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Lookup NU author(s): Dr Adrian SmallORCiD, Professor Christian Hicks, Professor Tom McGovern, Professor Tracy ScurryORCiD, Melissa Whipp
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0).
The focus of Lean Production in the automotive sector has been on upstream manufacturing with limited consideration of downstream service activities. The automotive manufacturers’ national sales companies manage the sale of new cars through franchising agreements with automotive distributors. A typical dealership will have multiple value streams besides just the sale of new cars. In order to maintain operational efficiency and effectiveness performance monitoring needs to be routinely undertaken. The traditional balanced scorecard (BSC) is one approach a franchisee could adapt. The BSC incorporates four perspectives, which include: financial, customer, internal processes, and innovation and learning. The approach aims to achieve a balance between short and long-term objectives and between hard objective measures and softer subjective measures. This paper outlines the development of a balanced scorecard for an automotive distributor (dealership) that operates multiple franchises implementing a Lean Transformational change programme that will include Lean evaluation measures.
Author(s): Small A, Hicks C, McGovern T, Scurry T, Whipp M
Publication type: Conference Proceedings (inc. Abstract)
Publication status: Published
Conference Name: 23rd International Conference on Production Research
Year of Conference: 2015
Pages: 793-796
Online publication date: 01/06/2015
Acceptance date: 05/05/2015
Date deposited: 22/03/2016
ISSN: 0255-5476
Publisher: Trans Tech Publications Ltd.
URL: http://doi.org/10.4028/www.scientific.net/MSF.821-823.793
Series Title: Materials Science Forum
