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.