Chapter Seven

1. 0 Chapter Seven Manufacturing and Service Technologies 9832503 林岱暘 指導老師:任維廉教授

2. Service and Manufacturing Technologies 0 • Technology refers to the work processes, techniques, machines and actions used to transform input into outputs • Technology influences organizational structure • Core technology is the work process that directly relates to the organization’s mission 1

3. Core Transformation Process for a Manufacturing Company 0 1

4. Woodward’s Classification Based on System of Production 0 1

5. Strategy, Technology, and Performance 0 Successful firms have complementary structures and technologies Failing to adopt a new technology or failing to realign strategy can lead to poor performance 1

6. Flexible Manufacturing Systems 0 • The shop floor has been revolutionized • Computer-aided design (CAD) • Computer-aided manufacturing (CAM) • Integrated Information Network 1

7. Flexible Manufacturing Technology vs. Traditional Technologies 0 1

8. Performance and Structural Implications 0 • Flexible manufacturing allows diverse products to be made on one assembly line • Mass customization to meet customer needs • Efficient machine utilization • Labor productivity increases • Scrap rates decrease • Increased productivity 1

9. Core Organization Service Technology 0 1

10. Service Firms 0 • Production and provision of services • Intangible output • Simultaneous production and consumption • Labor and knowledgeable intensive • Direct interaction between customer and employee • Quality is perceived • Site selection is very important 1

11. Designing the Service Organization 0 • Service organizations are not necessarily large • Often small locations, close to customers • Service organizations require technical core employees – close to customer • Service customers interact directly with technical employees • The skills of technical employees need to be high • Employees need knowledge, awareness and interpersonal skills • Decision making is often decentralized 1

12. Non-Core Departmental Technology 0 • Every department in an organization has a production process • Variety: frequency of unexpected and novel events • Analyzability: ability to apply standard procedures 1

13. Framework for Department Technologies 0 1

14. Department Technology to Structural and Management Characteristics 0 1

15. Workflow Interdependence Among Departments 0 The extent to which departments depend on each other for resources or materials Low interdependence means that departments can do their work independently 1

16. Interdependence and Management Implications 0 1

17. Structural Priority and Implications 0 • Reciprocal interdependence should receive first priority • Reciprocal activities should be grouped together • Poor coordination will cause poor performance • Organizations should be designed to address interdependence 1

18. Coordination for Interdependence 0 1

19. Technology impacts: Job Design Organization Job Simplification Job Enrichment Job Rotation Job Enlargement Impact of Technology on Job Design 0 Sociotechnical systems approach recognizes the interaction of technical and human needs 1

20. Sociotechnical Systems Model 0 1

21. 討論 0 • 在交互式的相依性或無法產生明確的結果時，是不是要由某個集權的個體來做決定，但這樣跟交互式的協調溝通原則是不是又會有衝突? • 就算課本上說引進彈性製造系統可以在大批量個情況下執行客製化，但應該只限於有模組化的產品吧?? 1