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