Search

In the context of highly competitive markets, organizations face dynamic challenges, requiring effective solutions to maintain and enhance their competitive standing. Performance measurement, supported by advanced information systems, is critical for organizational improvement. This study involves the implementation of key performance indicators (KPIs) within an automotive components company. Insights from employees across various departments were gathered for the development and deployment of 22 new KPIs across the Purchasing, Sales, Logistics, Quality, Human Resources, Occupational Health and Safety, Research and Development, and Finance departments of the company. The new indicators implemented were applied to all the group's companies and standardized throughout the companies' group. As a result, the implementation of new indicators and the consultation of graphs and visual elements present in the dashboards developed using Power BI enabled senior managers to make detailed and precise analyses, which led to faster and more considered decisions. It also enabled senior managers to make comparisons between the results of the group's different companies by looking at dynamic, interactive graphs. The methodologies and tools discussed (KPIs and dashboards) have broader applications across different industries, highlighting the relevance and versatility of KPIs and dashboards in organizational performance management. [ABSTRACT FROM AUTHOR]

In the context of highly competitive markets, organizations face dynamic challenges, requiring effective solutions to maintain and enhance their competitive standing. Performance measurement, supported by advanced information systems, is critical for organizational improvement. This study involves the implementation of key performance indicators (KPIs) within an automotive components company. Insights from employees across various departments were gathered for the development and deployment of 22 new KPIs across the Purchasing, Sales, Logistics, Quality, Human Resources, Occupational Health and Safety, Research and Development, and Finance departments of the company. The new indicators implemented were applied to all the group’s companies and standardized throughout the companies’ group. As a result, the implementation of new indicators and the consultation of graphs and visual elements present in the dashboards developed using Power BI enabled senior managers to make detailed and precise analyses, which led to faster and more considered decisions. It also enabled senior managers to make comparisons between the results of the group’s different companies by looking at dynamic, interactive graphs. The methodologies and tools discussed (KPIs and dashboards) have broader applications across different industries, highlighting the relevance and versatility of KPIs and dashboards in organizational performance management.

The innovation has been recognized as a competitive advantage for almost all organizations. Yet, it has been a rather elusive topic when it comes to implementation. Operations design and strategy are mostly concerned about effective implementation of ideas. Hence, in this paper we marry these two fields (operations design and innovation), and identify three key areas for evaluating the innovation strategy, based on our previous research on innovation management. We further offer three prescriptions for practical implementation, which may be of value to managers with their assessment of the value of their innovation strategies. [ABSTRACT FROM AUTHOR]

Many scholars have argued that systems for treating waste impede organizations from preventing waste in the first place. They theorize that end-of-pipe (EOP) treatment diminishes the incentive to avoid creating waste in the production process and obscures the information necessary to devise prevention techniques. This prediction has been widely accepted, influencing both policy and practice, despite both a lack of supporting empirical evidence and the existence of a counterprediction. In this paper, we use data describing U.S. manufacturing establishments from 1991 to 2005 to test the connection between EOP treatment and waste reduction. Our findings show that EOP treatment is associated with an initial jump in reported waste, followed by ongoing reduction. We analyze these results by exploring mechanisms that may drive this relationship. For practitioners, our paper provides critical guidance about strategies for reducing waste. For scholars of environmental management, our paper provides new insight on when facilities accomplish “source reduction” of process waste. For broader management theories of operations and organizational design, our analysis provides new insight on boundary conditions for extrapolation from existing theories. Finally, our paper provides new guidance for the formulation of effective regulatory policy. [ABSTRACT FROM AUTHOR]

The climate change debate and economic recovery strategies in various industries demand highly innovative projects featuring stretched performance goals for developing clean technology. These projects face multiple sources of uncertainty in high risk situations, and require specialized know-how and longer periods for revenue growth than their counterparts in other industries. We use data from 207 clean technology projects funded by the U.S. Advanced Research Projects Agency-Energy to conduct a comparative study of how operations design can hedge risk and enhance project valuation in technology development and deployment stages. We find that deployment feasibility is significantly and positively related to project valuation. On the other hand, stretched technical performance goals, development feasibility and market growth targets are associated with lower valuation. We also find some significant differences for these results across institution types: mature firms, start-ups, universities, and research centers. We examine the risk profile of these projects by technology and institution type, and discuss the managerial and policy implications for these findings. [ABSTRACT FROM PUBLISHER]

Copyright of Forestry Chronicle is the property of Canadian Institute of Forestry and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)