and through elaborating on the underlying factors affecting functionality.
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| 10. |
- Salloum, Mohammed
(författare)
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Managing change in performance measures within a manufacturing context
- 2013
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Even though the literature available within the field of performance measurement and management (PMM) is extensive, a gap exists regarding how change is managed in performance measures (PM). This gap is corroborated by the empirical data underlining that only a few organisations have mechanisms in place for managing PM change. The need to manage change in PM arises from the consensus that performance measurement systems (PMS) should reflect the strategy and direct environments of the company. As both strategies and environments are dynamic in nature the PMS ought to possess the capability to change. The paradox of combining dynamic strategies and environments with static PMS has created problems for companies as the competitive conditions change over time. With this background in mind, the purpose of this thesis is to contribute to the existing body of knowledge regarding how to manage change in performance measures. The contribution from this research will stem from analysis of six empirical studies and the results will be concluded in a set of guidelines regarding how to manage change in PM in practice.This thesis has adopted a systems perspective and takes a qualitative, case-study based approach. In total six case studies and three literature studies have been conducted. The case studies have been conducted on three different continents and have focused on the deployed ways for managing change in PM and how the PM have evolved over time. The first literature study focused on the general literature within the field of PMM, the second literature study focused on the literature revolving around keeping PM updated and relevant over time whilst the third and concluding literature study focused on further expanding the theoretical base on how to manage change in PM and how PM evolve and change after their implementation. This thesis concludes that extensive PM change is necessary over time in order to establish and maintain appropriate PM, continuously improve the measurement process and boost performance. Further, in converse to the various approaches suggested in literature, all six approaches identified in the case studies are processes. Furthermore, each PM change process differs from another as highlighted in the empirical findings chapter.Finally, 11 factors have been identified from the theoretical and empirical findings that affect the ability to manage change in PM: level of process documentation, process ownership, employee involvement and alignment (as an embedded part of the PM change process design), communication, culture, role of top-management, IT-infrastructure capabilities, resources available for facilitation, PM ownership and education. Finally, eight guidelines have been developed addressing how to manage change in performance measures.
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