PERFORMANCE MANAGEMENT USING BUSINESS INTELLIGENCE
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The purpose of this thesis is to develop a solution for how an effective lean performance measurement system can be developed and how the system can be supported by business intelligence. The motivation behind this exercise is to meet the constantly increasing competition that manufacturing firms are exposed by answering with more control over theinformation that can be used to control the companies, and a more comprehensive performance management system that can use BI and filter all the relevant information and form a complex picture of where they are in relation to the preset goals and the overall strategy. The literature finds that it is fundamentally important to align these systems with overall strategy, that one should take the whole enterprise into account when defining such a system, that one should have a balanced system that also focuses on the non-financial measurements, and that they should seek to use information that is timely. The findings from best practice in the literature are put together into a framework consisting of eight steps that ultimately will form an effective performance measurement system, the Balanced Lean Decision Support System (BLDSS). The system aims at combining the best from the Balanced Score card with the best of lean. This system will be applied as a supporting system to the ERP system Jeeves Universal. Jeeves currently offers a ready-made BI system that connects directly to Jeeves' database.This BI system has been the case and a thorough analysis of the system's functionality was conducted. There were found large differences between Jeeves BI and recommended practice from the literature in this area, which means that the system has great potential in improvement. The BLDSS was used as a framework to develop a new system that uses and exploits the recommended best practice elements that were found in the literature study. Since an effective PM ideally should incorporate the overarching strategy for each company, Noca AS was used as the system user. Therefore, Noca was analyzed in accordance with the first six steps of the framework BLDSS, which included mapping business structures and processes, determine which areas they wanted to excel in, understand the current performance measurement system, develop performance indicators that include both lean and Balanced Scorecard, determine how data should be collected, and finally, how what the system dashboard should look like. The steps 7 and 8 fall outside the scope of this thesis and were therefore not included.