SMR-Session3 Choices Affecting Operations Infrastructure

1、SMR-Session3 Choices Affecting Operations Infrastructure1 Infrastructure Decisions1.1 Infrastructure Definition= Infrastructure is the software of the facility, like organizational level wage systems, supervisory practices, production control and scheduling approaches and job design and methods1.2 P

2、roductivity Definition= Productivity is generally defined as a way to measure the effectiveness of resource utilization for individuals, facilities, companies, and society.1.3 Decision Major Categories1.3.1 Workforce InvolvementSee also: Workforce Involvementl Number of peoplel Types of peoplel Degr

3、ees of skillsl Degrees of empowerment1.3.2 Organizational DesignSee also: Organizational Designl Vertical or horizontall Centralized or decentralizedl Matrixl Number of levels1.3.3 Operation Systems ConfigurationSee also: Operation System Configurationl Quality systemsl Manufacturing resource planni

4、ngl Information systems2 Workforce Involvement2.1 Strategic Changes in Workforce Management2.1.1 Involvement and Empowerment2.1.2 Staffing Decisionl Process selectionl Other structural considerationsl Technical requirementsl Statistical process control techniquesl Process improvement toolsl Manageri

5、al improvement2.1.3 Matching Employee Skill to Tasks and Strategiesl Specific functional tasksl Specific strategies2.2 Appraisal and Reward Systems2.2.1 Suggestion Programsl Reward all good suggestionsl Encourage participationl Implement suggestions quicklyl Allow anonymous as well as named submissi

6、onsl Thank individuals who contributed2.2.2 Cross-functional, Problem-solving Teaml Involves workers from different departmentsl Assembled to solve major, company-wide problemsl Uses standard problem-solving and project management techniques2.2.3 Concurrent Engineeringl Another approach to cross-fun

7、ctional problem-solving l SUppliers and customers are includedl Intent is to enhance the final designl Ensure the final design meets the customer needs2.2.4 Quality Circlesl Improve the enterprisel Build a beter workforcel Develop individual abilities2.2.5 Self-Directed Work Teams= Generally a small

8、, independent, self-organized, and self-controlling group in which members flexibly plan, organize, determine, and manage their duties and actions, as well as perform many other supportive functions2.2.6 Job Designl Job design processl Assess the work environment and the jobl Infer the type of emplo

9、yee requiremdl Define the responsibilities, duties, and working conditions of the jobl Identify the individual job specificationsl Hire the right organizational and personal fitl Quality of Work Lifel Participative managmentl Innovative rewards and compensation systemsl Enhanced workplace democracy2

10、.3 Education and Training2.3.1 Definition and purposel Education= A process that provides the knowledge, skills, and attitudes necessary to produce cause-and-effect understanding and support long-term behavioral changel Training= A transfer of mechanical expertise in response and reaction to a given

11、 situation2.3.2 Objectives of Educationl Transfer of factsl Understanding of the messagel Change in behaviorl Implementation of new techniques/ideasl Line accountabilityl Peer confirmationl Continuing reinforcementl Credibilityl Enthusiasm2.3.3 Types of Skills and Knowledgel Hard Skills= technical o

12、r system-related skillsl Soft Skills= represent the interpersonal or organizational skills that facilitate the achievement of business objectives2.3.4 Corss-Training2.3.5 The Critical Mass= Best defined as "value adders". Refer to individuals who add value to the product directly or indire

13、ctly. The proper training and education can bring the company value added 3 Organizational Design= Design must include the definition of behaviors and roles of individuals or groups and the allocation of tasks and responsibilities3.1 Changing Roles and Responsibilities3.1.1 Workers' Changing Rol

14、el Preventive maintenancel Data recording l Data analysisl Problem solving and decision makingl indirect dutiesl Responsibility at the source and help improve process3.1.2 Management's Changing Rolel Coachingl Promote cultural or climate changel Manage by observationl Share informationl Provide

15、incentives and recognitionl Schedule extra time for dialogue and problem solving3.2 Organizational Mode of Operation3.2.1 Centralizedl Focus on costl Bureaucraticl Standardized proceduresl Central authority makes all of the strategic decisionsl Plant executes decisions as extended factory3.2.2 Decen

16、tralizedl Flexibilityl not the low-cost producer due to duplication of resources locallyl Plant makes its own decision for all levels of planningl A greater need of coordination exists within the whole Organizations3.3 Hierarchical Structure3.3.1 Top-down authority chain3.3.2 Command and control men

17、tality3.3.3 Slow down decision-making3.3.4 Lead to a functional or departmental orientation, not fit for JIT3.4 Horizontal Structure3.4.1 More conductive for customer-focused learning organizations3.4.2 involved and empowered associates conjointly make operating decisions3.4.3 Staff and middle manag

18、ement have the role of providing support through making resources available to associates3.4.4 Top management is primarily focused on removing obstacles to employee performance, long-range planning, and strategic decision-making4 Operation System Configuration4.1 Quality Systems4.1.1 Quality is a re

19、quirement, not an option4.1.2 Customer defines quality4.1.3 Quality system for nearly all environments are extraordinarily similar4.1.4 The Quality Treel Inspection= asumes that a level of defects is present, doesn't help on quality improvementl Process Measurement and improvementl discover the

20、root causes and fix itl The progress is monitored through measurementsl An optimum sequence of questions usedl Process controll Common (Random) Causesl Special (Assignable) Causesl Statisticall process control charts are the tooll X-Bar Chartl R Chartl P Chartl C Chartl U Chartl Design for Qualityl

21、Bias for qualityl Quality Function Deploymentl Bias for Qualityl Requires a change in corporate culturel Is the responsibility of top managementl Cannot be delegatedl Requires all management, especially top management, to set the examplel Must be pursued obsessively4.1.5 Quality Function Deployment=

22、 A methodology designed to ensure that all the major requirements of the customer are identified and subsequently met or exceeded throughout the resulting product design process and the design and operation of the supporting production management systeml Voice of Customerl Reflecting the needs and wants of the customerl Establishing a starting point for redesigning products and processesl determining the focus and drive for the processl Continual monitoringl Promoting understanding by all functional areasl Providing the basis for crit