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Change in
Maintenance
Through Cultural
Change: A Case
Study
Sara Banki
Sharif University of Technology
We want to achieve world class
maintenance.
Why do we need to address
change management?
Critical challenges :
•Why do world class maintenance
programs fail to get implemented
•- Or if implemented – Why do they
...
Let’s get started with some basic concepts; the
building blocks of the change process.
The Basics
The answer is not complicated. The
way we define change defines
whether change is successful or not.
Traditional view on c...
Task-based
Change
Strategic Aspects
The Eight Elements of
Change
Organizational Culture
Four Elements of Culture
Component...
The Big Picture
The Eight Elements of
Change and the Four
Elements of Culture are
the foundation of long-
term successful ...
Leadership
A Step in the Work
Process
A work process shows how work, data or
communication flows through the organization.
Work Proce...
Structure represents roles, responsibilities
and reporting relationships that help
organization members achieve a common
p...
(a) Acquiring and (b) applying knowledge in
group setting in order to
• Use for different situations
• Use to solve curren...
How Does Technology Apply to Change
Management?
• It streamlines the work process
• Data storage and retrieval
• Supports ...
Communications
An essential element
of successful change
INTERRELATIONSHIPS
The connection between members of a team, department or an
organization.
A positive interrelationship i...
Rewards
Not all rewards encourage
people.
Choose the reward according
to whom it should motivate!
Task-based
Change
Strategic Aspects
The Eight Elements of
Change
Organizational Culture
Four Elements of Culture
Component...
“A pattern of shared assumptions and behaviors that an organization
learned as it solved its problems and that has worked ...
Values define good
and bad, right and
wrong
Values define how we
act and what has
priority in the
organization
Organizatio...
You need to define
what success looks like
in the new organization
and develop and align
new role models (or
bring on boar...
Rituals:
Procedures and the way things are
done
e.g. checking what has broken
overnight to fix it (reactive ritual)
Rites:...
Cultural infrastructure is informal organization structure that shows how each person
contributed to the culture
• Keepers...
‫هطالب‬
ُ‫پزٍص‬ ‫هؼزفی‬
‫اّداف‬
‫رٍش‬
‫آهَسش‬
‫ارسیابی‬
‫ًتایج‬
ِ‫ریط‬ ‫ػلل‬ ‫تحلیل‬‫ابؼاد‬ ‫ای‬
‫باسارسیابی‬(ِ‫یک...
ُ‫پزٍص‬ ‫هؼزفی‬
‫کلیدی‬ ‫اس‬ ‫یکی‬ ‫اًساًی‬ ‫هٌابغ‬ِ‫جٌب‬ ‫تزیي‬‫دارایی‬ ‫هدیزیت‬ ‫در‬ ‫ّا‬‫است‬ ‫فیشیکی‬ ‫ّای‬.
ُ‫پزٍص‬ ‫هؼزفی‬
‫چطن‬‫اّداف‬ ِ‫ب‬ ‫دستیابی‬ ٍ ‫اًداس‬
‫فزٌّگی‬ ‫ابؼاد‬ ٍ ‫فزٌّگ‬ ‫هفَْم‬
‫سیزساخت‬‫ّا‬
‫الگَّا‬
ِ‫رٍی...
‫آهَسش‬
ُ‫پزٍص‬ ‫هزکشی‬ ِ‫ّست‬ ٍ ‫تغییز‬ ِ‫کویت‬ ‫تطکیل‬
‫آهَسش‬ ِ‫جلس‬ ‫بزگشاری‬
‫فزٌّگی‬ ‫تغییز‬ ِ‫ضبک‬
‫سیزساخت‬ ِ‫ضبک‬‫ّای‬
‫فزٌّگی‬
‫هٌاسک‬ ٍ ‫رسَم‬ ِ‫ضبک‬
‫رفتاری‬ ‫الگَّای‬ ِ‫ضبک‬
‫ارسش‬ ِ‫ضبک‬‫ساس...
‫فزٌّگی‬ ‫تغییز‬ ِ‫ضبک‬ ‫ارسیابی‬ ِ‫پزسطٌاه‬
‫آى‬ ‫تَسیغ‬ ٍ ِ‫پزسطٌاه‬ ِ‫تْی‬ ‫تغییز‬ ُ‫پزٍص‬ ‫ارسیابی‬
‫تغییز‬ ِ‫کویت‬ ...
‫تغییز‬ ُ‫پزٍص‬ ‫ارسیابی‬
0
10
20
30
40
50
60
70
80
leadership
work process
structure
group learning
technology
communicat...
ِ‫پزسطٌاه‬ ‫ًتایج‬
‫تغییزات‬ ٍ ‫ارسیابی‬Nov-14Jan-16
Percentage of
Change to
Nov-14
Leadership56.5463.112%
Work process51...
‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬
‫ارتباطات‬
‫فٌاٍری‬
‫فزایٌد‬
‫کمیته‬ ‫توسط‬ ‫موثر‬ ‫های‬ ‫حل‬ ‫راه‬ ‫یافتن‬ ‫برای‬ ‫تالش‬
‫شد...
‫ای‬ ِ‫ریط‬ ‫ػلل‬ ‫آًالیش‬ ‫رٍش‬RCAَ‫آپَل‬
ِ‫هسال‬ ‫تؼزیف‬ ٍ ‫بیاى‬
ِ‫هسال‬ ‫بز‬ ‫حاکن‬ ‫هؼلَلی‬ ٍ ‫ػلت‬ ِ‫ضبک‬ ‫ایجاد‬
...
‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬
‫فٌاٍری‬)
(
‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬
‫فٌاٍری‬
‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬
‫ردیف‬ِ‫ضبخ‬ِ‫ضجک‬‫ػلت‬ٍ‫هؼلَلی‬ِ‫هصَث‬‫هسئَل‬ٍ‫زهبى‬‫ٍضؼیت‬
1‫ًبتَاًی‬‫در‬ُ‫ثْر‬‫‏‬‫گیری‬‫صحیح‬...
‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬
ُ‫را‬‫حل‬‫ّا‬
‫ارتباطات‬ ِ‫جٌب‬ ‫بْبَد‬
‫آهَسش‬
‫اطالع‬‫رساًی‬
‫کارت‬ ‫طزاحی‬‫آهَسضی‬ ‫ّای‬
‫تج...
‫تجْیش‬ ‫تؼویز‬ ‫آهَسش‬ ‫کارت‬
‫آهَسضی‬ ‫بزٍضَر‬
‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬
‫کاری‬ ‫فزایٌدّای‬
.1‫ًیزٍّای‬‫کن‬ِ‫تجزب‬‫بزای‬‫کارضٌاس‬PMِ‫ب‬‫کار‬ِ‫گزفت‬‫هی‬‫ضًَد‬.
.2‫لیٌک‬ِ...
‫کاری‬ ‫فزایٌد‬ ‫حلْای‬ ُ‫را‬
ِ‫هصَث‬‫‏‬‫هسئَل‬‫‏‬ٍ‫‏‬‫زهبى‬‫‏‬‫تَضیحبت‬‫‏‬
‫تخویي‬‫‏‬ٍ‫‏‬‫ثرآٍرد‬‫‏‬ٌِ‫ّسی‬‫‏‬‫ّبی‬‫‏‬‫ًت...
‫ارسیابی‬ ‫باس‬‫تغییز‬ ُ‫پزٍص‬
12%
13%
17%
--1.6%
2%
4%
9%
2%
0
10
20
30
40
50
60
70
80
leadership
work process
structure
...
‫ارسیابی‬ ‫باس‬
‫ارسیابی‬ ‫باس‬‫تغییزات‬ ٍNov-14Jan-16
Percentage of
Change to
Nov-14
Leadership56.5463.112%
Work process...
ِ‫پزسطٌاه‬ ‫ًتایج‬
ُ‫داد‬‫ّای‬‫سال‬93ٍ94(‫تغییزات‬ ‫درصد‬)
Culture/Change
Elements
Total
(R.o.C)
Value
(R.o.C)
Role
(R.o....
ِ‫پزسطٌاه‬ ‫ًتایج‬
ُ‫داد‬‫ّای‬‫سال‬93ٍ94(‫تغییزات‬ ‫درصد‬)
Culture/Change
Elements
Total
(R.o.C)
Value
(R.o.C)
Role
(R.o....
Thank You
sbanki@sharif.edu
134 Sara Banki
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134 Sara Banki

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134 Sara Banki

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134 Sara Banki

  1. 1. Change in Maintenance Through Cultural Change: A Case Study Sara Banki Sharif University of Technology
  2. 2. We want to achieve world class maintenance. Why do we need to address change management?
  3. 3. Critical challenges : •Why do world class maintenance programs fail to get implemented •- Or if implemented – Why do they fail to take hold •- Or if they take hold – Why do they fail to sustain themselves?
  4. 4. Let’s get started with some basic concepts; the building blocks of the change process. The Basics
  5. 5. The answer is not complicated. The way we define change defines whether change is successful or not. Traditional view on change: a set of tasks to be accomplished so we can move on to the next one in the queue. • Tangible initiatives to improve performance of an organization. • Planning • Scheduling • Effective work execution • Preventive maintenance (PM) • Predictive maintenance (PdM) • Operator driven reliability (ODR) • Risk based inspection • Advanced analytical techniques • Others
  6. 6. Task-based Change Strategic Aspects The Eight Elements of Change Organizational Culture Four Elements of Culture Components of Change
  7. 7. The Big Picture The Eight Elements of Change and the Four Elements of Culture are the foundation of long- term successful task- based change initiatives. Interrelationship s Values Role Models Communication Rewards Cultural Infrastructure Structure Rites and Rituals Work Process TechnologyGroup Learning Leadership Task-based Change
  8. 8. Leadership
  9. 9. A Step in the Work Process A work process shows how work, data or communication flows through the organization. Work Process
  10. 10. Structure represents roles, responsibilities and reporting relationships that help organization members achieve a common purpose. Organizational Structure
  11. 11. (a) Acquiring and (b) applying knowledge in group setting in order to • Use for different situations • Use to solve current routine situations Group Learning
  12. 12. How Does Technology Apply to Change Management? • It streamlines the work process • Data storage and retrieval • Supports common business practices • Information distribution. Technology
  13. 13. Communications An essential element of successful change
  14. 14. INTERRELATIONSHIPS The connection between members of a team, department or an organization. A positive interrelationship indicates that people rely on each other and count on their good nature.
  15. 15. Rewards Not all rewards encourage people. Choose the reward according to whom it should motivate!
  16. 16. Task-based Change Strategic Aspects The Eight Elements of Change Organizational Culture Four Elements of Culture Components of Change
  17. 17. “A pattern of shared assumptions and behaviors that an organization learned as it solved its problems and that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” Kennedy & Deal
  18. 18. Values define good and bad, right and wrong Values define how we act and what has priority in the organization Organizational Values
  19. 19. You need to define what success looks like in the new organization and develop and align new role models (or bring on board the old ones) It Boils Down to Skills and Desire
  20. 20. Rituals: Procedures and the way things are done e.g. checking what has broken overnight to fix it (reactive ritual) Rites: Controlling the procedures, making sure it happens the same way e.g. pad on the back or praise by production for quick fixes Rites & Rituals
  21. 21. Cultural infrastructure is informal organization structure that shows how each person contributed to the culture • Keepers of the faith • Story tellers • Spies • Gossips • Whisperers • Symbols and language Cultural Infrastructure
  22. 22. ‫هطالب‬ ُ‫پزٍص‬ ‫هؼزفی‬ ‫اّداف‬ ‫رٍش‬ ‫آهَسش‬ ‫ارسیابی‬ ‫ًتایج‬ ِ‫ریط‬ ‫ػلل‬ ‫تحلیل‬‫ابؼاد‬ ‫ای‬ ‫باسارسیابی‬(ِ‫یکسال‬)
  23. 23. ُ‫پزٍص‬ ‫هؼزفی‬ ‫کلیدی‬ ‫اس‬ ‫یکی‬ ‫اًساًی‬ ‫هٌابغ‬ِ‫جٌب‬ ‫تزیي‬‫دارایی‬ ‫هدیزیت‬ ‫در‬ ‫ّا‬‫است‬ ‫فیشیکی‬ ‫ّای‬.
  24. 24. ُ‫پزٍص‬ ‫هؼزفی‬ ‫چطن‬‫اّداف‬ ِ‫ب‬ ‫دستیابی‬ ٍ ‫اًداس‬ ‫فزٌّگی‬ ‫ابؼاد‬ ٍ ‫فزٌّگ‬ ‫هفَْم‬ ‫سیزساخت‬‫ّا‬ ‫الگَّا‬ ِ‫رٍی‬‫آییي‬ ٍ ‫ّا‬‫ّا‬ ‫ارسش‬‫ّا‬ ‫الواى‬‫فزٌّگ‬ ‫تغییز‬ ‫ّای‬(8‫تغییز‬ ‫بؼد‬) ‫ارسیابی‬ ُ‫پزٍص‬‫بْبَد‬ ‫ّای‬
  25. 25. ‫آهَسش‬ ُ‫پزٍص‬ ‫هزکشی‬ ِ‫ّست‬ ٍ ‫تغییز‬ ِ‫کویت‬ ‫تطکیل‬ ‫آهَسش‬ ِ‫جلس‬ ‫بزگشاری‬
  26. 26. ‫فزٌّگی‬ ‫تغییز‬ ِ‫ضبک‬ ‫سیزساخت‬ ِ‫ضبک‬‫ّای‬ ‫فزٌّگی‬ ‫هٌاسک‬ ٍ ‫رسَم‬ ِ‫ضبک‬ ‫رفتاری‬ ‫الگَّای‬ ِ‫ضبک‬ ‫ارسش‬ ِ‫ضبک‬‫ساسهاًی‬ ‫ّای‬ ِ‫جٌب‬ ‫ّز‬ ‫کل‬ ُ‫ًوز‬ ِ‫ضبک‬ ‫رّبزی‬ ‫فٌاٍری‬ ‫ساختار‬ ‫گزٍّی‬‫آهَسش‬ ‫ارتباطات‬ ‫کاری‬‫فزآیٌدّای‬ ‫هیاى‬‫ارتباطات‬ ‫گزٍّی‬ ‫پاداّص‬‫ّا‬ 8‫فزٌّگ‬ ‫تغییز‬ ‫الواى‬ 4‫سیزساخت‬ ‫الواى‬ ‫فزٌّگی‬
  27. 27. ‫فزٌّگی‬ ‫تغییز‬ ِ‫ضبک‬ ‫ارسیابی‬ ِ‫پزسطٌاه‬ ‫آى‬ ‫تَسیغ‬ ٍ ِ‫پزسطٌاه‬ ِ‫تْی‬ ‫تغییز‬ ُ‫پزٍص‬ ‫ارسیابی‬ ‫تغییز‬ ِ‫کویت‬ ِ‫جلس‬ ‫در‬ ‫حضَری‬ ‫تَسیغ‬ ‫اٍل‬ ‫دٍر‬13‫دٍم‬ ‫دٍر‬ ٍ ‫ًفز‬16‫ًفز‬ 128‫پزسص‬(8‫در‬ ‫تغییز‬ ‫الواى‬4‫کدام‬ ‫ّز‬ ٍ ‫بؼد‬4‫پزسص‬)
  28. 28. ‫تغییز‬ ُ‫پزٍص‬ ‫ارسیابی‬ 0 10 20 30 40 50 60 70 80 leadership work process structure group learning technology communication interrelationships rewards ‫سال‬93 Nov-14
  29. 29. ِ‫پزسطٌاه‬ ‫ًتایج‬ ‫تغییزات‬ ٍ ‫ارسیابی‬Nov-14Jan-16 Percentage of Change to Nov-14 Leadership56.5463.112% Work process51.9258.513% Structure53.3162.617% Group learning56.9256.0-1.6% Technology51.9252.92% Communication52.1554.44% Interrelationships52.7757.49% Rewards52.7753.82% Average53.5357.37%
  30. 30. ‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬ ‫ارتباطات‬ ‫فٌاٍری‬ ‫فزایٌد‬ ‫کمیته‬ ‫توسط‬ ‫موثر‬ ‫های‬ ‫حل‬ ‫راه‬ ‫یافتن‬ ‫برای‬ ‫تالش‬ ‫شد‬ ‫آغاز‬ ‫ها‬ ‫جنبه‬ ‫ترین‬ ‫ضعیف‬ ‫در‬ ‫تغییر‬
  31. 31. ‫ای‬ ِ‫ریط‬ ‫ػلل‬ ‫آًالیش‬ ‫رٍش‬RCAَ‫آپَل‬ ِ‫هسال‬ ‫تؼزیف‬ ٍ ‫بیاى‬ ِ‫هسال‬ ‫بز‬ ‫حاکن‬ ‫هؼلَلی‬ ٍ ‫ػلت‬ ِ‫ضبک‬ ‫ایجاد‬ ‫دالیل‬ ‫کٌتزل‬ ‫هٌظَر‬ ِ‫ب‬ ‫هَثز‬ ‫ّای‬ ‫حل‬ ُ‫را‬ ‫ضٌاسایی‬ ٍ ِ‫ارای‬ ‫ّا‬ ‫حل‬ ُ‫را‬ ‫بْتزیي‬ ‫کارگیزی‬ ِ‫ب‬
  32. 32. ‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬ ‫فٌاٍری‬) (
  33. 33. ‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬ ‫فٌاٍری‬
  34. 34. ‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬ ‫ردیف‬ِ‫ضبخ‬ِ‫ضجک‬‫ػلت‬ٍ‫هؼلَلی‬ِ‫هصَث‬‫هسئَل‬ٍ‫زهبى‬‫ٍضؼیت‬ 1‫ًبتَاًی‬‫در‬ُ‫ثْر‬‫‏‬‫گیری‬‫صحیح‬‫از‬ ‫فٌبٍری‬‫تذٍیي‬ِ‫ثرًبه‬‫‏‬‫ی‬‫جبهغ‬‫آهَزضی‬ ‫ػوَهی‬‫ثرای‬‫افراد‬‫جذیذاالستخذام‬ ٍ‫افراد‬‫اًتمبلی‬ٍ‫تؼْذ‬ِ‫ث‬‫اجرا‬ ُ‫ادار‬‫اهَر‬‫آهَزش‬ ‫زهبى‬ِ‫هراجؼ‬ِ‫ّفت‬‫اٍل‬ٍ‫دٍم‬‫ّر‬ُ‫هب‬‫هطخص‬ُ‫ضذ‬ ‫است‬،ِ‫ث‬‫صَرت‬‫پبیلَت‬‫فیلن‬‫‏‬‫ّب‬ِ‫تْی‬ُ‫ضذ‬ٍ‫ثرای‬ ‫یک‬‫ًفر‬‫ّن‬‫در‬‫ٍاحذ‬‫آهَزش‬،‫اًجبم‬ُ‫ضذ‬‫است‬.‫در‬ ِ‫کویت‬‫آهَزش‬‫ارزیبثی‬‫هی‬‫‏‬‫ضَد‬ِ‫ک‬ِ‫ث‬‫دیگر‬‫ٍاحذّب‬ ‫ّن‬ِ‫تَسؼ‬‫یبثذ‬. 2‫ًبتَاًی‬‫در‬ُ‫ثْر‬‫‏‬‫گیری‬‫صحیح‬‫از‬ ‫فٌبٍری‬ ‫تذٍیي‬ِ‫ثرًبه‬‫‏‬‫ای‬‫جبهغ‬‫آهَزضی‬ ‫تخصصی‬‫ثرای‬‫افراد‬ ‫جذیذاالستخذام‬ٍ‫افراد‬‫اًتمبلی‬ٍ ‫تؼْذ‬ِ‫ث‬‫اجرا‬ ُ‫ادار‬‫اهَر‬‫آهَزش‬ ‫زهبى‬ِ‫هراجؼ‬ِ‫ّفت‬‫اٍل‬ٍ‫دٍم‬‫ّر‬ُ‫هب‬‫هطخص‬ُ‫ضذ‬ ‫است‬،ِ‫ث‬‫صَرت‬‫پبیلَت‬‫فیلن‬‫‏‬‫ّب‬‫ثرای‬‫ٍاحذ‬‫آهَزش‬ ِ‫تْی‬ُ‫ضذ‬ٍ‫ثرای‬‫یک‬‫ًفر‬‫ّن‬‫در‬‫ٍاحذ‬‫آهَزش‬، ‫اًجبم‬ُ‫ضذ‬‫است‬.‫در‬ِ‫کویت‬‫آهَزش‬‫ارزیبثی‬‫هی‬‫‏‬‫ضَد‬ ِ‫ک‬ِ‫ث‬‫دیگر‬‫ٍاحذّب‬‫ّن‬ِ‫تَسؼ‬‫یبثذ‬. 3‫ًبتَاًی‬‫در‬ُ‫ثْر‬‫‏‬‫گیری‬‫صحیح‬‫از‬ ‫فٌبٍری‬ ‫تؼییي‬‫کبرضٌب‬‫راٌّوب‬‫در‬‫ّر‬‫هؼبًٍت‬ (‫ضرح‬‫ٍظبیف‬،‫اثالؽ‬ٍ ‫حك‬‫‏‬ِ‫السحو‬) ُ‫ادار‬‫اهَر‬‫آهَزش‬ ‫اثالؽ‬ٍ‫حك‬‫‏‬ِ‫السحو‬‫از‬‫آلبی‬‫ّذایتی‬‫‏‬ُ‫زاد‬‫پیگیری‬ ‫ضَد‬.‫تب‬‫پبیبى‬ُ‫ضْریَرهب‬95 4‫ًبتَاًی‬‫در‬ُ‫ثْر‬‫‏‬‫گیری‬‫صحیح‬‫از‬ ‫فٌبٍری‬ ‫ثبزخَرد‬‫گرفتي‬‫از‬‫هحتَا‬،‫راثط‬ٍ ‫ّن‬‫سرفصل‬‫‏‬‫ّب‬،ِ‫ثرًبه‬‫‏‬‫ریسی‬ ‫آهَزضی‬ٍ‫هیساى‬‫ٍلت‬‫تخصیص‬ ُ‫داد‬ُ‫ضذ‬ٍِ‫ث‬‫ػٌَاى‬‫یک‬ًَِ‫ًو‬‫در‬ ِ‫کویت‬‫تغییر‬‫هطرح‬‫ضَد‬. ُ‫ادار‬‫اهَر‬‫آهَزش‬‫اًجبم‬ُ‫ضذ‬‫است‬. 5‫ًبتَاًی‬‫در‬ُ‫ثْر‬‫‏‬‫گیری‬‫صحیح‬‫از‬ ‫فٌبٍری‬ ‫تؼییي‬‫جذٍل‬ُ‫دٍر‬‫تخصصی‬ٍ ‫تؼییي‬‫سرفصل‬‫‏‬‫ّبی‬‫آهَزش‬ ‫تخصصی‬ ُ‫ادار‬‫اهَر‬‫آهَزش‬-‫تب‬ ‫پبیبى‬‫سبل‬95 ‫سرفصل‬‫‏‬‫ّب‬‫آهَزش‬ُ‫داد‬‫هی‬‫‏‬‫ضًَذ‬‫ٍلی‬ِ‫ث‬‫ضکل‬ ‫هکتَة‬ٍ‫هستٌذ‬ُ‫درًیبهذ‬‫‏‬‫اًذ‬. 6‫ًبتَاًی‬‫در‬ُ‫ثْر‬‫‏‬‫گیری‬‫صحیح‬‫از‬ ‫فٌبٍری‬ ‫آهَزش‬‫‏‬‫ّب‬،‫اسبالیذّب‬ٍ...‫رٍی‬ ‫یک‬‫ثخطی‬‫در‬‫آهَزش‬‫ثرای‬ ‫دسترسی‬‫ّوگبًی‬‫ایجبد‬‫ضَد‬ ُ‫ادار‬َ‫اه‬‫آهَزش‬ٍ ‫ٍاحذ‬IT ‫در‬‫دست‬‫الذام‬‫است‬.
  35. 35. ‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬ ُ‫را‬‫حل‬‫ّا‬ ‫ارتباطات‬ ِ‫جٌب‬ ‫بْبَد‬ ‫آهَسش‬ ‫اطالع‬‫رساًی‬ ‫کارت‬ ‫طزاحی‬‫آهَسضی‬ ‫ّای‬ ‫تجْیش‬ ‫تؼویز‬ ‫آهَسضی‬ ‫بزٍضَرّای‬ ‫طزاحی‬ ًِ‫ساها‬ ‫در‬ ‫ضؼارّا‬ ‫طزاحی‬ ‫اداری‬ ‫اتَهاسیَى‬ ‫ٍصل‬ ِ‫ًطزی‬ ‫در‬ ‫هطلب‬ ‫چاپ‬ ‫اطالع‬ ‫بٌزّای‬‫سطح‬ ‫در‬ ‫رساًی‬ ‫تَسیغ‬ ‫ضزکت‬ ‫ستاد‬ ‫تصَیزی‬ ‫تابلَّای‬ ‫طزاحی‬ ِ‫ًقط‬ُ‫را‬
  36. 36. ‫تجْیش‬ ‫تؼویز‬ ‫آهَسش‬ ‫کارت‬
  37. 37. ‫آهَسضی‬ ‫بزٍضَر‬
  38. 38. ‫ساسهاًی‬ ‫فزٌّگ‬ ‫تغییز‬ ‫کاری‬ ‫فزایٌدّای‬ .1‫ًیزٍّای‬‫کن‬ِ‫تجزب‬‫بزای‬‫کارضٌاس‬PMِ‫ب‬‫کار‬ِ‫گزفت‬‫هی‬‫ضًَد‬. .2‫لیٌک‬ِ‫بَدج‬ٍ‫اًبار‬‫با‬‫ًزم‬‫افشار‬‫ًت‬‫ٍجَد‬‫ًدارد‬ .3‫فزم‬‫دستَرکار‬‫هٌاسب‬‫ًیست‬ٍ‫کارایی‬‫ًدارد‬ .4‫ضٌاسایی‬ٍ‫لیبل‬‫گذاری‬ِ‫کلی‬‫تأسیسات‬ٍ‫تجْیشات‬(‫بز‬ِ‫پای‬GIS )‫کاهل‬ُ‫ًطد‬‫است‬.
  39. 39. ‫کاری‬ ‫فزایٌد‬ ‫حلْای‬ ُ‫را‬ ِ‫هصَث‬‫‏‬‫هسئَل‬‫‏‬ٍ‫‏‬‫زهبى‬‫‏‬‫تَضیحبت‬‫‏‬ ‫تخویي‬‫‏‬ٍ‫‏‬‫ثرآٍرد‬‫‏‬ٌِ‫ّسی‬‫‏‬‫ّبی‬‫‏‬‫ًت‬‫‏‬‫ثب‬‫‏‬‫کوک‬‫‏‬‫کبرضٌبسبى‬‫‏‬ِ‫ثَدج‬‫‏‬‫ریسی‬‫‏‬‫سبزهبى‬‫‏‬ِ‫ث‬‫‏‬ ‫هٌظَر‬‫‏‬‫اصالح‬‫‏‬‫فرایٌذ‬‫‏‬ِ‫ثَدج‬‫‏‬‫ریسی‬‫‏‬‫در‬‫‏‬‫ثخص‬‫‏‬ُ‫ثْر‬‫‏‬‫ثرداری‬‫‏‬ ‫دفتر‏هذیریت‏دارایی‬‫‏‬‫ّبی‏فیسیکی‬‫‏‬ ‫تخویي‬‫‏‬ٍ‫‏‬‫ثرآٍرد‬‫‏‬ٌِ‫ّسی‬‫‏‬‫ّبی‬‫‏‬‫ًت‬‫‏‬‫ثب‬‫‏‬‫کوک‬‫‏‬‫کبرضٌبسبى‬‫‏‬ ِ‫ثَدج‬‫‏‬ِ‫ی‬‫ریس‬‫‏‬‫سبزهبى‬‫‏‬‫پیگیری‬‫‏‬‫از‬‫‏‬ِ‫کویت‬‫‏‬،‫ًت‬‫‏‬‫آلبی‬‫‏‬‫هٌْذس‬‫‏‬ ‫احسبًی‬‫‏‬‫هْر‬‫‏‬ٍ‫‏‬‫هٌْذس‬‫‏‬‫هْذی‬‫‏‬ُ‫زاد‬‫‏‬‫گسارش‬‫‏‬‫تب‬‫‏‬‫پبیبى‬‫‏‬ُ‫خردادهب‬‫‏‬‫‏‬ 94‫‏‬ ‫تؼییي‬‫‏‬‫ضبخص‬‫‏‬ُ‫ثبز‬‫‏‬‫زهبًی‬‫‏‬‫تحَیل‬‫‏‬‫کبالّب‬‫‏‬ِ‫ث‬‫‏‬‫کبرکٌبى‬‫‏‬‫تؼویرات‬‫‏‬‫در‬‫‏‬‫اًجبر‬-‫ضبخص‬‫‏‬ ‫در‬‫‏‬ًِ‫سبهب‬‫‏‬‫پَیص‬‫‏‬ٍ‫‏‬‫ام‬‫‏‬‫آی‬‫‏‬‫اس‬‫‏‬(MIS)‫سبزهبى‬‫‏‬‫ٍارد‬‫‏‬‫ضَد‬.‫‏‬ ‫دفتر‏هذیریت‏دارایی‬‫‏‬‫ّبی‏فیسیکی‏ٍ‏توتب‏ٍ‏تذارکبت‬‫‏‬ ‫تؼییي‬‫‏‬‫اسن‬‫‏‬‫هٌبست‬‫‏‬‫ثرای‬‫‏‬ِ‫ثرًبه‬‫‏‬‫ریس‬‫‏‬‫ًت‬‫‏‬‫هتفبٍت‬‫‏‬‫از‬‫‏‬‫اسن‬‫‏‬‫پیطیي‬‫‏‬(‫کبرضٌبس‬‫‏‬PM)‫دفتر‏هذیریت‏دارایی‬‫‏‬‫ّبی‏فیسیکی‬‫‏‬‫پلٌر‬‫‏‬(Planner)‫اًتخبة‬‫‏‬‫ضذ‬.‫‏‬ ‫تؼییي‬‫‏‬ُ‫رد‬‫‏‬‫ثٌذی‬‫‏‬<ِ‫سلسل‬‫‏‬‫هراتت‬>‫‏‬ٍ‫‏‬‫ضرح‬‫‏‬،‫ٍظبیف‬‫‏‬‫صالحیت‬‫‏‬‫ّبی‬‫‏‬‫احراز‬‫‏‬،ُ‫جبیگب‬‫‏‬ ‫هسیر‬‫‏‬ٍ‫‏‬ُ‫آیٌذ‬‫‏‬،‫ضغلی‬‫‏‬‫حمَق‬‫‏‬ٍ‫‏‬‫هسایب‬‫‏‬‫در‬‫‏‬‫ٍاحذ‬‫‏‬ِ‫ثرًبه‬‫‏‬‫ریسی‬‫‏‬‫ًت‬‫‏‬ٍ‫‏‬‫ارتجبط‬‫‏‬‫ثب‬‫‏‬‫دیگر‬‫‏‬ ‫ٍاحذّب‬‫‏‬ ‫دفتر‬‫‏‬‫هذیریت‬‫‏‬‫دارایی‬‫‏‬‫ّبی‬‫‏‬‫فیسیکی‬‫‏‬ٍ‫‏‬‫دفتر‬‫‏‬‫آهَزش‬‫‏‬ٍ‫‏‬ِ‫ثرًبه‬‫‏‬‫ریسی‬‫‏‬‫ًیرٍی‬‫‏‬‫اًسبًی‬‫‏‬ ‫پبداش‬‫‏‬‫هطخصی‬‫‏‬‫هطبثك‬‫‏‬‫ثب‬‫‏‬ُ‫ثْر‬‫‏‬‫ٍری‬‫‏‬ٍ‫‏‬‫ارزیبثی‬‫‏‬‫ػولکرد‬‫‏‬ٍ‫‏‬ ُ‫آیٌذ‬‫‏‬‫ضغلی‬‫‏‬ ‫اطالع‬‫‏‬‫رسبًی‬‫‏‬ٍ‫‏‬ِ‫تْی‬‫‏‬ٍ‫‏‬‫تذٍیي‬‫‏‬‫ثرٍضَرّبیی‬‫‏‬‫ثرای‬‫‏‬‫ًطبى‬‫‏‬‫دادى‬‫‏‬‫اّویت‬‫‏‬‫ایي‬‫‏‬‫پست‬‫‏‬‫در‬‫‏‬ ‫سبزهبى‬‫‏‬ ‫دفتر‬‫‏‬‫هذیریت‬‫‏‬‫دارایی‬‫‏‬‫ّبی‬‫‏‬‫فیسیکی‬‫‏‬ ‫تذٍیي‏ثرًبهِ‏آهَزش‏هذیریت‏دارایی‬‫‏‬‫ّب‏ثرای‏رٍسبی‏ادارات‏ٍ‏هسئَلیي‏اهَر‏‬ ‫ًت‏‬(‫ٍ‏پست‏پلٌر‬)‫‏‬ ‫دفتر‬‫‏‬‫هذیریت‬‫‏‬‫دارایی‬‫‏‬‫ّبی‬‫‏‬‫فیسیکی‬‫‏‬ ُ‫ادار‬‫‏‬‫اهَر‬‫‏‬‫ًت‬‫‏‬‫فطبر‬‫‏‬‫ضؼیف‬‫‏‬(‫پست‬‫‏‬‫ّبی‬‫‏‬‫پلٌر‬‫‏‬ٍ‫‏‬...)‫‏‬ 1.‫‏‬‫هَارد‬‫‏‬‫آهَزضی‬‫‏‬‫پیطٌْبدی‬‫‏‬‫ارزیبثی‬‫‏‬‫ضَد‬.‫‏‬ 2.‫‏‬‫ثبزدیذ‬‫‏‬‫از‬‫‏‬ِ‫تجرث‬‫‏‬‫صٌؼت‬‫‏‬‫ًفت‬.‫‏‬
  40. 40. ‫ارسیابی‬ ‫باس‬‫تغییز‬ ُ‫پزٍص‬ 12% 13% 17% --1.6% 2% 4% 9% 2% 0 10 20 30 40 50 60 70 80 leadership work process structure group learning technology communication interrelationships rewards ‫کلی‬ ‫مقایسه‬-‫سال‬93‫و‬94 Nov-14 Jan-16
  41. 41. ‫ارسیابی‬ ‫باس‬ ‫ارسیابی‬ ‫باس‬‫تغییزات‬ ٍNov-14Jan-16 Percentage of Change to Nov-14 Leadership56.5463.112% Work process51.9258.513% Structure53.3162.617% Group learning56.9256.0-1.6% Technology51.9252.92% Communication52.1554.44% Interrelationships52.7757.49% Rewards52.7753.82% Average53.5357.37%
  42. 42. ِ‫پزسطٌاه‬ ‫ًتایج‬ ُ‫داد‬‫ّای‬‫سال‬93ٍ94(‫تغییزات‬ ‫درصد‬) Culture/Change Elements Total (R.o.C) Value (R.o.C) Role (R.o.C) Rites & Ritual (R.o.C) Infrastructure (R.o.C) Leadership12%12.8%6.6%13.0%11.3% Work process13%10.8%6.0%10.9%23.6% Structure17.4%22.7%16.4%12.6%17.9% Group learning-1.6%-2.8%-1.9%-2.8%1.1%
  43. 43. ِ‫پزسطٌاه‬ ‫ًتایج‬ ُ‫داد‬‫ّای‬‫سال‬93ٍ94(‫تغییزات‬ ‫درصد‬) Culture/Change Elements Total (R.o.C) Value (R.o.C) Role (R.o.C) Rites & Ritual (R.o.C) Infrastructure (R.o.C) Technology2%4.7%-1.0%4.3%-0.4% Communication4%9.0%0.5%2.7%5.7% Interrelationships9%10.8%3.5%10.8%10.4% Rewards2%-0.8%3.7%1.8%3.7%
  44. 44. Thank You sbanki@sharif.edu

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