Eric Olsen

Performance measurement system and relationships with performance results: A case analysis of a continuous improvement approach to PMS design

Purpose – This study aims to address an important gap between the normative view of an integrated performance measurement system (PMS) design that assumes a clean slate and the organizational realities of a PMS design as an ongoing analysis, coordination and improvement process.Design/methodology/approach – The authors present a framework for evaluating the effectiveness of a PMS based on three criteria – i.e. causality, continuous improvement and process control – and use a case study to illustrate the application of the methodology and the interpretation of results for PMS design.Findings – The determination of “driver measures” in an integrated PMS involves a complex process that requires a number of considerations not adequately addressed in prior research.Research limitations/implications – This study involves only a single case study and the model presented involves only a two‐tier analysis.Practical implications – The framework provides a simple methodology that organizations can easily adopt to an...

Lean psychology and the theories of “Thinking, Fast and Slow”

Purpose – The purpose of this paper is to develop insights about the psychological factors that contribute to lean’s success as a holistic and adaptive system. Design/methodology/approach – The authors use the best-selling book “Thinking, Fast and Slow” (TFAS) (2011) by Nobel-prize winner Daniel Kahneman to provide a familiar lens for readers who might not otherwise be familiar with the psychology theories that are used in this paper to study lean conceptually. With this approach, the paper sheds light on psychological factors that tie together many of the philosophies, principles and practices of lean. Findings – The paper shows how lean’s philosophies, principles and practices provide a synergistic and self-reinforcing system that drives employee thinking and actions. TFAS characterizes thought processes as “fast System 1 thinking” that relies on intuition and “slow System 2 thinking” that is more rational and logical. Lean psychology eliminates waste and adds customer value by supporting, enhancing and...

Evaluation of the Stress-Energy Methodology to Predict Transmitted Shock through Expanded Foam Cushions

Mechanical stresses experienced by packages in the distribution environment include shock and vibration amongst several others. The destructive effects of these hazards can typically be restricted by using cushioning materials to help protect fragile goods during distribution. ASTM D1596 is the conventional standard used to determine shock absorbing performance of a cushioning material for a given combination of static loading, thickness, and drop height. This industry-accepted standard, however, requires significant amounts of transmitted shock data and can be expensive with respect to costs associated with testing and materials amongst others. Alternate stress-energy-based methodologies, developed in the past decade, recommending a considerable reduction in the number of drop tests while providing the ability to predict transmitted shock for any drop height, static loading as well as cushion thickness, are evaluated in this study for their stated accuracy. Based upon an in-depth evaluation of dynamic cushion curves for closed cell moldable foams generated using ASTM D1596, this research evaluates the accuracy of the proposed methodology in relation to the prediction of transmitted shock. Results show that the stress-energy methods while saving time in predicting transmitted shock, produce higher degrees of error than the ±5 % previously stated. In addition, they cannot predict behavior of cushions, and transmitted shock at high drop heights and static loadings with thin cushions, where only the measured values are accurate.

A Structured Method for Strategic Deployment in a University Setting

This article shows how an approach, such as A3, can be adapted to describe and analyze the evolution of a strategic plan and its deployment process within a university setting. We used a case to illustrate how strategy deployment would work. The deployment was accompanied by a process, including workshops, surveys, and participation, under the direction of a strategic steering committee. The article begins by building the context for the strategic process from a historical perspective for the university in the study. A change management model was employed to supplement and evaluate the A3 approach. The research findings indicate that the A3 approach was a useful tool in the beginning stages of a strategic deployment process; however, as more stakeholders become involved, other organizational change dynamics came into play and needed to be addressed.