Mn2005 Figures
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The document outlines the sociotechnical systems model and issues facing a manufacturing organization. It includes a diagram of the production process and organizational structure. Key problems identified are pressure of production, lack of expertise, old machines, insular attitudes, rigid work allocation, ineffective grading system, workload fluctuations, and lack of motivation. Addressing both the social and technological systems is needed to develop new behaviors and relationships that can improve performance and culture.
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This document discusses concepts of productivity and how it relates to business organization. It begins by outlining the objectives of explaining various productivity concepts and how they affect business management approaches. It then defines productivity from individual, management, and economic perspectives. Productivity is important for competitiveness and quality of life. Barriers to productivity include internal factors like work organization and external factors like infrastructure. The document presents frameworks for productivity management and achieving higher productivity, quality, and competitiveness through continuous improvement.
Weil Eric Resume_2016
Eric Weil has over 25 years of experience managing international manufacturing operations. He has a proven track record of increasing production rates, reducing errors and costs, and improving quality. Weil successfully expanded two manufacturing facilities in China and doubled production lines in his previous role. He aims to leverage his expertise in process improvement, team leadership, and problem solving to further optimize operations on a global scale.
Week 1
Quantitative analysis involves processing raw data into meaningful information to aid managerial decision making. It includes defining the problem, developing a model relating variables, acquiring accurate input data, finding the best model solution, testing the model with new data, analyzing the results, and implementing the solution. The goal is to identify true problem causes and relationships to help address issues like employee turnover, market performance, or product failures.
Implementing Strategies ( Part 1 )
The document outlines key issues and concepts related to implementing strategies discussed in Chapter 7, including annual objectives, policies, resource allocation, organizational structure, production/operations concerns, and human resource concerns. It also discusses managing resistance to change, creating a strategy-supportive culture, and linking pay to performance. The chapter discusses the differences between strategy formulation and implementation and ensuring strategies are properly supported throughout the organization.
Operation Management
The document provides an overview of operations management. It discusses what operations management is, its key functions like production and operations, and why studying it is important. It also summarizes some of the main areas operations management covers such as process design, quality management, forecasting, and product design.
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Mn2005 Figures
- 1. Supervisor Colours And Flavours Supervisor Manager Production Packing Input Output Make-up Slabbing & Mixing Extruded Cookers Packing & Inspection
- 2. The Social System The Technological System New Behaviours Improved Performance Culture/Motivation/Communication Change System / Technology (New Relationships) (New Processes) Sociotechnical Systems Model
- 3. Department Manager Production Supervisor Packing Workers Production Workers Packing Supervisor Engineers HBS Department – Structure of Problems Pressure of Production Lack of Expertise Old Machine Insular Attitudes Rigid Work Allocation Ineffective Grading System Work-load fluctuation Market Fluctuation Lack of Motivation Lack of Responsibility Pressure of Production Power Imbalance Power Imbalance
- 4. Increased Labour Turnover Low Productivity g Ineffective Grading System Work Rigidity Old Machine Pressure of Production g g Insular Attitudes
- 5. 1 2 3 4 5 6 7 8 9
- 6. 10 11 12 13 14 15
- 7. The Nature of Production Pressure to meet target Systematic problems Social problems The underlying reasons for the problems