Title: Performance measurement and continuous improvement: are they linked to manufacturing strategy?

Authors: Paul W. Hyland, Robert Mellor, Terry Sloan

Addresses: School of Management, Central Queensland University, Rockhampton Campus, Bruce Highway Rockhampton, Queensland 4702, Australia. ' College of Business, Building 11, Campbelltown Campus, University of Western Sydney, Locked Bag 1797, Penrith South DC, NSW 1797, Australia. ' College of Business, Building 11, Campbelltown Campus, University of Western Sydney, Locked Bag 1797, Penrith South DC, NSW 1797, Australia

Abstract: To maintain or achieve competitiveness and profitability, a manufacturing firm or enterprise must respond to a range of challenges, including rapid improvements in technology; declining employment and output; globalisation of markets and environmental requirements. In addition, substantial changes in government policy have had important impacts in many countries, as have the increasing levels of global trade. Manufacturing enterprises need to have a clear understanding of what their customers want and why customers purchase their products rather than purchase from their competitors. They need to fully understand the aims of the business in terms of its customers, market segments, product attributes, geographical markets and performance. Continuous Improvement (CI) methods have become widely adopted and regarded as providing an important component of increased company competitiveness. This article examines the extent to which continuous improvement activities have contributed to the different areas of business performance.

Keywords: performance measurement; continuous improvement; business strategy; manufacturing strategy.

DOI: 10.1504/IJTM.2007.012260

International Journal of Technology Management, 2007 Vol.37 No.3/4, pp.237 - 246

Published online: 02 Feb 2007 *

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