352
A. Schlickmann et al.
that production performance can still be assessed at the social and strategic level,
where each level has specific performance indicators.
Thus arises the research problem: How did the evolution take place and what is
the current scenario of research on measuring production performance? The overall
objective is to identify, through a systematic literature review, which level of assessment (social, strategic, operational) prevails among scientific research and which
assessment methodology is most commonly used.
Kaplan and Norton (1997) argue that “everything that is not measured is unmanaged”. Thus, understanding the possibilities along this continuum can help managers
identify the current position of their company and the attitude and approach transformations that will be required to advance to a higher stage in this management
process (Hayes and Wheldingring 1985).
2 Theoretical Referential
Managing production is critical to the sustainable success of any organization,
and this includes focusing on improvement, building “hard-to-mimic” skills, and
an understanding of the processes that are the building blocks of all operations;
Nevertheless, production management is judged by its performance (Slack et al.
2018).
In this evaluation process, you need to measure your efforts, quantify the action, ie
identify the performance measures that will prove whether the operation is good, bad
or indifferent (Slack et al. 2018). Other terms such as performance indicators are also
found in the literature. For Gosselin (2005) performance indicators can be defined
as the physical values used to measure, compare and manage overall organizational
performance.
These measures or performance indicators may include quality, cost, time, inventory, delivery, health and safety, flexibility, innovation, sustainability among other
categories (Gaik Chin and Zameri Mat Saman 2004; Sangwa and Sangwan 2018;
Winroth et al. 2016; Ishaq Bhatti and Awan 2014; Behrouzi et al. 2011).
Slack et al. (2018) claim that production performance can be evaluated at different
levels:
(a) Social Level: which uses the triple bottom line to assess the social, environmental
and economic impact of the operation;
(b) Strategic Level: at which production performance can be analyzed in terms of
how it affects the organization’s ability to achieve its strategy; and
(c) Operational Level: which examines aspects of performance most directly at the
operational level—quality, speed, reliability, flexibility and cost.
Recently, a comprehensive literature review of sustainability measures has indicated that the studies are divided into eight distinct areas. Regarding sustainability
disclosure and performance, companies disclose from pure environmental data and
A. Schlickmann et al.
that production performance can still be assessed at the social and strategic level,
where each level has specific performance indicators.
Thus arises the research problem: How did the evolution take place and what is
the current scenario of research on measuring production performance? The overall
objective is to identify, through a systematic literature review, which level of assessment (social, strategic, operational) prevails among scientific research and which
assessment methodology is most commonly used.
Kaplan and Norton (1997) argue that “everything that is not measured is unmanaged”. Thus, understanding the possibilities along this continuum can help managers
identify the current position of their company and the attitude and approach transformations that will be required to advance to a higher stage in this management
process (Hayes and Wheldingring 1985).
2 Theoretical Referential
Managing production is critical to the sustainable success of any organization,
and this includes focusing on improvement, building “hard-to-mimic” skills, and
an understanding of the processes that are the building blocks of all operations;
Nevertheless, production management is judged by its performance (Slack et al.
2018).
In this evaluation process, you need to measure your efforts, quantify the action, ie
identify the performance measures that will prove whether the operation is good, bad
or indifferent (Slack et al. 2018). Other terms such as performance indicators are also
found in the literature. For Gosselin (2005) performance indicators can be defined
as the physical values used to measure, compare and manage overall organizational
performance.
These measures or performance indicators may include quality, cost, time, inventory, delivery, health and safety, flexibility, innovation, sustainability among other
categories (Gaik Chin and Zameri Mat Saman 2004; Sangwa and Sangwan 2018;
Winroth et al. 2016; Ishaq Bhatti and Awan 2014; Behrouzi et al. 2011).
Slack et al. (2018) claim that production performance can be evaluated at different
levels:
(a) Social Level: which uses the triple bottom line to assess the social, environmental
and economic impact of the operation;
(b) Strategic Level: at which production performance can be analyzed in terms of
how it affects the organization’s ability to achieve its strategy; and
(c) Operational Level: which examines aspects of performance most directly at the
operational level—quality, speed, reliability, flexibility and cost.
Recently, a comprehensive literature review of sustainability measures has indicated that the studies are divided into eight distinct areas. Regarding sustainability
disclosure and performance, companies disclose from pure environmental data and