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The product‐process matrix of Hayes and Wheelwright is widely known for its prescriptive managerial guidance. Yet, most empirical studies have found no support for its performance assertions or have even contradicted them. The purpose of this paper is to propose a contingency theoretical generalization and extension that accommodates both the performance implications of the original model and the best‐known departures from it.

The authors test their extended model with survey data from 151 manufacturing plants.

The authors' model extends the process dimension of the original model into a specificity dimension that depends not only on the layout of the process but also on the flexibilities that can be achieved with advanced manufacturing technologies. Similarly, the product dimension, which was operationalized as product variety in the original matrix, is generalized to the complexity of the production task, where product variety is only one element among others. Furthermore, the authors extend the model to accommodate also the dynamism of the task environment.

In addition to the testing of the extended model, the study provides openings for further theoretical development. In particular, the findings demonstrate the value of the contingency theoretical concept of suboptimal equifinality to operations management research.

The study updates the product‐process matrix to match the modern industrial reality and thus enables the continued application of this important operations strategy prescription.

The study integrates insights from previous research in operations management and contingency theory into a generalization and extension of the product‐process matrix.

The intended function of performance measurement is to support the effective management of an organisation and the improvement of organisational performance. However, how performance measurement should be used operationally to support the achievement of improved performance is not self-evident. The purpose of this paper is to examine the operational use of performance measurement in practice and to describe how different use practices contribute to improved performance.

The authors conducted an exploratory single case study in a maintenance process. Data were collected using a mixed methods approach that encompassed qualitative meetings and interviews (identification of usage practices) followed by a quantitative survey (elaboration of usage practices and their performance effects).

Three usage practices are relevant: Inspect and Improve, Motivate, and Decision Making. Improved performance is best achieved through motivational and supportive improvement use. Furthermore, performance measurement systems must be designed properly to establish their use.

Being based on a single-case study, the identified usage practices may be limited to field service organisations or other organisations with similar organisational structures. The findings suggest opportunities for further research linking operational performance measurement system use and the body of knowledge on the design and purpose of performance measurement in maintenance processes.

A performance measurement system can be used as a motivational improvement tool in operational level leadership. Upper level management must support its use by designing an understandable and applicable system.

This paper identifies specific usage practices that contribute to improved performance, thereby providing a more detailed view than the usage categories found in the extant literature. The focus is on operational, rather than strategic, level management.