HEC-Ecole de gestion de l'Université de Liège
HEC-Ecole de gestion de l'Université de Liège

Lean out the Business Performance Management System

Laraki, Sélim ULiège
Promotor(s) : Van Caillie, Didier ULiège
Date of defense : 19-Jun-2018/21-Jun-2018 • Permalink :
Title : Lean out the Business Performance Management System
Translated title : [fr] analyse du système de la gestion de la performance
Author : Laraki, Sélim ULiège
Date of defense  : 19-Jun-2018/21-Jun-2018
Advisor(s) : Van Caillie, Didier ULiège
Committee's member(s) : Aerts, Stéphanie ULiège
Leruth, Sophie ULiège
Fowdur, Gavin 
Language : English
Number of pages : 168
Keywords : [en] Performance Management, Strategic Performance, Balanced Scorecard, Strategy Map, Key Performance Indicators, World Class Manufacturing, Business Intelligence, Lean Six Sigma, DMAIC
Discipline(s) : Business & economic sciences > General management & organizational theory
Institution(s) : Université de Liège, Liège, Belgique
Degree: Master en ingénieur de gestion, à finalité spécialisée en Performance Management and Control
Faculty: Master thesis of the HEC-Ecole de gestion de l'Université de Liège


[en] After multiple fruitless attempts at creating performance management tools allowing to assess its
performance towards major corporate objectives, Brunswick Marine in EMEA, regional
headquarters of the American firm Mercury Marine, decided to get an external perspective on the
This project thesis report is the result of a project aiming at improving Brunswick Marine in
EMEA’s Strategic Performance Management System. The aim of the project was to define a
process for strategic performance management in the company, while making use of Business
Intelligence tools for effective reporting and automation.
Indeed, its previous tools were abandoned relatively rapidly due to their lack of integration in the
company’s standard performance review processes and their complex maintenance.
Following a Lean Six Sigma project management approach, a standard theoretical process for
Strategic Performance Management was first defined. This process was then used as a reference
to both identify the root causes of the previous models’ failures and prioritize our solutions.
Based on this analysis, strategy communication models were built to allow the company to cascade
its strategy into objectives that would rationalize the choice of Key Performance Indicators. Some
of the identified metrics were then implemented in Microsoft Power BI to showcase the benefits
offered by the tool to the whole process.
The resulting process from the proof of concept developed during the project would help the
organization have a transversal perspective on business performance and turn data into knowledge,
fostering decision-making.



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  • Laraki, Sélim ULiège Université de Liège > Master ingé. gest., à fin.


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