Please enable JavaScript.
Coggle requires JavaScript to display documents.
DESIGNING & DEVELOPING OM - Coggle Diagram
DESIGNING & DEVELOPING OM
3.1 HR
:explode:
TALENT
IMPORTANT
60/70% EMPLOYEES
SUCCESS
REQUIRED
:smiley:EMP. = :smiley:CUST.
:explode:
HIRE
BEST
EMPLOYEES
HELP U
:
COMP. ADV
SERV. Q
:check::smiley:
TALENT?
AGGREGATION
COMPETENCE
COMMITMENT
CONTRIBUTION
HIRED
KSA's
REQUIRED :
EX
EMOTIONAL INT.
CREATIVITY
COMMUNICATION
PROBLEM SOLVING
PERSEVERANCE
ENERGY & FOCUS :
MKT
SUPPLY
JOB
DEMAND
ORG. PEOPLE
MATCH
LABOUR MKT
ISSUES
SIZE
1 more item...
DEMOGRAPHIC
1 more item...
% EMPLOYED
VS UNEMPLOYED
1 more item...
SKILLS &
EXPERTISE
1 more item...
QUALIFICATIONS
AV. WORKFORCE
1 more item...
JOB
DESIGN
MODEL OF
WORK
BEHAVIOUR
DETERMINED
:pencil2:SITUATION
TASKS
MATERIALS
ENVIRONMENT
CONTEXT
:silhouette:
STABLE
INTELLIGENCE
PHYSICAL
CHANGEABLE
MOTIVATIONS
SKILLS
INFLUENCES
OUTCOMES
ORG.
:smiley:
SICKNESS ABSENCE
INDIV.
JOB :smiley:
PRODUCTIVITY
:red_cross:
CHANGE
SITUATION
EX.
SHIFTS
DISRUPTION
1 more item...
CHANGE?
2 more items...
KEY PLAYERS
SMITH & BABBAGE
MASS PRODUCTION
SEPARATED
SPECIALIZED 1 PERSON = 1 TASK
FREDERICK TAYLOR
EFFICENCY
DO + W - TIME
SEPARATING
ACTING
THINKING
INCENTIVES
PRODUCTION
DULL JOBS
MOTIVATION
ELTON MAYO
HUMAN RELATIONS MOVEMENTS
EXPERIMENT
LIGHT
1 FACTORY
:red_cross:OTHER FACTORY
BOTH
PRODUCTIVITY & MOTIVATION
ATTENTION
SOCIAL
= INCENTIVES
INDIVIDUAL
EMPLOYEES
MGRS
TAYLORISM
"GIG-ECONOMY"
UBER
ALGORITHMS
TRACE PERF.
LIBERATING OR EXPLOITATIVE?
DO TO INDIVIDUALS?
INFLUENCE WORK BEHAVIOUR?
DEF.
Policies, pr, sy INFLUENCE
employees behvaiour, att, perf
JOB
&
MODEL
TASKS ARE
MOTIVATION
TAYLORISM + DULL -MOTIVATION
:<3:
skill VARIETY
amount a person NEEDS
task IDENTITY
able to FINALIZE the full product (beginning-end)
:red_cross:1 TASK
task SIGNIFICANCE
IMPACT
SOCIETY
MEANINGFUL
AUTONOMY
ability to DECIDE how
OWN PROCEDURES
FEEDBACK
KNOWLEDGE of how
BY
MANAGER
CUSTOMERS
EX.
ASSEMBLY line worker
TEACHER
:<3:
MENTAL STATE:
MEANINGFULESS
OUTCOME
RESPONSIBILITY
KNOWLEDGE
INFLUENCE
PERF. & :silhouette:OUTCOME
MOTIVATION
SATISFACTION
QUALITY
ABSENTEEISM & TURNOVER
MANAGER
TECHNIQUES
of
job design
COMBINE dif. tasks
WORK UNITS
COLLABORATE
CLIENT relationship
VERTICAL
loading
:red_cross:+ HORIZONTAL tasks
'+ RESPONSIBILITY
LEADERSHIP
FEEDBACK
channels
KNOWLEDGE of the RESULTS
MODEL ASSUMES
LINEAR
relationship
'+
:silhouette: exp.
MENTAL states
:check:
PERF.
:silhouette:OUTCOMES
EACH :silhouette:
CERTAIN
NOURISHMENT
diff. EFFECT on :silhouettes:
EX.
JOB SAFETY
SALARY
= :red_cross:+ MOTIVATION
SIGNIFICANCE
DETRIMENTAL
ASSUMES
CERTAIN
job demands, variety, autonomy
ESSENTIAL to a CERTIAN :
EXCESS
DEMOTIVATOR
CONTRIBUTE
W. OVERLOAD
STRESS
CONVERSATONS
DRIVES & NEED
DESIGN their jobs
in the most proper way
RETAIN
ATTRACT
LINK TO
STRATEGIC
MGMT
PRACTICES
OPERATIONAL
success
COMPETITIVE ADV.
STEPS
MISSION / VALUES
STAND
WANT TO GO
COMPETITIVE STRATEGY
DIFFERENTIATE?
EMPLOYEES
REQUIRED
BEHAVIOURS
HR ALIGNED TO REQ.
RECRUITMENT PROCEDURES
TRAINING / DEV.
ALIGN EMPLOYEE
BEHAVIOUR
STRATEGIC GOALS
GAP
INTENDED
IMPLEMENTATION
EFFECT OUTCOMES STRATEGICAL LEVEL
ORG. PERFORMANCE
MEASURES
BACKGROUND FACTORS
STRATEGY
SECTOR
SIZE
OWNERSHIP
HR PRACTICES
ATTITUDES/
BEHAVIOUR
:smiley:
MOTIVATION
COMMITMENT
PERFORMANCE
I.P.INDICATORS
PRODUCTIVITY
QUALITY
TURNOVER
E.P. INDICATORS
SALES
FINANCIAL PERF.
3.2. DESIGNING A PR.
SS2
CENTERPARCS
4/5V'S
CAPACITY
:smiley:
QUEUES
THEORY OF CONSTRAINTS
SUPPLIERS
OW/OQ'S
O.PROCESSES
LIFE CYCLES
LAYOUT TYPES
MGMT
SERVICE
QUALITY
PERFORMANCE
PROCESSES
STAFF (HR)
'+ TECHNICAL
WHY
PURPOSE
PROCESS DESIGN
CONSISTENT
OVERALL
PURPOSE
ADDED VALUE
USER-FRIENDLY
GOOD FLOW
CONSISTENCY
INTERLINKED
OTHER PROCESSES
COST-EFFECTIVE
TOOL
REALIZE
ACHIEVE
EX. GELDMAAT
EX, BETTER PROCESSES
TRAIN TICKET SELLING MACHNIE
HOSPITAL
AIRPORTS
SELF-CHECK-IN
EVENTS
APPOINTMENTS
BUas
PROCESS
SEQUENCE OF
OPERATIONS
TIME
SPACE
EXPERTISE
COMMUNICATION
RESOURCES
DEF.
INPUT
TRANSFORMATION
OUTPUT
LOGICAL FLOW
FLOW-CHART
COMMON LANGUAGE
PEOPLE - SERVICE -
DECISIONS
ADDED VALUE
END USER
REPRESENTATION
STEPS
STANDARIZED SYMBOLS
RELATIONSHIP
DIAGRAM
IMPORTANCE
IMPROVEMENT
FLOWCHART
1. COMMUNICATION
REPSPONSIBLE
4 WHAT
WHEN
3. TIME
TAKES
TYPES
LEAD
ASK
WAITING TIME STARTS
CYCLE
WORKING
WAITING
WAIT
2. ACTIVITY
DIFFERENT
ADDED VALUE
:smiley:
NON-ADDED VALUE
4. DISTANCE
DEAL WITH
PROPER
MEASURE
TIME
METERS
EFFICENCY
3.3. P. IMPROVEMENT
WHEN
WRONG
IMPROVE
PROBLEM
ID.
REASON
FLOWCHART
OVERVIEW
IDENTIFY POTENTIAL PROBLEM AREAS
VS SOP
STATYSTICAL
TECHNIQUE
PRIORITIZE
HOW?
LISTING PROB.
FREQUENCY %
HOW OFTEN
FOCUS
IMPROVEMENT
ANALYSIS
1- DETERMINED
2- UNDERSTAND
3- CAUSES
TOOL
PICTURE
Drawing of situations that inserts the main elements and RELATIONSHIPS that need to be considered in trying to intervine to get some improvement.
CONSISTS OF
TEXT
SYMBOLS
ICONS
ILLUSTRATE
RAPIDLY
THE SITUATION
USED
TO
START A DISCUSSION
SHARED UNDERSTANDING
VISUALIZE
BY
INVOLVED
STAKEHOLDERS
SOLUTION
TOOLS
GENERATE
IDEAS
UNIQUE
NEW
5 WHY'S
PEELING OFF LAYER BY LAYER
ROOT
:<3:PROBLEM
CAUSE-EFFECT
ANALYSIS
BY ISHIKA
To solve a problem an org. should try to find what causes are behind it
6 CAUSES
MACHINES
METHOD
MAN
MATERIALS
METRICS
MOTHER NATURE
INSPIRATION
POSSIBLE SOLUTIONS
EX. > SALES
2 more items...
USING CONCEPTS
SOLVE PR.
PROCESS IMPR.
CONTINUOUS IMPR.
3.4.
STRATEGIC
MGMT
STRATEGY
LONG-TERM PLAN
DESIGNED TO
COMP. ADV.
MEASURABLE
SMART
MONITOR
PROGRESS
ALL LEVELS
BUSINESS
UNITS
FUNCTIONAL
DEPT.
CORPORATE
HILTON
APPROACH / VIEWS
MKT DRIVEN
ACHIEVE COMP. DISTINCTION = VERY GOOD UNDERSTANDING OF WHAT UR
EXTERNAL
ENV IS DOING
MAIN COMPETITORS / CUSTOMERS / SUPPLIERS
NEW PRODUCTS / COMPANIES
HOW?
DESTEP MODEL
PORTER'S 5 FORCES
THREATS
NEW ENTRANTS
SUBSTITUTES
BARGAINING POWER OF
BUYERS
SUPPLIERS
RESEARCH-BASED
BEING
DIFFERENT
BETTER
:<3: COMPETENCIES
KNOWLEDGE / PROCESSES / TECHNOLOGY
DIFFICULT TO IMITATE
HOW?
INTERNAL
VRIO
(ValueRareImitateOrganization to caputre the value)
COMP. ADV.
SUPERIORITY
COMPETITORS
DEMONSTRATED BY ITS
PERFORMANCE
HOW?
ENV.
INTERNAL
RESEARCH-BASED
EXTERNAL
MKT-BASED
OPERATIONS
STRATEGIES & MODELS
HELP US
COMP. ADV.
OW'S!
DISTINGUISH
BUSINESS GOAL
->O.S
INPUTS B.S
MISSION (WHAT) & VISION (HOW)
CORE COMPETENCES
ENVIRON. SCANNING
O.S
HOW TO RESPOND TO MKT REQUIRES?
FOCUS?
RELATION
O. RESOURCES
CAPACITY
SUPPLY CHAIN
PROCESS TECHN.
DEV. & ORG.
MKT
REQUIREMENTS
IPO'S
COMPETITIVE OM ADV.
= OW'S + BETTER
:<3:OW + COMBINATION IPO'S
MODELS
POSITION
(PORTER, 1980)
COST LEADERSHIP
DIFFERENTIATION
FOCUS STRATEGY
VALUE DISCIPLINES
(TREACY & WIERSEMA)
DIMENSIONS
PRODUCT LEADERSHIP
FRONT
INNOVATIVE
QUALITY?
CUSTOMER INTIMACY
AGILE
FLEXIBILITY
NEEDS & WANTS
OP. EXCELLENCE
STANDARDIZING
ADRESS MASSES
HIGH VOLUME
TRUSTWORTHY
DEPENDABILITY
ADDED VALUE
COMBINATION!!
ADD VALUE
DISTINCTIVE
LIFE CYCLE
PR. TYPES
IN SERVICES
SERVITIZATION
SHIFT
MANUFACTURING
SERVICES
CONSULTING
MAINTENANCE
EX: IBM
ADDING VALUE
UBIQUITIZATION
SERVICES EVERYWHERE
HILTON
ATM
COCACOLA
MASS
CUSTOMIZATION
PERSONALIZATION
FLEXIBILITY
COST
MODULARITIES
EX
CITIZENM
CINEMA
LEAN [PRODUCTION]
RELATED
(RE)DESIGN
IMPROVE
T.O.C
LIMITS PERF.
POKA-YOKES
DEF
'+ VALUE 4 CUSTOMER
:red_cross:WASTE
MANUFACTURING
PRINCIPLES
? VALUE
BY COSTUMERS
WILLING TO PAY
ATTRIBUTES
PRODUCT FEATURES
QUALITY
DELIVERY RELIABILITY
FLOW :red_cross:
INTERRUPTION
:red_cross:WASTE
TRANSPORTATION
INVENTORY
MOTION
BACK OFFICE
PAPER WORK
WAITING
OVERPRODUCTION
OVERPROCESSING
PURPOSE OF STAY CHAT OR :green_cross:
DEFECTS
AGAIN
SKILLS OF EMPLOYEES
PULLED
ORDERED
PERFECTION
VALUE STREAM
MAP (STEPS)
FIND VALUE
VALUE ADD.
NECESSARY NON-VALUE ADD.
:red_cross:NON-VALUE ADD. (WASTE)
ENABLES
QUALITY
COST
DEPENDABILITY
RELIES ON
LARGE VOLUMES
STANDARD PROCESSES
AGILE
COMBINES
SPEED
COST
POSTPONEMENT
MAX BENEFIT AND MIN. RISKS
OPP (Order Penetration Point)
FLEXIBILITY
DEF
RESPONSIVENESS & TURBULANCES REQUIRED CAPABILITIES
LOW-VOLUME
QUALITY
SPECIFIC PRODUCTS
SHORT
LIFE
DEV. TIME
CHANGING
UNPREDICTABLE
DEPENDS
QUICK FLOW
BY
INFO TECHN.
TOOLS
4 more items...
C.I
DEF.
Systematic way to IMPROVE processes and services
INCREMENTALLY
through INNOVATION
IMPORTANCE
COMP. ADV.
MKT W MANY COMPETITORS
WHEN
:smiley:
DECLINE PHASE
TURNOVER
HOW
BUNDLE / IMPR.
OW'S
DIFFERENTIATE
