Industrial Engineering and Management Systems

  • 제7권3호
  • /
  • Pages.214-227
  • /
  • 2008
  • /
  • 1598-7248(pISSN)
  • /
  • 2234-6473(eISSN)
대한산업공학회 (Korean Institute of Industrial Engineers)
권호 표지

A Delphi Approach to the Development of an Integrated Performance Measurement and Management Model for a Car Assembler

  • 발행 : 2008.12.31
PDF 다운로드
⟨ 이전 논문 다음 논문 ⟩

초록

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.

키워드

참고문헌

  1. Affisco, J. F., Nasri, F., and Javad, Paknejad M. (1997), Environmental versus quality standards-an overview and comparison, International Journal of Quality Science, 2(1), 5-23. https://doi.org/10.1108/13598539710159059
  2. Amaratunga, Dilanthi; Baldry, David, and Sarshar, Marjan (2001), Process improvement through performance measurement: the balanced scorecard methodology, Work study Journal, 50(5), 179-189. https://doi.org/10.1108/EUM0000000005677
  3. Andersen, Henrik V. and Lawrie, Gavin (2004), Effective quality management through third-generation balanced scorecard, International Journal of Productivity and Performance Management, 53(7), 634-645. https://doi.org/10.1108/17410400410561259
  4. Barabba, V. P and Zaltman, G. (1991), Hearing the Voice of the Market: Competitive Advantage through creative use of Market Information, Harvard Business School Press.
  5. Brown, M. G. (1996), Baldridge Award Winning Quality, Quality Resources/ASQC Press, Milwaukee, WI.
  6. Bryde, David James (2003), Modeling project management performance, International Journal of Quality and Reliability Management, 20(2), 229-254. https://doi.org/10.1108/02656710310456635
  7. Chin, K. S., Patri, K. V., Pun, K. F., Yeung, W. H., Poon, L. T., and Poon, K. K. (1996), Starting the journey: a team-based QI in a university laboratory, The TQM Magazine, 8(2), 20-25.
  8. Crowe, Thomas J. and Noble, James S. (1998), Multiattribute analysis of ISO9000 registration using AHP, International Journal of Quality and Reliability Management, 15(2), 205-222. https://doi.org/10.1108/02656719810368495
  9. Gupta, Praveen (2004), Six Sigma Business Scorecard, Mc Graw Hill.
  10. Kaplan, R. S. and Norton, D. P. (1996), The Balanced Scorecard-Translating Strategy into Action, Harvard Business School Press, Boston, MA.
  11. Kaplan, Robert S. and Norton, David P. (2001), The Strategy Focused Organization, HBS Press.
  12. Kaplan, R. S. and Norton, D. P. (1992), The Balanced Scorecard: Measures that drive performance, Harvard Business Review, January-February, 171-179.
  13. Kaplan, Robert S. and Norton, David P. (2004), Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Press, Boston, MA.
  14. Kaplan, Robert S. and Norton, David P. (2006), Alignment: Using the Balanced Scorecard to Create Corporate Synergies, Harvard Business School Press, Boston, MA.
  15. Linstone, H. A. and Turoff, M. (2002), The Delphi Method: Techniques and Applications, Addison-Wesley, London.
  16. Miles, L. D. (1961), Techniques of Value Analysis and Engineering, McGraw-Hill Book Company, INC, New York.
  17. NIST (2005), Malcolm Baldridge National Quality Award 2005 Criteria for Performance Excellence. National Institute of Standards and Technology, US Department of Commerce, Washington, DC. Available at: www.nist.gov/.
  18. Okoli, C. and Pawlowski, S. D. (2004), The Delphi method as a research tool: an example, design considerations and applications, Information and Management, 42 (1), 15-29. https://doi.org/10.1016/j.im.2003.11.002
  19. Olve, N. and Wetter, M. (1999), Performance Drivers: A Practical Guide to Using the Balanced Scorecard, John Wiley and Sons, New York, NY.
  20. Pannirselvam, Gertrude P. (2001), A study of the relationships between the Baldridge categories, International Journal of Quality and Reliability Management, 18(1), 14-34. https://doi.org/10.1108/02656710110364468
  21. Porter, L. J., Oakland, J. S., and Gadd, K. W. (1998), Unlocking business performance with self assessment, Management Accounting, September, 10, 35-37.
  22. Prahalad, C. K. and Hamel, Gary (1990), The Core Competence of the Corporation, Harvard Business Review, May-June.
  23. Pramongkit, Prasopchoke and Teay, Shawyun, (2002), Strategic IT Framework for Modern enterprise by using Information Technology Capabilities, proceedings of 2002 IEEE International Engineering Management Conference (IEMC-2002), Cambridge UK.
  24. Puay, S. H., Tan, K. C., Xie, M., and Goh, T. N. (1998), A comparative study of nine national quality awards, The TQM Magazine, 10(1), 30-39. https://doi.org/10.1108/09544789810197819
  25. Pun, K. F. and Chin, K. S. (1999), A self-assessed quality management system based on integration of MBNQA /ISO9000/ISO14000, International Journal of Quality and Reliability Management, 16(6), 606-629. https://doi.org/10.1108/02656719910268206
  26. Teay, Shawyun (2005), Quality Assurance and Strategic Implementation in educational institutions: A Holistic Alliance?, JIRSEA (Journal of Institutional Research South East Asia, 3(1), 24-40.
  27. The European Foundation for Quality Management (EFQM) (1999), The Case Study of European Communication S. A. EFQM, Brussels, Belgium.
  28. The European Foundation for Quality Management (EFQM) (2000), Brochure of European Foundation for Quality Management 2001 [online], EFQM, Brussels, Belgium. Available at: http://www.efqm.org.
  29. Thompson, Arthur A., Jr. and Strickland III, A. J. (2008), Crafting and Executing Strategies-The Quest for Competitive Advantage: Concepts and Cases, 16th Edition, 2006, McGraw-Hill Irwin.
  30. Tummala, V. M. and Tang, C. L. (1994), Strategic quality management, Malcolm Baldridge and European Quality Awards and ISO 9000 Certification: core concepts and comparative analysis, Annual Journal of IIE (HK), Hong Kong, December, 40-55.
  31. Wheelen, T. L. and Hunger, J. David, (2004), Strategic Management and Business Policy, 9th Edition, 2004, Pearson Prentice Hall.
  32. Wongrassamee, S., Simmons, J. E. L.; and Gardiner, P. D. (2003), Performance measurement tools: The Balanced Scorecard and the EFQM Excellence Model, Measuring Business Excellence Journal, 7(1), 14-29. https://doi.org/10.1108/13683040310466690
  33. Younker, D. L. (2003), Value Engineering: Analysis and Methodology, CRC Press, 2003.