Post on 22-Dec-2015
Organizational Change31 March, 2005 Organizational Change31 March, 2005
Organizational Change31 March, 2005
Product Development – Process based approach
Organizational Change31 March, 2005
Process based approach
Organizational Change31 March, 2005
Product Development Time:
– 25% - value-adding necessary work
• Doing the right things correctly at the right time
– 10% - necessary work that didn’t add value
• Travelings, writing reports, etc...
– 30% - rework
• Fixing errors and redesigning products
– 25% - other activities than work
• Vacantions and waiting
– 10% - Unneeded work
• Attending meetings and writing reports that no one read
Process based approach
LOST TIME
( 35% )
Organizational Change31 March, 2005
Product Development – Information based approach
Organizational Change31 March, 2005
Information based approach
Advantages:
• Reduce development time
• Costs reduction
• Increase market share
• More flexibility and reactivity
• Reduce information gaps and bottlenecks
What is need?
• Learn with the Lean-manufacturing techniques
• More and better team work
• Skilled Leadership
• Improve information flux
Organizational Change31 March, 2005
Iceberg model of TPS (Toyota Production System)
Kanban
Cells
Slogans
Charts
SS
Teams
Andon
Value Stream Maps
Culture Change:
Involve people incontinuous improvement
to eliminate waste throughThe Toyota Way.
Organizational Change31 March, 2005
Model of Top Leadership’s “commitment to lean” journey
Short Term Tools
Lean ToolsSix Sigma
Lean SigmaTheory of Constraints
Supply Chain Software
Are TopExecutives
committed to along-term vision
of adding value ?
Are TopExecutives
committed todeveloping and
involving employees and
partners ?
Will there be continuity in top
leadership’s philosophy ?
BeginLean
Journey· Leadership background· Ownership structure· Promote from within ?· Environmental pressures· Experience with lean
No
Yes
No
No
Yes
Yes
Organizational Change31 March, 2005
Model of effects of lean production on employees
Lean ProductionPractices
Lean teamsAssembly linesWorkflow
Formalization & Standardization
Work Characteristics
Job autonomy
Skill utilization
Participation inDecision making
Role overload
Employee outcomes
Organizational commitment
Psychological strain:
- job anxiety- job depression
Proactive motivation
- role breadth self-efficacy
Cultural & organizational contingencies
(e.g. enabling vs. coercive implementation,prior work, organization, nature of technology)
Model of the effects of lean production on work characteristics and employee outcomes.(*) hypothesized relationships that are not tested in the current study.
*
Organizational Change31 March, 2005
The Learning Organization
Organizational Change31 March, 2005
Thanks for your attention ! ! !