Performance Management holds different priorities for corporate management and plant-level stakeholders. Corporate stakeholders tend to emphasize technologies that provide visibility so they care more about the “I” as in Manufacturing “Information” Systems. In contrast, plant-level stakeholders tend to emphasize technologies that provide control so they care about the “E” as in Manufacturing “Execution” Systems (MES) capabilities. These two perspectives converge when both stakeholders realize the need for an integrated approach to tackle the “last mile of efficiency.”
When companies approach this “last mile” threshold, it changes how they view the scope of the solution because they realize visibility (even if it is real-time) isn’t enough – real-time control is equally important to enable real-time KPI management via a closed-loop process. Specifically, work process integration becomes critical to empower front-line workers to “fix problems at the source” as illustrated below:
We have found that there is “maturity” journey that companies go on in order to achieve efficiency. We developed the following framework as our internal assessment – it is meant to give an idea of where a company could be in their evolution.
Too often companies are not align on where they are relative to systems, culture, and alignment between the different aspects of the company.
Performance Management Maturity Model
As we have stated many times Operational Excellence is not a project it is journey, and we have found having a framework built on experience as the best way set up the path for companies.
Where do you fit in this maturity road.