Selected thematic authors in relation to lean and process optimisation strategies
| Authors | Themes |
|---|---|
| Bititci et al. (2000) | The dynamic performance measurement systems model demonstrated its strong potential to increase organisational effectiveness and meet strategic targets |
| Chandran (2015) | Illustrates World-Class manufacturing standards by showing how TPM improves equipment reliability and employee engagement |
| Esmaeel et al. (2018) | Presents costing models to reveal operational inefficiencies before recommending specific actions to synchronise production capacity with performance targets |
| Gelaw et al. (2023) | Identifies how TPM implementation affects performance, though it faces barriers from outdated practices and resource limitations that function as systemic obstacles |
| Ghalayini and Noble (1996) | Demonstrates that conventional performance indicators lack modern manufacturing needs by advocating time-based and integrated measurement systems |
| Kennerley and Neely (2003) | Advocates for integrated dynamic measurement systems because it demonstrates that organisations which align their metrics with organisational priorities and market conditions achieve better effectiveness |
| Kennerley and Neely (2003) | Expands upon previous findings by showing how these metrics adapt to evolving environments |
| Shakil and Parvez (2020) | Demonstrates the application of lean tools to industrial needs, resulting in widespread performance enhancements through improved system efficiency |
| Singh et al. (2021) | Establishes that TPM decreases inefficiencies and drives productivity improvement while demonstrating concrete performance benefits |
| Toke and Kalpande (2023) | The implementation strategies for TPM are assessed through decision-making processes that utilise the analytical hierarchical process (AHP) to support effective implementation |
| Authors | Themes |
|---|---|
| The dynamic performance measurement systems model demonstrated its strong potential to increase organisational effectiveness and meet strategic targets | |
| Illustrates World-Class manufacturing standards by showing how TPM improves equipment reliability and employee engagement | |
| Presents costing models to reveal operational inefficiencies before recommending specific actions to synchronise production capacity with performance targets | |
| Identifies how TPM implementation affects performance, though it faces barriers from outdated practices and resource limitations that function as systemic obstacles | |
| Demonstrates that conventional performance indicators lack modern manufacturing needs by advocating time-based and integrated measurement systems | |
| Advocates for integrated dynamic measurement systems because it demonstrates that organisations which align their metrics with organisational priorities and market conditions achieve better effectiveness | |
| Expands upon previous findings by showing how these metrics adapt to evolving environments | |
| Demonstrates the application of lean tools to industrial needs, resulting in widespread performance enhancements through improved system efficiency | |
| Establishes that TPM decreases inefficiencies and drives productivity improvement while demonstrating concrete performance benefits | |
| The implementation strategies for TPM are assessed through decision-making processes that utilise the analytical hierarchical process (AHP) to support effective implementation |
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