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Lean performance measurement system for an Indian automotive supply chain

Narpat Ram Sangwa (Area of Operations and Supply Chain Management, Indian Institute of Management Sirmaur, Paonta Sahib, India)
Kuldip Singh Sangwan (Mechanical Engineering Department, Birla Institute of Technology and Science Pilani, Pilani, India)
Kiran Kumar Paidipati (Area of Decision Sciences, Indian Institute of Management Sirmaur, Paonta Sahib, India)
Bhavin Shah (Area of Operations and Supply Chain Management, Indian Institute of Management Sirmaur, Paonta Sahib, India)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 14 March 2023

Issue publication date: 9 May 2023

376

Abstract

Purpose

This paper aims to present a simple and innovative fuzzy methodology-based lean performance measurement system (L-PMS) for an Indian automotive supply chain. The paper also enlightens the influence of coronavirus disease 2019 (COVID-19) on supply chains and the practical implications of the unprecedented disruptions on the performance measurement systems.

Design/methodology/approach

The L-PMS is divided into three phases. In the first phase, the key performance indicator (KPI) list, as deemed fit by the organization, is prepared using literature and suggestions from the case organization. The list contains 61 KPIs measuring 24 performance dimensions in seven functional areas of the supply chain. In the second phase, the KPI performance data (actual, best and worst) are collected using the enterprise resource planning (ERP) system. In the last phase, the leanness score of the case organization is calculated at four levels – KPI, dimension, functional area and overall organization.

Findings

The overall leanness score of the case organization is 60%. The case organization uses KPIs from all seven functional areas, but it needs to improve the number of KPIs in administration and supplier management functional areas. The case organization uses only quantitative KPIs. However, the performance dimensions at the middle level are adequate. The leanness level of the case organization in different areas is highly variable (ranges from 45% to 91%).

Research limitations/implications

The major limitation of the study is that the case study is done at a single organization.

Practical implications

The managers at the different levels of the hierarchy can use the lean performance measurement score to leverage the better performing areas/dimensions/KPIs and improve poor performing areas/dimensions/KPIs. The lean performance measurement at functional area level can help leadership to give responsibility to different people for the improvement of leanness with respect to different dimensions/functional areas. The disruptive impact of COVID-19 should clearly be understood by the managers to make appropriate decisions based on the severity as measured at different levels.

Originality/value

According to the authors' best knowledge, this is the first lean performance measurement application at the four hierarchical levels (KPI, performance dimension, functional area and overall organization).

Keywords

Citation

Sangwa, N.R., Sangwan, K.S., Paidipati, K.K. and Shah, B. (2023), "Lean performance measurement system for an Indian automotive supply chain", International Journal of Quality & Reliability Management, Vol. 40 No. 5, pp. 1292-1315. https://doi.org/10.1108/IJQRM-03-2022-0113

Publisher

:

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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