The roles related to performance measurement systems use: a study based on clusters statistics analysis

Rocha, Letícia Maoski; Lima, Edson Pinheiro de; Costa, Sérgio Eduardo Gouvêa da; Sant’Anna, Ângelo Márcio Oliveira; Angelis, Jannis Jan

doi:10.1590/0104-530X2708-20

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ORIGINAL ARTICLE • Gest. Prod. 27 (4) • 2020 • https://doi.org/10.1590/0104-530X2708-20 copy

The roles related to performance measurement systems use: a study based on clusters statistics analysis

Os papéis associados ao uso de sistemas de medição de desempenho: um estudo fundamentado em análise estatística de agrupamentos

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract:

The performance measurement systems (PMS) have been studied over the last ten years, but this is still a very important research topic for companies and it keep being studied nowadays, because such systems help in decision-making, they allow monitoring and control indicators, and to assist business and operations strategy realization. The recent studies on PMS mostly are on reviewing their concepts and definitions, models, frameworks, design and implementation recommendations, etc. Based on a study oriented to PMS use described by roles to be played, this article aims to discuss the interrelationships between the roles of a performance measurement system, to cluster them and to formulate recommendations for their adoption and proper use. Thus, a survey collected and analyzed the perception of business representatives, who are able to express their agreement levels for PMS roles and use. Data are analyzed by using cluster analysis technique where the roles forms four groups, which can be confronted with the findings of related works from PMS literature. From the groups formed, it is possible to indicate four main domains of recommendations: to assure the alignment between strategic management of operations and its performance, promoting and improving the overall efficiency and effectiveness of the business operations results; to produce positive changes in organizational systems, processes and culture, developing the capacity to manage continuous improvement projects through integrated strategic management systems; to have a customer-oriented design approach; to be orientated and to manage stakeholders’ demands.

Keywords:
Operations strategy; Performance measurement systems; Performance measurement use; Survey; Cluster analysis

Steps	Description
Step 1: Cluster analysis objetives	By forming homogeneous groups, it is possible to achieve any of the following objectives: (1) Taxonomic description; (2) Data simplification; (3) Data simplification.
Step 2: Research design	Three questions must be addressed: (1) are there outliers and, if so, should they be excluded? (2) how should the measure of similarity between objects be? (3) Should data be standardized?
Step 3: Cluster analysis assumptions	The focus should be kept on two critical points: sample representativeness and multicollinearity.
Step 4: Cluster formation	One must choose the algorithm (hierarchical or non-hierarchical) used to form the groups and then make a decision on the number of groups to be formed.
Step 5: Cluster analysis	It involves examining each group, in view of the set of variables chosen, to name or assign an identification that adequately describes the nature of the groups.
Step 6: Cluster test and validation	In the evaluation, it must be ensured that the solution is representative of the general population and, consequently, generalizable to other objects and stable over time.

General		General
Centroid		Ward
Case	3 clusters	Case	3 clusters
1:P1	1	1:P1	1
2:P2	1	2:P2	1
3:P3	1	3:P3	1
4:P4	1	4:P4	1
5:P5	1	5:P5	1
6:P6	1	6:P6	2
7:P7	2	7:P7	2
8:P8	3	8:P8	3

General		General
Centroid		Ward
Case	4 clusters	Case	4 clusters
1:P1	1	1:P1	1
2:P2	2	2:P2	1
3:P3	1	3:P3	2
4:P4	1	4:P4	2
5:P5	1	5:P5	2
6:P6	1	6:P6	3
7:P7	3	7:P7	3
8:P8	4	8:P8	4

PMS roles	Delphi Study	Survey - General
P1	To implement the strategic management functionality in the strategic operations management system, providing the system with the joint improvement of overall business operational efficiency and effectiveness.	To be in alignment with strategic management of operations promoting and improving the overall business operations’ efficiency and effectiveness.
P2
P3	To produce positive change in organizational systems and processes.	To produce positive changes in organizational systems, processes and culture, developing the capacity to manage continuous improvement projects through the integrated strategic management system.
P4
P5
P6		To have a customer-oriented design approach (Total Quality Management - TQM, Lean enterprise, 6sigma, Design for Manufacturing - DFM, Quality Function Deployment - QFD).
P7	To show how design requirements and external system contingencies lead to desirable results.
P8		To be orientated to stakeholder demands.

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] Source: Pohlman (2007)Pohlman, M. C. (2007). Análise de conglomerados. In L. J. Corrar, E. Paulo & J. M. Dias Filho (Coords.), Análise multivariada para os cursos de Administração, Ciências Contábeis e Economia. São Paulo: Atlas..

To implement a functionality related to strategic management in the operations strategy management system, providing the system for joint improvement of operational efficiency and effectiveness indicators in achieving business objectives.	[1]	[2]	[3]	[4]	[5]
To be responsible for deploying the strategy and monitoring the business results.	[1]	[2]	[3]	[4]	[5]
To produce positive change in organizational systems and processes.	[1]	[2]	[3]	[4]	[5]
To develop training to manage continuous improvement processes, through the implementation and management of an integrated strategic operations management system.	[1]	[2]	[3]	[4]	[5]
To produce a positive change in organizational culture.	[1]	[2]	[3]	[4]	[5]
To produce a closer understanding of market needs, and thus create value that is perceived by customers.	[1]	[2]	[3]	[4]	[5]
To show how design specifications lead to desired results.	[1]	[2]	[3]	[4]	[5]
To meet external demands not directly managed by the organization.	[1]	[2]	[3]	[4]	[5]