Process management practices and plant performance a configuration approach
Download
1 / 14

Process Management Practices and Plant Performance: A Configuration Approach - PowerPoint PPT Presentation


  • 140 Views
  • Updated On :

Process Management Practices and Plant Performance: A Configuration Approach. Janine L. Sanders Operations and Management Science Department Carlson School of Management University of Minnesota. Advisors: Dr. Roger Schroeder and Dr. Kevin Linderman. Motivation. Practical

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Process Management Practices and Plant Performance: A Configuration Approach' - nedaa


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Process management practices and plant performance a configuration approach l.jpg

Process Management Practices and Plant Performance: A Configuration Approach

Janine L. Sanders

Operations and Management Science Department

Carlson School of Management

University of Minnesota

Advisors: Dr. Roger Schroeder and Dr. Kevin Linderman


Motivation l.jpg
Motivation Configuration Approach

Practical

  • Increased emphasis on process management in organizations

  • Several drivers for adoption

    i.e., Customer requirement, Strategic, Imitation

  • Some organizations will fail for a variety of reasons

    • Mismatch with strategy, structure, culture

    • Lack of top management support


Motivation3 l.jpg
Motivation Configuration Approach

Research

  • Institutional forces strong influence on other manufacturing practices

  • Process management practices impact on performance inconsistent

    • Limited studies specifically on process management practices

    • Numerous definitions and measures


Research questions l.jpg
Research Questions Configuration Approach

  • How do institutional forces affect the degree of use of process management practices?

  • When is process management practices beneficial to an organization? Are there specific configurations of external and internal organization components that align with process management practices to yield better plant performance?


Literature review l.jpg
Literature Review Configuration Approach

  • Process Management as an element of TQM

    (Flynn et al.,1995; Anderson et al.,1995; Powell, 1995; Choi and Eboch, 1998; Rungtusanatham et al., 1998, 2005; Samson and Terziovski, 1999)

  • Process Management Practices

    (Ahire and Dreyfus, 2000; Ittner and Larcker, 1997)

  • Process Management and Strategy

    (Benner and Tushman, 2002, 2003; Sousa and Voss, 2001)


Definition and context l.jpg
Definition and Context Configuration Approach

  • Process Management Practices

    • The tools and techniques used to manage processes that create customer value, organizational value, and/or support key business operations

    • Three types of practices: map, improve, and control

  • Context: Shop-floor level manufacturing processes


Institutional affect l.jpg
Institutional affect Configuration Approach

  • Institutional theory

  • Types of forces

    • Industry

    • Country

    • Competitive Intensity

    • Customer driven

    • Government regulations

      P1: Institutional forces, such as industry, country, competition, customer demands, and regulatory requirements, will influence the use of process management practices.


Configuration approach l.jpg
Configuration Approach Configuration Approach

  • Configuration Theory

    (Miller, 1987; Meyer et al., 1993; Doty et al., 1993; Dess et al., 1993; Drazin and Van de Ven, 1985)

  • Elements for Configuration(Miles and Snow, 1978)

    • Environment

    • Strategy

    • Structure

    • Process Management Practices


Configuration model l.jpg
Configuration Model Configuration Approach

  • Ideal Organization Types

  • Prospector

  • Defender

  • Analyzer

Alignment

(Ideal organization type fit with process management practices)

Plant Competitive Performance

Degree of use of Process Management Practices


Slide10 l.jpg

Dimension Configuration Approach

Prospector

Defender

Analyzer

ENVIRONMENT

Uncertainty

H

L

M

Complexity

H

L

M

STRUCTURE

Hierarchical levels

L

H

M

Centralization of Authority

L

H

M

Formalization

L

H

M

Functional Interdependence

M

L

H

STRATEGY

Narrow market, Cost leader

ü

Broad markets, First mover

ü

Mixed market, Follower

ü

Quality Values and principles

M

H

H

Process Management Practices

L

H

M

Table 2: Organizational Types Configurations

H=high, M=medium, L=low


Configuration propositions l.jpg
Configuration Propositions Configuration Approach

P2: There is a difference in the level of use of process management practices between Prospectors, Defenders, and Analyzers. Defenders use process management practices the most, while Prospectors use them the least.

P3: The alignment between organization type and use of process management practices is positively associated with plant performance.

P4: There is no difference in plant performance when there is a high degree of alignment between organization type and process management practices.


Research methodology l.jpg
Research Methodology Configuration Approach

  • Sample

    • N=189

    • Automotive, electronics, and machinery industries

    • Japan, Sweden, Finland, Korea, Germany, USA

  • Measures

  • Classification Methods

    • Interval scaling

    • Calibration sample

    • Expert panel

  • SEM and Multivariate Techniques


Conclusion l.jpg
Conclusion Configuration Approach

  • Potential Contributions

    • Identify important institutional factors

    • Further understand impact of context

  • Potential Limitations

    • Missing measures for some variables

    • Configuration Development

    • Classification Method

  • Future Research

    • Other manufacturing practices

    • Service organizations and transactional processes


Thank you l.jpg
Thank you! Configuration Approach


ad