Abstract
Lean management must be an integral part of any enterprise and organization. Performance improvements and permanent adjustments are important factors for the successful implementation of lean structures. Performance management therefore integrates a cycle from performance measurement and analysis (Plan), the performance action and implementation (Do), the performance management controlling (Check), and the performance improvements and adjustments (Act) as illustrated in the lean performance management cycle in Fig. 12.1. The figure shows the lean performance management cycle as an iterative and continuous process for the control and improvement of processes, products, or services. The original P-D-C-A four-step framework is also known as Deming circle (Slack 1995).
Data is of course important in manufacturing, but I place the greatest emphasis on facts.
Taiichi Ohno (1912–1990)
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Helmold, M., & Samara, W. (2019). Progress in Performance Management Industry Insights and Case Studies on Principles, Application Tools, and Practice. Heidelberg: Springer.
Helmold, M., Dathe, T., & Hummel, F. (2019). Erfolgreiche Verhandlungen – Best-in-Class Empfehlungen für den Verhandlungsdurchbruch. Wiesbaden: Springer.
Microsoft (2019). www.microsoft. Com.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2020 The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Helmold, M. (2020). Lean Management KPI and OKR. In: Lean Management and Kaizen. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-46981-8_12
Download citation
DOI: https://doi.org/10.1007/978-3-030-46981-8_12
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-46980-1
Online ISBN: 978-3-030-46981-8
eBook Packages: Business and ManagementBusiness and Management (R0)