workplace technology and design presenters: eileen, cindy, abon, felix date: 2012/01/03
TRANSCRIPT
Workplace Technology and Design
Presenters:Eileen, Cindy, Abon, Felix
Date: 2012/01/03
Agenda Core Organization Manufacturing Technology
Contemporary Applications
Core Organization Service Technology
Non-Core Departmental Technology
Workflow Interdependence among Departments
Impact of Technology on Job Design
Case study
Technology It refers to the work processes, techniques,
machines, and actions used to transform organizational inputs(materials, information, ideas) into outputs (products and services).
Core technology The work process that is directly related to the
organization’s mission.
Non-core technology It is a department work process that is
important to the organization but not directly related to its primary mission.
Manufacturing firms Technical complexity It represents the extent of
mechanization of the manufacturing process.
Three basic technology groups: 1. Small-batch and unit production. 2. Large-batch production 3. Continuous-process production
Small-batch and unit production These firms tend to be job shop
operations that manufacture and assemble small orders to meet specific needs of customers.
It relies heavily on the human operators; it is thus not highly mechanized.
Large-batch production It is a manufacturing process
characterized by long production runs of standardized parts.
Continuous-process production The entire process is mechanized.
Automated machines control the continuous process, and outcomes are highly predictable.
Flexible Manufacturing Systems
The ultimate automated factories.= Computer-integrated manufacturing= Smart factories= Advanced manufacturing technology= Agile manufacturing= The factory of the future
Three types Computer-aided design (CAD) Computer-aided manufacturing (CAM) Integrated information network
CAD Computers are used to assist in the
drafting, design, and engineering of new parts.
CAM Computer controlled machines in
materials handling, fabrication, production, and assembly greatly increase the speed at which items can be manufacturing.
Integrated information network A computerized system links all aspects
of the firm- including accounting, purchasing, marketing, inventory control, design, production, and so forth.
Product life-cycle management (PLM) It can manage a product from idea through
development, manufacturing, testing, and even maintenance in the field.
1. It stores data on ideas and products from all parts of the company. 2. It links product design to all departments involved in new product development. 3. It provides three dimensional images of new products for testing and maintenance.
Lean Manufacturing
It uses highly trained employees at every stage of the product process, who take a painstaking approach to details and problem solving to cut waste and improve quality.
Lean manufacturing and flexible manufacturing systems have paved the way for mass customization.
Core organization service technology
Service Firms Service technologies are different from
manufacturing technologies and require different organizational design
Service organizations accomplish their primary purpose through the production and provision of services.
Education, health care, transportation, banking, and hospitality.
Difference between Manufacturing and Service Technologies
1. Produce intangible output2. Are characterized by simultaneous
production and consumption.3. Labor and knowledge intensive4. Direct interaction between customer and
employee5. Human capital is extremely important6. Quality of service is perceived and cannot be
directly measured7. Rapid response time8. Site selection is much more important.
New directions in Service Customized output Customer expectations are rising Lean principle : Cut waste, Improve
customer service
Structural Characteristics of Service Organizations versus Product Organizations
Designing the Service Organization Service organizations are not
necessarily large Small locations, close to customers Require technical core employees Employees need social and
interpersonal skills as well as technical skills
Decision making is decentralized Low formalization.
Non-Core Departmental Technology
Each department in an organization has a production process that consist of a distinct technology.
Variety : frequency of unexpected and novel events
Variety in departments can range from repeating a single act to working on a series of unrelated problems.
Analyzability : ability to apply standard procedures
Framework for Department Technologies
Workflow InterdependenceInterdependence The extent to which departments depend on
each other for information, resources or materials to accomplish their tasks.
Low interdependence means that departments can do their work independently
High interdependence means departments depend on each other and must constantly exchange resources.
Types of interdependence(Thompson)
Structural ImplicationsCoordination for Interdependence
Impact of Technology on Job Design
Job Design the assignment of goals and tasks to be
accomplished by employeesJob Simplification the variety and difficulty of tasks performed
by a single person are reducedJob Rotation moving employees from job to job to give
them a great variety of tasks
Impact of Technology on Job Design
Job Enrichment designing a job to provide greater
responsibility, recognition, and opportunities for growth and development
Job Enlargement an expansion of the number of different
tasks performed by an employee in a job
Sociotechnical Systems Model an approach that combines the needs of people with
the organization’s need for technical efficiency.
• Story began in 1971.
• 18,000 retail stores in 60 countries.
Starbucks MissionMission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.
Starbucks Definition of lean
Delivering the most value from the
Customer’s perspectiveWhile consuming the
fewest possible resourcesBy leveraging the
talents and idea of partners.
Starbucks Lean Vision
Build the Foundation - Lean team
- Key concepts
A Standard Way of Working - Routines - Capability
- Process improvement
Lean as a System -Integrated into how we work and
lead - Innovation pipeline
- Continuous improvement
20092008
2010
2012
Future
Increased Customer Value &A Culture of Problem Solvers
Starbucks lean team (globally and cross )
• developing leaders to empower continuous improvement as the way to lead and work.
• To accomplish this to integrate Lean into 1. employee training 2. operational programs 3. store design and work processes.
• Member do a variety of different things 1. Some work in an improvement lab 2. Some develop curriculum and coaching
Lean Innovation Lab
Lean Innovation Lab
Houston; We havea problem!
Prepare For Change
Stabilize the WorkA system of Work
Deployment Principle
Back to Basics
2008
Partner
Customer
Business
Improved Customer Experience• Create value• Quality
More Engaged Partners• Burdensome work• Mentally engaged
Improved Business• Waste• Sales/ Transaction• Capacitily
Lean Innovation Lab
Learn from our Partners:• Leverage the insights and creativity of our partners to drive improvement • Bring together cross functional teams to solve problems
Develop testable hypotheses :•Cheap, Creative, Flexible
Make the work visible / demonstrate work: • Platform to exhibit innovation • Influence other groups/work • Gain support• Influence Lean as the way we work in our stores
Lean Innovation Lab
Small lot production-fresh batch brewed every 8min
Color coding-coffee Brewing matches pouring containers
Point of use – coffee urns moved to front counter to prevent baristas turning their backs in customers
Point of use- flavor syrups moved closer to espresso machine
Experienced Based Learning and Teaching: A Recipe For Success
Leveraging TWI to achieve goal
Work Routine StructureAn organizing tool for the teacher – not for handing over to the learner
•Major Steps A logical segment of the work that advances the process Not meant to be a complete time motion study
•Key Points Anything that might…
• Make or break the job. • Injure the partner (safety factors are always key
points). • Make the work easier to do.• Most parts of the job are quite easy to learn
– but 5% to 10% are difficult or tricky •Reasons Why Explains the “why” behind each Key Point
Starbucks Teaching Model – Four Steps
1. Prepare
2. Present – twice -Major steps -Major steps + key points + reasons why
3. Practice – three times Silent demonstration only -Verbalizing and demonstrating major steps -Verbalizing and demonstrating major steps, -key points and reasons why
4. Follow-up
http://www.youtube.com/watch?v=mdewPUKAhMY&list=SP17809C8492698B5A
Result
Where Starbucks are going
•Becoming a learning organization requires embracing asking questions as part of our culture