Manufacturing and Service Technologies
اسلاید 1: Thomson Learning© 20047-1Chapter SevenManufacturing and Service Technologies
اسلاید 2: Thomson Learning© 20047-2Core Transformation Process for a Manufacturing CompanyENVIRONMENTOrganizationRaw MaterialInputsProduct or ServiceOutputsCore Work Processes Core TechnologyMaterialsHandlingMillingInspectionAssembly
اسلاید 3: Thomson Learning© 20047-3Woodward’s Classification Based on System of ProductionGroup ISmall-batch and unit productionGroup IILarge-batch and mass productionGroup IIIContinuous process production
اسلاید 4: Thomson Learning© 20047-4Flexible Manufacturing SystemsComputer-aided design(CAD)Computer-aided manufacturing(CAM)Integrated Information Network
اسلاید 5: Thomson Learning© 20047-5 NEW CHOICES TRADITIONAL CHOICESMassProductionSmall batchFlexibleManufacturingMassCustomizationContinuousProcessRelationship of Flexible Manufacturing Technology to Traditional TechnologiesBATCH SIZESmallUnlimitedCustomizedStandardizedPRODUCT FLEXIBILITYSource: Based on Jack Meredith, “The Strategic Advantages of New Manufacturing Technologies For Small Firms.” Strategic ManagementJournal 8 (1987): 249-58; Paul Adler, “Managing Flexible Automation,”California Management Review (Spring 1988): 34-56; andOtis Port, “Custom-made Direct from the Plant.” Business Week/21st Century Capitalism, 18 November 1994, 158-59.
اسلاید 6: Thomson Learning© 20047-6Comparison of Organizational Characteristics Associated with Mass Production and Flexible Manufacturing SystemsSource: Based on Patricia L. Nemetz and Louis W. Fry, “Flexible Manufacturing Organizations: Implications for Strategy Formulationand Organization Design.” Academy of Management Review 13 (1988); 627-38; Paul S. Adler, “Managing Flexible Automation,” California Management Review (Spring 1988); 34-56; Jeremy Main, “Manufacturing the Right Way,” Fortune, 21 May 1990, 54-64.
اسلاید 7: Thomson Learning© 20047-7Comparison of Organizational Characteristics Associated with Mass Production and Flexible Manufacturing Systems (cont.)Source: Based on Patricia L. Nemetz and Louis W. Fry, “Flexible Manufacturing Organizations: Implications for Strategy Formulationand Organization Design.” Academy of Management Review 13 (1988); 627-38; Paul S. Adler, “Managing Flexible Automation,” California Management Review (Spring 1988); 34-56; Jeremy Main, “Manufacturing the Right Way,” Fortune, 21 May 1990, 54-64.
اسلاید 8: Thomson Learning© 20047-8Comparison of Organizational Characteristics Associated with Mass Production and Flexible Manufacturing Systems (cont.)Source: Based on Patricia L. Nemetz and Louis W. Fry, “Flexible Manufacturing Organizations: Implications for Strategy Formulationand Organization Design.” Academy of Management Review 13 (1988); 627-38; Paul S. Adler, “Managing Flexible Automation,” California Management Review (Spring 1988); 34-56; Jeremy Main, “Manufacturing the Right Way,” Fortune, 21 May 1990, 54-64.
اسلاید 9: Thomson Learning© 20047-9Differences Between Manufacturing and Service TechnologiesManufacturing TechnologyTangible productProducts can be inventoried for later consumption Capital asset intensiveLittle direct customer interactionHuman element may be less importantQuality is directly measuredLonger response time is acceptableSite of facility is moderately importantService TechnologyIntangible productProduction and consumption take place simultaneously Labor and knowledge intensiveCustomer interaction generally highHuman element very importantQuality is perceived and difficult to measureRapid response time is usually necessarySite of facility is extremely importantService: Airlines, Hotels,Consultants,Healthcare, Law firmsProduct and Service: Fast-food outlets, Cosmetics,Real estate, Stockbrokers,Retail storesProduct: Soft drink companies,Steel companies, Auto manufacturers,Food processing plantsSources: Based on F. F. Reichheld and W. E. Sasser, Jr.,“Zero Defections: Quality Comes to Services,” Harvard Business Review 68 (September-October 1990): 105-11; and David E. Bowen, Caren Siehl, and Benjamin Schneider, “A Frameworkfor Analyzing Customer Service Orientations in Manufacturing,”Academy of Management Review 14 (1989): 75-95.
اسلاید 10: Thomson Learning© 20047-10Configuration and Structural Characteristics of Service Organizations vs. Product Organizations
اسلاید 11: Thomson Learning© 20047-11Departmental TechnologiesCRAFTLow analyzabilityLow varietyExamples:Performing artsTradesFine goods manufacturingROUTINEHigh analyzabilityLow varietyExamples:SalesClericalDraftingAuditing
اسلاید 12: Thomson Learning© 20047-12ENGINEERINGHigh analyzabilityHigh varietyExamples:LegalEngineeringTax accountingGeneral accountingNONROUTINELow analyzabilityHigh varietyExamples:Strategic planningSocial science researchApplied researchDepartmental Technologies
اسلاید 13: Thomson Learning© 20047-13Relationship of Department Technology to Structural and Management Characteristics Mechanistic Structure1. High formalization2. High centralization 3. Little training or experience4. Wide span5. Vertical, written communications ROUTINEMostly Mechanistic Structure1. Moderate formalization2. Moderate centralization 3. Formal training4. Moderate span5. Written and verbal communications ENGINEERING Mostly Organic Structure1. Moderate formalization2. Moderate centralization 3. Work experience4. Moderate to wide span5. Horizontal, verbal communications CRAFT Organic Structure1. Low formalization2. Low centralization 3. Training plus experience4. Moderate to narrow span5. Horizontal communications meetings NONROUTINE
اسلاید 14: Thomson Learning© 20047-14Thompson’s Classification of Interdependence and Management ImplicationsForm of InterdependenceDemands on Horizontal Communications, Decision MakingType of Coordination RequiredPriority for Locating Units Close TogetherPooled (bank)LowcommunicationStandardization, rules, proceduresDivisional StructureLowSequential (assembly line)MediumcommunicationPlans, schedules, feedbackTask ForcesMediumReciprocal (hospital)HighcommunicationMutual adjustment, cross-departmental meetings, teamworkHorizontal StructureHighClient Client Client
اسلاید 15: Thomson Learning© 20047-15Primary Means to Achieve Coordination for Different Levels of Task Interdependence in a Manufacturing FirmReciprocal(new product development)Sequential(product manufacture)Pooled(product delivery)COORDINATIONINTERDEPENDENCEHighLowHorizontal structure,cross-functional teamsFace-to-face communication,Unscheduled meetings,Full-time integratorsScheduled meetings, task forcesVertical communicationPlansRulesMutualAdjustmentPlanningStandardizationSource: Adapted from Andrew H. Van de Ven, Andre Delbecq, and Richard Koenig, “Determinants of Communication Modes WithinOrganizations,” American Sociological Review 41 (1976): 330.
اسلاید 16: Thomson Learning© 20047-16Relationships Among Interdependence and Other Characteristics of Team PlaySource: Based on William Passmore, Carol E. Francis, and JeffreyHalderman, “Sociotechnical Systems: A North American ReflectionOn the Empirical Studies of the 70’s,” Human Relations 35 (1982):1179-1204.
اسلاید 17: Thomson Learning© 20047-17Design for Joint OptimizationWork roles, tasks,workflowGoals and valuesSkills and abilitiesSociotechnical Systems ModelThe Social SystemIndividual and teambehaviorsOrganizational/teamcultureManagement practicesLeadership styleDegree of communicationand opennessIndividual needs and desires The Technical System Type of production technology (small batch, mass production, FMS, etc.) Level of interdependence (pooled, sequential, reciprocal) Physical work setting Complexity of production process (variety and analyzability) Nature of raw materials Time pressureSources: Based on T. Cummings, “Self-Regulating Work Groups: A Socio-TechnicalSynthesis,” Academy of Management Review 3 (1978): 625-34; Don Hellriegel, John W.Slocum, and Richard W. Woodman, Organizational Behavior, 8th ed. (Cincinnati, Ohio:South-Western College Publishing, 1998), 492; and Gregory B. Northcraft and MargaretA. Neale, Organizational Behavior: A Management Challenge, 2nd ed. (Fort Worth, Tex.:The Dryden Press, 1994), 551.
اسلاید 18: Thomson Learning© 20047-18Technology ComparisonWorkbookActivityMcDonald’sSubwayFamily RestaurantOrganization GoalsAuthority StructureWoodward’s Technology TypeMechanistic vs. OrganicTeamwork vs. IndividualInterdependenceRoutine vs. Nonroutine tasksTask SpecializationTask StandardizationTechnical vs. Social ExpertiseCentralized vs. Decentralized
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