Abstract
The aim of this research is to find an answer to the
research problem, which is "How can change management be
measured in order to help manufacturing companies develop
their manufacturing processes?" To solve the research
problem, a constructive action research method is
applied. The proposed solution to the research problem,
i.e., a change management measurement system, is
developed based on principles found in project management
literature, process change management literature,
performance measurement literature, three consultant
surveys, and three case projects. Two of these three case
projects applied simulation games as developmental tool,
while one applied computer simulation. The proposed
change management measurement system is evaluated through
these three case projects, and thereafter both practised
and further elaborated through two new case projects. The
two new case projects are compared for gaining more
sophisticated understanding of emerging patterns, and
improvement suggestions for simulation-game-based change
process utilising the change management measurement
system are brought forward. Finally, the results are
discussed, and the research and its contribution are
evaluated through the quality criteria developed for this
research.
The measures in the change management measurement system
are classified into two types: the first type gauges
change project management itself, and the second assesses
the outcomes of the change project, i.e., the
improvements gained in manufacturing operations. Both of
these types are measured in three dimensions: human
resources, processes and technology, which are further
divided into effectiveness and efficiency. Effectiveness
is defined as the external, strategic performance: "doing
the right thing," where strategically correct processes
are developed, and strategically sound targets are
pursued. Effectiveness includes adaptability. Efficiency
is defined as the internal, operational performance:
"doing it right," reaching the objectives of the change
project economically and ideally with the best possible
input/output. Consequently, the change management
measurement system forms 12 measurement dimensions out of
which six dimensions measure change project management
itself and the other six dimensions measure changes in
the manufacturing operations.
The proposed change management measurement process
suggest that particular attention should be paid to
measurement and consequent timely reactions in the early
phases of the project. Reactions to early feedback enable
rapid learning and a successful project trajectory can be
achieved already in the early phases of the project.
Thereafter, through continuous measurement and consequent
timely reactions, a successful project trajectory can be
maintained until the project end.
The case results suggest that there is a need for
balanced change management measurement where both the
change project management and the manufacturing
operations management are measured. The balanced
measurement improves the systematics and coherence of the
change process; thus also the change management
capability of the organisation is enhanced. In addition,
it is proposed that the measurement system should
flexibly allow customised measures for all the project
steps. Furthermore, the research results support the idea
that one key factor for success is how well the project
management team uses the available measurement system,
i.e. how well the measurement related tasks are
performed. In change management capability improvement
the measurement of human resource subject matters is
fundamental to success, and it is proposed that in future
research cycles, particular attention should be paid to
development of measures concerning psychological,
behavioural and teamwork subject matters.
Original language | English |
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Qualification | Doctor Degree |
Awarding Institution |
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Supervisors/Advisors |
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Award date | 20 Sept 2002 |
Place of Publication | Espoo |
Publisher | |
Print ISBNs | 951-38-6001-9 |
Electronic ISBNs | 951-38-6381-6 |
Publication status | Published - 2002 |
MoE publication type | G4 Doctoral dissertation (monograph) |
Keywords
- industrial management
- change management
- measurement
- performance
- quality control
- modification
- process control
- evaluation
- innovation
- manufacture
- processing
- simulation
- efficiency