Organizational Change31 March, 2005Organizational Change31 March, 2005.
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Transcript of Organizational Change31 March, 2005Organizational Change31 March, 2005.
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Organizational Change31 March, 2005 Organizational Change31 March, 2005
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Organizational Change31 March, 2005
Product Development – Process based approach
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Organizational Change31 March, 2005
Process based approach
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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% )
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Organizational Change31 March, 2005
Product Development – Information based approach
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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
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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.
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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
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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.
*
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Organizational Change31 March, 2005
The Learning Organization
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Organizational Change31 March, 2005
Thanks for your attention ! ! !