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Teams and managing operations (Belbins team roles (Plant - creative,…
Teams and managing operations
why study how teams work
used very widely in diverse settings
combine diverse skills and sometimes work as virtual teams
teams a way of working to add value
using teams well depends on understanding
how teams develop and work
how to be an effective team member
how to evaluate their effectiveness
Teams defined - small number complementary skills - common purpose, common approach, mutual accountability
Belbins team roles
Plant - creative, imaginative, unorthodox - ideas person
resource investigator - extrovert, enthusiastic, communicative - explores opportunities, develop contacts, natural networker
shaper - challenging dynamic, thrives on pressure, has the drive and courage to overcome obstacles - likes to win
Monitor evaluator - Sober, strategic and discerning - sees all options, judges accurately - the inspector
co-ordinator - mature, confident, a good chairperson. Clarifies goals, promotes decision making, delegates well
team worker - co-operative, mild perceptive and diplomatic. - listens, builds, averts friction, calms things
Implementer - disciplined, reliable, conservative and efficient - turns ideas into practical actions
complete finisher - painstaking, conscientious, anxious - searches out errors and omissions
Specialist - single-minded, self-starting, dedicated, provides scarce knowledge and skills
Commentary on the model on the model
Balance of roles related to effectiveness
teams need individuals who balance well with each other - not nine members
model widely used in training
Stages of team development
performing
adjourning
norming
storming
forming
Team processes
observing the team 0 developing the skill of observing how team processes are working and suggesting improvements
categories of communication - are conscious of which types of contribution help or hinder the team
Common approach - use norming stage to agree how they will work together
Outcomes
for the organisation
integrate professionally fragmented knowledge
forum for raising issues otherise ignored
encourages learning by reflection and spreading ideas more widely
for the members
teams develop sense of loyalty and mutual achievement
motivational reasons
satisfy social need to be accepted and valued by others
Teams in their context
value of investing in skills depends on task
better to have people work indivdiually - for familiar tasks with some uncertainty
benefits of teams depends on context
some sharing but mainly co-ordination skills - unfamiliar tasks with high uncertainty - only this requires high level of team skills
What is operations management
This is done using processes that are
consistent - produce same result every time
reliable don't break down randomly
Repeatable - done over and over again
efficient - producing more output for least input
compliant with governing legislation
competitive - at least as good as the competition
operation management - is all the activities, decisions and responsibilities which ensure the production and delivery of products and services
The operations challenge
advances in technology constantly inventing better ways of doing things
increasing complexity due to more demanding markets and more sophisticated products and services
Globalisation resulting in more companies operating in each market
increased environmental regulation and legal constraint
The nature of products
products can be
Tangible such has cars, Ipods
intangible such as mortgages, transport, entertainment
service delivery and the cutomer
intangible products are generally known as services and these differ from tangible products
decreased process heterogeneity
increased perishability
increased randomness in the process
presence of the customer within the transformation process
The practice of operations management
factory system- unskilled workers repetitive tasks
Fredrick Winslow Taylor created system of Scientific management
craft system
skilled workers carry out all work activities using embodied knowledge, skill and experience
Operations strategy
defined as
major decisions
about the
managemen
t of capabilities and processes, technologies, resources and key tactical activities
necessary in the function
or chain of functions that create and deliver product and service combinations
helps translate higher level corporate strategy into work activity that can be carried out
Four Vs of operations
Variety - number of versions of a product to be manufactured
variation in demand - how required number of products differs over time
Volume - number of units of a given product type to be produce
visibility - how much customers see of the operational process
Operations processes
Production systems
job shop
batch
project
mass
Service systems
service shops
Mass services
professional services
Main activities of operations
Creating capacity -ability to yield output from resources
setting standards - establishing the time an activity takes and resources required
materials - physical resources to support production
scheduling - making resources available at right time to meet demand
Control - checking whether plans for the other activities worked
Quality
any product which does what the customer wants of it an be considered a quality products
the most important activity is therefore to understand precisely what the customer expects and to install operations to deliver exactly that
the quality is not absolute but based on requirements of the customer
What is quality
performance
reliability
functionality
durability
appearance
customisation
responsiveness
empathy
assurance
quality management
measurement
scope
leadership
philosophy
methods
Quality systems and procedures
Process management - ensure processes document and reliable reflecting embedded quality culture
product / service design - being clear that specifications met customer needs - discussing with customers
quality data and reporting - collecting internal and external data is the basis for any improvement process
process management - ensure processes documented and reliable, embedded quality culture
Order winning criteria - features- key reason to buy product- improving these directly affects business
Order qualifying criteria - not win business, plays part in losing it