The literature has widely discussed how to measure manufacturing performance. However, even though several indicators have been proposed, manufacturing reporting systems still suffer from a number of problems, which, according to recent contributions, can be solved through the adoption of integrated performance measurement systems (PMSs). This paper aims at understanding whether such integrated PMSs – namely the balanced scorecard – can actually solve the problems, which usually affect the reporting system of the Operations Department. The paper presents a case-study developed in Ducati Motor Holding and, then, outlines the main conclusions and managerial implications. The empirical analysis demonstrates that the key benefits brought about by the balanced scorecard concern a higher responsiveness of the decision-making process and more intense cooperation among all units related to operations management (namely, manufacturing, logistics, quality management, procurement, maintenance).

Belvedere, V., Grando, A., Exploiting the balanced scorecard in the operations department: the Ducati Motor Holding case, <<PRODUCTION PLANNING & CONTROL>>, 2008; (5): 495-507 [http://hdl.handle.net/10807/67110]

Exploiting the balanced scorecard in the operations department: the Ducati Motor Holding case

Belvedere, Valeria;
2008

Abstract

The literature has widely discussed how to measure manufacturing performance. However, even though several indicators have been proposed, manufacturing reporting systems still suffer from a number of problems, which, according to recent contributions, can be solved through the adoption of integrated performance measurement systems (PMSs). This paper aims at understanding whether such integrated PMSs – namely the balanced scorecard – can actually solve the problems, which usually affect the reporting system of the Operations Department. The paper presents a case-study developed in Ducati Motor Holding and, then, outlines the main conclusions and managerial implications. The empirical analysis demonstrates that the key benefits brought about by the balanced scorecard concern a higher responsiveness of the decision-making process and more intense cooperation among all units related to operations management (namely, manufacturing, logistics, quality management, procurement, maintenance).
Inglese
Belvedere, V., Grando, A., Exploiting the balanced scorecard in the operations department: the Ducati Motor Holding case, <<PRODUCTION PLANNING & CONTROL>>, 2008; (5): 495-507 [http://hdl.handle.net/10807/67110]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10807/67110
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