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    The relationship between lean and performance measurement in service and manufacturing organisations in New Zealand : a thesis presented in fulfilment of the requirements for the degree of Doctor of Philosophy in Accounting at Massey University, Manawatū, New Zealand
    (Massey University, 2024-08-20) Roos, Christina Maria
    This thesis examines the relationship between lean and performance measurement systems (PMSs) in New Zealand private and public organisations. There is a dearth of research on lean and PMSs, despite the importance of understanding this relationship. To provide insights and an understanding of this relationship, this study identifies and examines lean techniques and the corresponding performance measures applied to measure lean performance. The research data were analysed using Searcy’s (2004) framework of lean performance dimensions and the findings were informed by contingency theory. The research conclusions were drawn from qualitative interpretations of the data through thematic analysis. The research findings show that lean is still in an emergent state in New Zealand and that managers associate lean with reducing waste to reduce costs, promote continuous improvement, improve quality, and deliver customer value. This differs from the global perspective of providing customer value through continuous improvement (Thornton et al., 2019; Albzeirat et al., 2018). The lean techniques implemented by the lean organisations reflect the managers’ association of lean with reducing cost and promoting continuous improvement, with a marginal focus on improving customer value. Organisations that successfully use lean techniques remain in a ‘black hole’ between measuring lean performance and the inclusion of lean performance dimensions in the PMS. Less than half of the organisations adapted their PMSs to include lean performance, nor did they implement specific lean KPIs to measure and evaluate lean performance. In those organisations where managers had identified, implemented, and used critical lean success factors, they had concurrently modified their PMS to include lean KPIs. Nonetheless, dollars saved are still recognised as the most important lean contribution, subsequently, once dollar-related goals were reached, organisations restored their traditional PMSs. As such, lean performance was neglected, and the existing lean practices were not associated with PMS. Ultimately, most organisations did not adapt their PMSs sufficiently to accommodate lean, and consequently, the organisations’ PMSs did not adequately capture lean outcomes. The implications for organisations and CEOs are that they need to shift focus from cost savings and profits to lean techniques and map the correct key performance indicators to the PMS to fully measure and evaluate lean outcomes.
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    A Conceptual Framework for Implementing Lean Construction in Infrastructure Recovery Projects
    (MDPI (Basel, Switzerland), 2022-03-01) Rad MH; Mojtahedi M; Ostwald MJ; Wilkinson S
    Natural hazards can have substantial destructive impacts on the built environment. Providing effective services in disaster areas is heavily reliant on maintaining or replacing infrastructure; thus, post-disaster reconstruction of infrastructure has attracted growing attention. Due to the complex and dynamic nature of infrastructure recovery projects, contractor companies engaged in this work have typically experienced poor performance. Furthermore, from a commercial perspective, the post-disaster reconstruction environment is characterized by fierce competition and market uncertainty, challenging the organizational resilience of companies undertaking this work. One approach for improving contractor performance is the implementation of lean construction, but the literature lacks consensus on its capability to affect organizational resilience. To respond to this problem, a conceptual framework applicable for lean implementation in infrastructure, which explicitly addresses organizational resilience, is required for recovery projects. In parallel, contributing components to effective implementation of lean-recovery and supportive theories for justifying the conceptual framework must be identified. Consequently, this paper proposes a conceptual framework to implement lean practices for the enhancement of organizational resilience. The framework is developed using a systematic research method, wherein 110 research documents were discovered initially, and following processing, 18 relevant documents were identified and analyzed. Through this process, contingency and Transformation-Flow-Value (TFV) theories were identified as an appropriate foundation for a framework to implement lean construction in infrastructure recovery projects.