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problems which have two more reasons behind it. The first one could be the mistakes of
Company
X
Technology
Functionality &
Interfaces
Organisation
Team&Network
People
Humans at
workplaces
4
operators that caused by the design of the lines, difficult manuals and human resource
problems such as fluctuating number of workers, motivation problems, low education level,
less amount of training. The second one is because of the machines that require maintenance,
settings and materials for not just tools but also products.
What we suggested to minimize the faults was firstly minimizing the complexities of the
manuals. Therefore we started by picturing the production lines in three groups and suggested
different solutions. The idea was to get the attention of the workers to the most important
point instead of the whole picture by using different colors and arrows in Photoshop Program.
With these manuals, the general aim was making manuals easier to learn and reducing the
mistakes while increasing the efficiency.
To handle the human based problems, it was also necessary to focus on human-centered
solutions. Since Company X uses a standardized, progressive assembly process to
manufacture goods, to improve the efficiency of its conversion process, it may train its
employees to devise better ways of performing their jobs. Therefore we suggested educating
and giving career opportunities or rewards to the workers such as increasing salaries,
encouraging permanent employment by rehiring of trained workers, moving of workers or
certain productions within or between the plants, evaluating tests for newcomers and dealing
with the fluctuating demand and number of workers by flexible working hours instead of
firing. Interviewing procedures and psychological testing may be used to recruit and select
qualified workers as well.
However, when looking at the company from a broader perspective as given in the scheme
below, we realized that some of the problems with quality and the need for simplified
manuals were because of the repeated mistakes created with the motivation problems.
Furthermore, low education level and low salaries of the employees may be two reasons for
the lack of motivation. Besides, the low education level of the employees were not only
because of the many newcomers but also because of the fluctuating number of workers caused
by the fluctuating demand which is another reason for many newcomers. Therefore, the
amount of training for the workers is frequently not enough and these new manuals are
needed.
5
After summarizing our work in X, I would like to handle the company from the organizational,
technology and people perspective.
Organisation
The organisation structure in Company X is centralized. Top manager has more authority and
responsibility in decision making process. There are problems with the top-down
New Manual?
Repeated Mistakes Difficult to Read Amount of Training
Motivation Problems
Low Salaries
Low Education Level
New Comers
Fluctiating # of Workers
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communication and there exists vertical hierarchy. There are regular meeting between the
teams working together.
It is a necessity of better top-down communication and stimulation, instead of short term
goals and workers and the fear of authority creating a much more effective organization
culture and increasing motivation and communication in Company X is the real necessity
from the organisation side. Creating self-managed work teams of empowered workers and
turning to contingent workers and obtain comfort to the employees may help in the long run
for organisational improvement As an organisational management strategy, management may
also strive to make the decisions such as hiring, promoting and rewarding employees.
FEAR
Problem Level
Good Network Production Island
(Meetings)
Common understanding of increasing the motivation of employees means to pursue
organisational interests, to increase the information flow from the organisation culture and
increase communication. Positive atmosphere for work will create innovation and
improvement that will turn into profit in the long run.
To summarize the organisational part, Company X may choose an organizational structure
and culture to develop coordination abilities that support its management strategy.
7
People
In Company X, people with similar and related roles are grouped into a subunit. In the
Production Island, people possess similar skills and use same kind of knowledge, tools and
techniques to perform their jobs rotate their jobs. However, task division to share
responsibility to produce a particular product is not very high. To manage and improve
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