organizational change31 march, 2005organizational change31 march, 2005

Organizational Change31 March, 2005 Organizational Change31 March, 2005

Organizational Change31 March, 2005

Product Development – Process based approach


Process based approach


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% )


Product Development – Information based approach


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


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.


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


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.

*


The Learning Organization


Thanks for your attention ! ! !

organizational change31 march, 2005organizational change31 march, 2005

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