Performance management practices in lean manufacturing organizations: a systematic review of research evidence

Date published

2018-02-07

Free to read from

Supervisor/s

Journal Title

Journal ISSN

Volume Title

Publisher

Taylor and Francis

Department

Type

Article

ISSN

0953-7287

Format

Citation

Bellisario A, Pavlov A. (2018) Performance management practices in lean manufacturing organizations: a systematic review of research evidence. Production Planning and Control, Volume 29, Issue 5, 2018, pp. 367-385

Abstract

This paper provides the first systematic look into the existing research on performance management (PM) practices employed in lean manufacturing organisations (LMOs). It adopts a systematic review method to examine the evidence generated in the period 2004 – 2015 and uses a comprehensive PM framework to synthesise the findings. The results suggest that PM practices that have the most prominent role in LMOs are those that, firstly, are located closest to front-line actions and, secondly, explicitly address operational realities. This calls into question the primacy of accounting-driven controls in LMOs, suggesting that operational controls may be more effective than top-down accounting-based PM practices. The results also confirm the bias towards operational-level issues but suggest that LMOs may integrate the operational and the strategic levels by using PM practices that drive organisational learning through employee involvement and engagement.

Description

Software Description

Software Language

Github

Keywords

Lean manufacturing organisations, lean production, literature review, management control, performance management

DOI

Rights

Attribution-NonCommercial-NoDerivatives 4.0 International

Relationships

Relationships

Supplements

Funder/s