Slides Chapter 3 BMO 2019-2020. ANA slides

Lean manufacturing (LM) applies different tools that help to eliminate waste as well as the operations
that do not add value to the product or processes to increase the value of each performed
activity. Here the main motivation is to study how quantitative modelling approaches can support
LM tools even under system and environment uncertainties. The main contributions of the article
are: (i) providing a systematic literature review of 99 works related to the modelling of uncertainty
in LM environments; (ii) proposing a methodology to classify the reviewed works; (iii) classifying
LM works under uncertainty; and (iv) identify quantitative models and their solution to deal with
uncertainty in LM environments by identifying the main variables involved. Hence this article provides
a conceptual framework for future LM quantitative modelling under uncertainty as a guide for
academics, researchers and industrial practitioners. The main findings identify that LM under uncertainty
has been empirically investigated mainly in the US, India and the UK in the automotive and
aerospace manufacturing sectors using analytical and simulation models to minimise time and cost.
Value stream mapping (VSM) and just in time (JIT) are the most used LM techniques to reduce waste
in a context of system uncertainty.

1. Dirección y Organización de Empresas(DOE)
1
BUSINESS
MANAGEMENT &
ORGANIZATION
PROFESORS:
Lucia-Casademunt Ana M.
Yazdani, Morteza
Del Pino, Ana
EMAIL:
[email protected];
[email protected];
[email protected]

2. Dirección y Organización de Empresas(DOE)
Unit 1. The organization and itspurpose
2
Unit 2. The organizational structure and coordination
Unit 3. Structure design(I): Job position
Unit 4. Structure design(II): Departments
Unit 5. Structure design(III): Formalization
Unit 6. Structure design(IV):Decisions
Unit 7. Informal Dimension and organizationalculture
Unit 8. Organizational configurations

3. Dirección y Organización de Empresas(DOE)
ORGANIZATION
TASK TASK TASK TASK
JOB POSITION
MISION

4. JOB POSITION
•ASETOFTASKS
•ASSIGNEDTOANINDIVIDUAL
•INLINEWITHTHERATIONALEOFORGANIZATIONALEFFICACY,
EFFICIENCYANDCOHERENCE
•WITHDIVISIONOFLABOURANDCOORDINATION.

5. CORRECT DIVISION OF LABOUR-CRITERIA
EFFICACY OR EFFECTIVENESS
EFFICIENCY
Task
Responsabilities

6. HARMONYBETWEEN WORKPLACE –EMPLOYEE REPRESENTS THE
BASIC PILLAR OF ORGANIZATIONAL DESIGN
OBJECTIVE DIMENSION
WHAT SHOULD BE DONE
SUBJECTIVE DIMENSION
WHO WILL CARRY OUT THE JOB

7. ORGANIZATIONAL PRINCIPLES WHICH ARE
TRANSFERRED TO JOB POSITIONS DESIGN
JOB EFFICIENCY JOB EFFICACY
COHERENCE FLEXIBILITY

8. SMALLER
TASK
TASK
SMALLER
TASK
SMALLER
TASK
SMALLER
TASK
SMALLER
TASK
SMALLER
TASK
SMALLER
TASK
SMALLER
TASK
SMALLER
TASK
Specialization

10. AUTHORITY
DECISION-MAKING
PLANNING

11. JOBSIMPLIFICATION:THE
PROCESSOFREDUCING
THETASKSTHATEACH
EMPLOYEEPERFORMS.
JOBENLARGEMENT:INCREASING
THENUMBEROFDIFFERENT
TASKSINAGIVENJOBBY
CHANGINGTHEDIVISIONOF
LABOR

12. REASONSTOSIMPLIFICATION…
•INCREASEPRODUCTIVITYDUETOREPETITION
•GREATERSKILLSOFTHEINDIVIDUAL
•SAVINGTIME(CHANGINGACTIVITY)

13. JOB ENRICHMENT
+ TASK TO A JOB
GREATER INVOLVEMENT AND
INTERACTION WITH THE TASK.
RAISETHELEVELOF
CHALLENGECOMMENSURATE
WITHTHEABILITIESOFAN
EMPLOYEE
IFAJOBISNOT
CHALLENGINGTOTHE
PERSONINTHATPOSITION.

14. +
H
O
R
I
Z
O
N
T
A
L
-
LEVEL OF SPECIALIZATION AND ORGANIZATIONAL AREAS
+
V
E
R
T
I
C
A
L
-
Technostructure
StrategicApex
Ensureexecutingmission
SupportingStaff
MiddleLine
OperationCore
(Complextasks)
OperationCore
(Simple tasks)
HEHS
VE
VS

16. AUTHORITY RELATIONSHIPS

17. HIERARCHICAL AUTHORITY
MANAGEMENT
POSITIONS
MANAGEMENT
POSITIONS
MANAGEMENT
POSITIONS

18. HIERARCHICAL AUTHORITY
THEAMOUNT OFAUTHORITY
INCREASESWITHEACHLEVELHIGHER
APERSONORORGANIZATIONISIN
HIERARCHY.
THEULTIMATEPOWERSREMAINSWITHTHEPERSONOR
ORGANIZATIONATTHEVERYTOPOFTHEHIERARCHY,WITHTHAT
POSITIONHOLDINGTHEAUTHORITYTOMAKEFINALDECISIONS
INALLMATTERS.

19. HIERARCHICAL AUTHORITY
AUTHORITYESTABLISHEDBYTHEFOUNDERORORGANIZATIONALNORMS
ANDEXERTEDBYTHEJOB-POSITION,INDEPENDENTLYOFTHEJOB-
HOLDER.

20. HIERARCHICAL AUTHORITY
PERSONALAUTHORITY:
LEADERSHIPCAPABILITYACQUIRED
BYTHEMANAGERTHROUGHHIS
PREPARATIONANDEXPERIENCE.

21. TEMPORARY AUTHORITY
AUTHORITYTHATEMANATESFROM
CRISISORUNEXPECTEDEVENTS

22. INTENTIONS…
INTENDED AUTHORITY = EFFECTIVE AUTHORITY
HIERARCHICAL AUTHORITY

23. EXTERNALLEGITIMATION(OWNERSHIP)VS
INTERNALLEGITIMATION(ACCEPTANCEOFAUTHORITY)
HIERARCHICAL AUTHORITY

24. LINE RELATIONSHIPS
BOSS
SUBORDINATED
PROPERTY
RIGHTS
PERSONAL
CONTROL
UNIT OF
COMMAND
EVERY PERSON
PERFORMANCE
RESOURCES
STRATEGIC
APEX AND
MIDDLE LINE
HIERARCHICAL AUTHORITY

25. FUNCTIONAL RELATIONS
FUNCTIONAL
AUTHORITY
FUNCTIONAL
AUTHORITY

26. FUNCTIONALAUTHORITY:
ESTABLISHESA CONNECTION
BETWEENTHEPOSITIONSOR
ORGANIZATIONAL UNITS AT
DIFFERENTMANAGEMENTLEVELS
ONTHEBASISOFTHESPECIALIZED
NATUREOFTHEFUNCTIONFOR
WHICHAMUTUALRESPONSIBILITYIS
SHARED.

27. FUNCIONAL RELATIONSHIPS
EXPERTISE
INTEGRATION OF
COMPLEX AND
SPECIALIZED ISSUES
PROFESSIONAL
SKILLS
TO ESTABLISH
PROCEDURES
TECHNOESTRUCTURE