The Theoretical Framework of a POD Organization:   High Performance Teams versus Localized Silos  Christina E. Mosley Mich...
Description <ul><li>A POD setting requires personnel from several distinct operational areas to sit near each other in one...
Rationale <ul><li>Our strategic direction is well-defined.  </li></ul><ul><li>The durability of our performance requires o...
Goals <ul><li>To evaluate whether a POD setting has a positive impact on the service levels for two large replacement tire...
Market  potential Market  capability Organizational processes Financial performance Continuous learning and innovation Fin...
Critical Success Factors <ul><li>Interconnectivity </li></ul><ul><ul><li>the ability to work across departmental boundarie...
Other Success Factors <ul><li>Decentralization  </li></ul><ul><ul><li>allocating decision-making power to the workforce </...
Expected Value <ul><li>Operational excellence </li></ul><ul><li>Increased employee engagement </li></ul><ul><li>Increased ...
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Mosley Hrd849 Paper Presentation

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  • Great job Christina....Do you believe changing the management structure for the POD would help get everyone on the same page and become more efficient due to the fact that the POD is managed by one persona instead of a group of managers. -Tommy_
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  • I certainly agree with your idea. One barrier that you should consider is how resistant leadership can be to a non-traditional organizational structure. A project like with will need a lot of support to be implemented successfully.

    Thanks! -George
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Mosley Hrd849 Paper Presentation

  1. 1. The Theoretical Framework of a POD Organization:   High Performance Teams versus Localized Silos Christina E. Mosley Michelin North America, Inc. Applied Research and Development, HRD 849, Section 440 Dr. Stephen Bronack Clemson University April 24, 2009 (done in conjunction with The POD Concept: A Matter of Proximity or An Opportunity for Service Improvement)
  2. 2. Description <ul><li>A POD setting requires personnel from several distinct operational areas to sit near each other in one location for the sole purpose of supporting an assigned customer or business channel. </li></ul><ul><li>Although representatives from Customer Service, Accounts Payable, Demand Planning, Logistics, and Sales form a POD, the management structure for POD members remain aligned to each individual operational area. </li></ul><ul><li>The primary distinguishing factor between a POD setting and all others is the proximity among human resources. </li></ul><ul><li>No other changes accompany the physical relocation of personnel. </li></ul>
  3. 3. Rationale <ul><li>Our strategic direction is well-defined. </li></ul><ul><li>The durability of our performance requires operational excellence. </li></ul><ul><li>The attributes of an organization capable of achieving operational excellence include </li></ul><ul><ul><li>speed </li></ul></ul><ul><ul><li>agility </li></ul></ul><ul><ul><li>focus </li></ul></ul><ul><ul><li>alignment </li></ul></ul><ul><ul><li>cooperation </li></ul></ul><ul><ul><li>employee engagement </li></ul></ul><ul><li>The POD activates the attributes for operational excellence. </li></ul>
  4. 4. Goals <ul><li>To evaluate whether a POD setting has a positive impact on the service levels for two large replacement tire customers with opposite internal priority levels for profitability and order fulfillment. </li></ul><ul><li>To determine whether the POD concept should be proliferated. </li></ul><ul><li>To define the organizational structure of a POD worthy of proliferation. </li></ul>
  5. 5. Market potential Market capability Organizational processes Financial performance Continuous learning and innovation Financial performance Customer management Organizational capability GOAL DRIVERS ENABLERS THEMES Organizational potential     Growth     Productivity     Value capture potential     Market potential     Key cost enablers     Core competencies     Core processes     Organizational climate for learning                                                   Figure 1 Dashboard layout for sustained value creation (Source: Garratt, 2003)
  6. 6. Critical Success Factors <ul><li>Interconnectivity </li></ul><ul><ul><li>the ability to work across departmental boundaries </li></ul></ul><ul><li>  </li></ul><ul><li>Capable participants </li></ul><ul><ul><li>workforce professionals with the right competencies (knowledge, skills, and attitudes) to execute required tasks </li></ul></ul><ul><li>  </li></ul><ul><li>Supportive culture </li></ul><ul><ul><li>an environment that enables teambuilding and creates both formal and informal opportunities to cross bureaucratic boundaries </li></ul></ul><ul><li>  </li></ul><ul><li>Shared purpose </li></ul><ul><ul><li>a common focus and al ignment regarding strategy, mission, and performance expectations </li></ul></ul>
  7. 7. Other Success Factors <ul><li>Decentralization </li></ul><ul><ul><li>allocating decision-making power to the workforce </li></ul></ul><ul><li>  </li></ul><ul><li>Leadership </li></ul><ul><ul><li>the ability to direct and guide toward forward progress </li></ul></ul><ul><li>  </li></ul><ul><li>Hierarchal levels </li></ul><ul><ul><li>eliminating unnecessary organizational layers that delay communication </li></ul></ul><ul><li>  </li></ul><ul><li>Commitment </li></ul><ul><ul><li>Everyone doing his/her part </li></ul></ul>
  8. 8. Expected Value <ul><li>Operational excellence </li></ul><ul><li>Increased employee engagement </li></ul><ul><li>Increased innovation </li></ul><ul><li>More effective business solutions </li></ul><ul><li>Better work quality </li></ul><ul><li>Improved productivity </li></ul><ul><li>Improved efficiency </li></ul><ul><li>Quicker and earlier communication </li></ul><ul><li>Improved service </li></ul><ul><li>Increased client value </li></ul><ul><li>Increased client satisfaction </li></ul><ul><li>Increased profitability </li></ul>
  9. 9. Questions ?
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