The Human Element in Opeations Management在运营管理人的因素.pptVIP

The Human Element in Operations Management Operations Management Frameworks Traditional Optimization Framework: perfect information perfect control leverage in quality of solution (policy) Factory Physics Framework: information captured in key measures (e.g., SCVs) intuition more important than control leverage from working with systems natural tendencies ICB Portfolio Framework: information system part of management problem control not always optimal buffers explicitly acknowledged ICB Portfolio Contrasts Human Connections Information: complexity “off line” information Buffers: conceptual understanding flexibility Incentives: piecework “real” measures Control: skill levels learning curves Implementing Change: burnout champions Self-Interest Self-Interest Law: People, not organizations are self-optimizing. Implications: “Optimal” strategies may not produce optimal results. Constraints can be good! Relaxing Constraints in Optimization Problem Diversity Individuality Law: People are different. Theory X vs. Theory Y: empowerment officer vs. enlisted mentality Incentive Systems: team-oriented incentives social component of work Toyota Sewn Products System Advocacy Advocacy Law: For any program, there exists a champion who can make it work—at least for a while. Upside of Champions: selling the “vision” motivating the troops Downside of Champions: risk of oversell overreliance can prevent institutionalization of change Burnout Burnout Law: People get burned out. Why? Can you blame them? Planning vs. Motivating Responsibility and Authority Responsibility Law: Responsibility without commensurate authority is demoralizing and counterproductive. Example: Demings Red Bead Experiment Deming’s Red Bead Experiment Human Element Takeaways People act according to self-interest. Individuals are different. Champions can have powerful positive  and negative consequences. People can burn out. There is a difference between planning and motivat