Factors influencing control charts usage of operational measures

Abstract

Purpose: The purpose of this paper is to identify factors influencing implementation of control charts on key performance indicators (KPIs). Design/methodology/approach: Factors driving organizational change described in literature are analyzed inspired by the affinity-interrelationship method. A holistic multiple-case design is used to conduct six workshops to affect the usage of control charts on KPIs at a global company in the automotive industry. The theoretical factors are compared with the result from the case study. Findings: The important factors for implementation success differ to some extent between the theoretical and empirical studies. High-level commitment and a clear definition of the goal of change could be most important when creating a motivation for change. Thereafter, having a dedicated change agent, choosing an important KPI and being able to describe the gain in financial terms becomes more important. Practical implications: By using control charts on KPIs, the organization in the case study has become more proactive, addressing the right issues upstream in the process, in the right way, cross-functionally. Originality/value: Factors affecting the implementation of already available solutions in the industry are highlighted. This potentially provides a basis for improved decision making, which has a significant value.