Manufacturing and Service Technologies
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Transcript of Manufacturing and Service Technologies
Manufacturing and Service Technologies
Prepared by: Dr Amjad HamoriMr. Samer Dofash
Why to use Tech.?
•To be effective•To improve efficiency •To gain new competitive advantage• improve productivity•To reduce cost
What is Technology
• Technology refers to the work on input: 1)materials
2)information
3)ideas
Through tools:1)process
2)techniques
3)action
To transform it in Outputs
input
Output
process
Kinds of Tech.
• Core Technology: is the work process that is directly related to
the organization mission• Non-core Technology: is a department work process that is
important to the organization but not directly related to its primary mission
Kinds of core Tech.
• Core Technology: o Core manufacturing techo Core service tech.
Core Transformation Process for a Manufacturing Company
1. Manufacturing process2. Contemporary applications3. Flexible &lean manufacturing
Core Manufacturing Technology include :
Manufacturing Firms
• Technical complexity defines the extent of mechanization of the manufacturing process
• Three basic technology groups defined by Woodward:– Small-batch and unit production– Large-batch and mass production– Continuous-process production
8©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Manufacturing process
• Woodward scale organization according to technical complexity of the manufacturing process.
• Technical complexity : the extent of mechanization of manufacturing process.
• High tech. complexity= most of work is performed by machine• Low tech. complexity= workers play a larger role in production
• Woodward scale ten categories consolidated in three groups as flowing :
Analyzed Technical Complexity
• Three Groups1. Small-batch and unit production2. Large-batch and mass customization
production3. Continuous process production
Small-batch and unit production
• Manufacture small order to meet specific needs• Custom work is the norm• Relies heavily on human operator• Not highly mechanized• Highly skilled human operator• Sophisticated computerized machinery is to used for
the production process
Large-batch and mass customization production
• Long production runs• Standard parts• Output goes to inventory• Customer do not have special needs
Continuous process production
• Entire process is mechanized• There is no start point or stopping• Mechanization& standardization• Machines control process• Outcome highly predictable
Woodward’s Classification Based on System of Production
Continuous process Mass production Unit production
Structural characteristic
high medium low Management level
low high medium Supervisor
1:1 4:1 9:1 Direct/ indirect
high medium low Manager/total personnel low low high skills
low high low Formalization procedures low high low centralization
High low high Verbal communicationlow high low Written communicationorganic mechanistic organic Overall structure
Relationship between Technical Complexity and Structural Characteristics
Strategy, Technology, and Performance
• Strategy, structure, and technology need to be aligned
• Successful firms have complementary structures and technologies
• Failing to adopt a new technology or failing to realign strategy can lead to poor performance
• Manager should always remember that tech. and HR of organization are intertwined
Global Competition
• Unstable market• Short product cycle• More sophisticated and
knowledgeable consumer
• Flexibility to meet demand is a must
1. Manufacturing process2. Contemporary applications3. Flexible &lean manufacturing
Core Manufacturing Technology include :
Contemporary applications
Tow basic significant Contemporary applications for manufacturing tech.1. Flexible manufacturing system(FMS)
Computer-aided design(CAD)Computer-aided manufacturing(CAM)Integrated information network Product life-cycle Management (PLM)
2. Lean manufacturing
1. Manufacturing process2. Contemporary applications3. Flexible &lean manufacturing
Core Manufacturing Technology include :
Flexible manufacturing system(FMS)
Computer-aided design(CAD): computer are used to assist in the drafting, designing, and engineering of new part.
Flexible manufacturing system(FMS)
computer-aided manufacturing(CAM):» computer controlled machines in Materials
handling, fabrication. production., production, and assembly greatly increase the speed of manufacturing.
» Permits a production line to shift rapidly from producing one product to any variety of other products
» Quick fill customer request .
Flexible manufacturing system(FMS)
Integrated information network : » computerized system link all aspects of firm .» Enable manager to make decision
Flexible manufacturing system(FMS)
Product life-cycle Management (PLM): software can manage a product from idea through development, manufacturing, testing, and maintenance.
advantages:1)store data from each dep.2)link product design to all dep.3)provide 3D images of new product
Lean Manufacturing
• Highly trained employees at every stage of production (the heart is people)
• Cut waste and improve quality• Incorporates technological elements• Paved the way for mass customization
– Using mass-production technology to quickly and cost-effectively assemble individual goods for customers
1. Manufacturing process2. Contemporary applications3. Flexible &lean manufacturing
Core Manufacturing Technology include :
Flexible Manufacturing Technology vs. Traditional Technologies
Performance and Structural Implications
Flexible manufacturing allows diverse products to be made on one assembly line
Computer-aided craftsmanship
More efficient
Increased productivity
Decreased scrap
Customer satisfaction
Comparison of Organizational Characteristics
Kinds of core Tech.
• Core Technology: o Core manufacturing techo Core service tech.
Core Organization Service Tech.
• Service technologies are different from manufacturing technologies and require different organizational design
• Education, health care, transportation, and banking all have unique dimensions
• Services have intangible output• Service is knowledge, idea, rather than physical product• Service do not exist until it is requested by customer • If it do not consumed immediately upon production it
will disappears
Core Organization Service Tech
• Knowledge intensive• High direct interaction with
customer • Quality of service can not
be measured• Rapid response to
customer• Located where customer
want
Core manufacturing tech• Capital intensive• Little direct interaction with
customer• Quality is measurable at
time• Response is longer is
acceptable• Located where company
think it have to
Core Organization Service Technology
Core Organization Service Technology
Trend Toward Lean Services
• Customer expectations are rising• Expectations have required that service firms
must become lean, too– Cut waste– Improve customer service
• Adopt continuous improvement approach
Designing the Service Organization
• Service organizations are not necessarily large• Often small locations, close to customers• Service organizations require technical core
employees – close to customer• Service customers interact directly with technical
employees• The skills of technical employees need to be high• Employees need knowledge, awareness, and
interpersonal skills• Decision making is often decentralized
Structural Characteristics of Service Organizations versus Product Organizations
36©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Kinds of core Tech.
• Core Technology: o Core manufacturing techo Core service tech.
Kinds of Tech.
• Core Technology: is the work process that is directly related to
the organization mission• Non-core Technology: is a department work process that is
important to the organization but not directly related to its primary mission
39
Non-Core Departmental Technology
• Every department in an organization has a production process– Variety: frequency of unexpected and novel
events
– Analyzability: ability to apply standard procedures
• Routine vs. Nonroutine Dimension
• Engineering Technologies
• Craft Technologies
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
40
Framework for Department Technologies
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Department Design
• Overall design is either organic or mechanistic• Design characteristics vary depending on work
unit– Formalization– Decentralization– Employee skill level– Span of control– Communication and coordination
42
Relationship of Department Technology to Structural and Management Characteristics
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
43
Workflow Interdependence Among Departments
• The extent to which departments depend on each other for resources or materials
• Low interdependence means that departments can do their work independently
• High interdependence means departments depend on each other
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
44
Interdependence and Management Implications
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Interdependence of Departments Involved in the Flight Departure Process
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Structural Priority and Implications
Reciprocal interdependence should receive first priority
Reciprocal activities should be grouped together
Poor coordination will cause poor performance
Organizations should be designed to address interdependence
47
Coordination for Interdependence
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Relationship of Interdependence and Team Play Characteristics
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49
Impact of Technology on Job Design
Technology impacts:1) Job Design2) Sociotechnical
systems
Job Design
Job Simplification
Job Rotation
Job Enrichment
Job EnlargementSociotechnical systems approach recognizes the interaction of technical and human needs
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
50
Sociotechnical Systems Model
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51
Design Essentials
Key research notes that technology and structure can be co-aligned
Service technologies differ in a systematic way from manufacturing technologies
It is important to apply the correct management system to a department
Interdependence among departments dictates the amount of communication and coordination required in design
New technologies are enriching jobs to make organizations a happier place to work
Sociotechnical system theory attempts to design systems that meet technical and human aspects
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.