1. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 7 Manufacturing and Service Technologies

2. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Service and Manufacturing Technologies Technology refers to the work processes, techniques, machines and actions used to transform input into outputs Technology influences organizational structure Core technology is the work process that directly relates to the organization’s mission –There are also non-core technology

3. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 Core Transformation Process for a Manufacturing Company

4. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4 Pressures Affecting Organization Design

5. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5 Woodward’s Classification Based on System of Production

6. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6 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

7. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 Flexible Manufacturing Systems The shop floor has been revolutionized Computer-aided design (CAD) Computer-aided manufacturing (CAM) Integrated Information Network FMS means that new products can be designed and prototypes without human hands

8. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Flexible Manufacturing Technology vs. Traditional Technologies

9. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Lean Manufacturing Highly trained employees at every stage of production 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

10. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 Performance and Structural Implications Flexible manufacturing allows diverse products to be made on one assembly line Mass customization to meet customer needs Efficient machine utilization Labor productivity increases Scrap rates decrease Increased productivity

11. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Core Organization Service Technology The service sector is growing Service technologies are different from manufacturing technologies

12. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12 Service Firms Production and provision of services Intangible output Simultaneous production and consumption Labor and knowledgeable intensive Direct interaction between customer and employee Quality is perceived Site selection is very important

13. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 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

14. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 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

15. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15 Framework for Department Technologies

16. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16 Department Technology to Structural and Management Characteristics

17. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17 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

18. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18 Interdependence and Management Implications

19. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19 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

20. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20 Coordination for Interdependence

21. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21 Impact of Technology on Job Design Technology impacts: 1)Job Design 2)Organization Job Design Job Simplification Job Rotation Job Enrichment Job Enlargement Sociotechnical systems approach recognizes the interaction of technical and human needs

22. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22 Sociotechnical Systems Model

23. © 2010 South-Western/Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23 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