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This case study describes the effects of a new performance management system, developed in China and adopted by organisations facing complex management challenges. To date, seven public and private sector organisations have successfully used the `3E' (Effectiveness, Efficacy, and Efficiency) system for tasks as varied as developing performance indicators, improving management communication and designing appraisal systems that work under conditions of rapid growth and change.
The participating organisations include the Chinese Academy of Sciences (CAS), Hunan University, Tonsan Adhesives Inc, Xingxiang Insurance, Sun-rivier local government, Liao-ling Plaze hotel and Hua-bao International Holdings. Their adoption of the 3E system has resulted in improved performance management within these organisations.
Performance measurement research at the University of Strathclyde has directly led to major economic and social improvements in over 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise between 2008 and 2013. These benefits were achieved as a result of novel performance measurement and management practices and supporting ICT systems that integrated shop-floor, operational and strategic performance information in real time. The result was substantial productivity and growth benefits for international and UK companies, for example a 150% increase in turnover and 80% increase in employment at Highland Spring. The European wide FP7 FutureSME project (2009-2013) led by the Strathclyde team developed and delivered a €6M programme to improve the competitive capabilities of European Manufacturing SMEs. In 2012, the associated training programme developed at Strathclyde was awarded the European Training Programme of the Year Medal by the Polish Chamber of Commerce.
This case study focuses on the impact of Professor Adrian Heathfield's research. Heathfield curated numerous multi-form research exchanges with his Performance Matters Co-Directors over a four-year period, expanding non-academic beneficiaries of performance research, influencing prevailing professional discourses as well as creative and curatorial practices across the arts sector. Workshops, collaborative dialogues, symposia, talks, films, screenings and performances were conceived, realised and hosted by major cultural sector partners, involving an international array of leading academics, artists, activists and curators. Direct impacts for the non-academic partner-organisation — Live Art Development Agency (LADA) — were the expansion of its educational, archival and media activities, and user community. Specific professional development effects were delivered for a culturally diverse group of participating established and early-career artists.
Policymakers worldwide have struggled to identify the optimum size for units of local government. The received wisdom has been that large councils are more efficient but less responsive to local needs. Researchers at the Centre for Local and Regional Government Research (CLRGR) in Cardiff Business School (CBS) undertook the first comprehensive empirical analysis of the impact of size on the performance of local authorities and studied whether partnerships between councils offer a better way of gaining the critical mass needed to achieve economies of scale than reorganising councils to produce larger organisations. The results directly influenced the policies of Welsh Ministers to encourage collaboration between councils and informed the decision by the Coalition Government to halt local government re-organisation in England.
Research into Performance Measurement Systems conducted by the Strathclyde Institute for Operations Management (SIOM) between 1997 and 2013 has led to new knowledge which in turn has been applied in companies. These new insights have resulted in significant economic impacts for companies both large and small. The reach has been significant, with economic and social improvements in approximately 170 companies, and indirectly to over 1000 companies through intermediaries such as Scottish Enterprise and the Manufacturing Advisory Service. This case study focuses on impact generated since 2008 using companies of different sizes and from different sectors to illustrate the financial and other benefits realised from improved performance measurement and management systems. Some companies have achieved benefits through KTP projects, while other organisations focused on consultancy engagements. In addition, a large scale executive education programme developed around operations and performance improvement has allowed companies such as Babcock International Group to deploy the new knowledge about performance measurement systems throughout its international organisation, reaping financial and organisational benefits.
Methods have been developed to characterise and evaluate the performance of mass transit systems which have then been applied in 60 of the world's major cities. The financial benefit, as quantified by mass transit operators, is in excess of £0.5 Billion between 2003 and 2013. Examples of impact include cost savings for escalator renewal by London Underground (2009-ongoing), influencing fares policy in Hong Kong (2003, 2012) and the adoption of performance measurement systems, developed by Imperial, by Chinese metros (2010-ongoing). This impact has been enabled by the creation and subsequent facilitation of 5 global consortia comprising over 70 metro, suburban rail and urban bus operators.
Research conducted by Members of the Centre for Local and Regional Government Research (CLRGR) in Cardiff Business School (CBS) concerning the use of targets, performance indicators and external inspection to assess council performance and drive improvement in local services, has had a direct, significant and on-going impact on government policies in England and Scotland. In England, the research informed the Labour Government's decision to reduce the number of national performance indicators. It was also used by the Conservative Party in developing its 2010 manifesto commitment to reduce local government inspections and informed the local government policies implemented by the Coalition Government. In Scotland, the research directly influenced the design of a new inspection methodology introduced by Audit Scotland in 2009.
The Operator Functional State (OFS) describes the psychological capacity of an operator to deliver safe and effective performance. Expertise in OFS theory and methodology was developed at LJMU via studies of driving behaviour and aviation control. When the European Space Agency wished to prioritise issues surrounding OFS in the context of space exploration, they recruited an expert from LJMU. The resulting discussion led to the identification of key issues to maintain operational skill and reduce accident likelihood during long duration space missions. The expertise developed at LJMU has influenced the European programme for space exploration over the coming decade.
Professor Lois Weaver joined QMUL Drama in 1997. Her research-led practice as artist, curator and activist has had substantial impact within two areas. First, within the cultural world of live art she has influenced the practice of both emerging and established artists, and the programming and curation of performance. She has facilitated, mentored and directed a range of artists; opened up new spaces for performance's production and presentation; and actively supported other curators in the expansion of live art programming, especially in London. Second, Weaver's research into forms of public dialogue — her `Public Address Systems' — has had impact in the wider social field, leading to events and projects around the world in which citizens of diverse perspectives and backgrounds, often excluded from public discourse on grounds of age, class, gender and sexuality, have been able to contribute meaningfully to discussions of urgent social issues, including human rights, sexuality, aging and new technologies.
Research undertaken in the Unit by Murphy et al. highlighted the benefits of a new people-centred approach to risk assessment supported by evidence-led performance management data for Fire and Rescue Services (FRS). The new Fire and Rescue National Framework for England published in July 2012 was subsequently based around these twin principles.
New frameworks for Scotland, Wales, N. Ireland and Eire published in 2012-13, followed England's lead and adopted this new approach. Similarly at the local level research by the same team has helped to shape the re-configuration of emergency cover provided by Nottinghamshire Fire & Rescue Services (NFRS) based on the new approach.