Value Stream Management


Value Steram Management is a strategic and operational approach to the data capture, analysis, planning and implementation of effective change within the core cross-functional or cross-company processes required to achieve a truly lean enterprise.

 

Value Stream Mapping approach was initially developed with an underlying rationale for the collection and use of the suite of tools as being ‘to help researchers or practitioners to identify waste in individual value streams and, hence, find an appropriate route to (its) removal. The approach requires the researcher to identify the severity of a series of wastes that exist generically within a supply chain and to choose, apply and then analyse the out output from a series of appropriate contingent tools.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Corporate Structure in the Global Economy


Corporate structures will be increasingly expected to deal with tension-producing forces, as well as compressive ones. Among them is the tendency for companies to become increasingly spread thin as they respond to an expanding multitude of masters. And it is likely that both employees and their governments will take their turn demanding greater attention to their particular needs and requirements. On top of these whiplash-inducing pressures will be the ongoing operational tensions arising from the continuing use of speed as a competitive weapon.

 

As if these ongoing pushes and pulls will not be enough of a challenge, most businesses will also face the requirement to be more flexible than ever in deploying and redeploying resources to mact the moving targets provided by customers’ requirements and competitors’ advances. The globalizing marketplace tends to be unforgiving when corporate inertia or bureaucracy limits flexibility. This degree of organizational elasticity—stretching to accommodate special situations, then returning to the original shape to meet regular demands—is already a necessity in many industries. Soon it will be mandatory in most.

 

A measure of plasticity will be needed, as well. The ability to change an organization’s shape, to adapt to new markets or to reconfigure around emerging capabilities, will be another dynamic quality in the repertoire of the new corporation. This attribute—the ability to reorganize completely every several years without succumbing to terminal brittleness—is a rarity in most companies today. But it will be common among those that thrive into this 21st Century.

 

Just as architects have never found a single, always appropriate building block for every structure, organization designers are also unlikely to find one. But the old building blocks of narrowly defined jobs used in tandem with traditional supervision are not working. Perhaps the lead of the architect can be followed, and companies can learn to select organizational building blocks that can be adjusted to cope with the forces they face at a particular time. In keeping with what has worked for the architect, organization planners can:

  • Reinforce jobs to ensure they have the strength to resist the tensions and compressions they must increasingly cope with.
  • Use the organizational equivalent of composites—teams—when job reinforcement alone is insufficient to provide the company with an appropriate degree of flexibility.
  • Make sure that the company’s managers are in load-bearing roles—ones vital to the organization’s structural integrity—and act as drivers of the business’s ongoing adaptability, rather than mere definers of unneeded internal walls.

 Reinforced jobs, composite teams, and load-bearing managers—these may well be the most useful raw materials from which the structure of the corporation is shaped.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Carrying out Change


Solutions to an organization’s problems cannot be found outside the organization. An organization possesses the potential and the capability to solve its own problems. This assumption is also a value, in that it asserts that change is most successful and effective when people in an organization act collectively to generate solutions and implement actions. In other words, solutions that are imposed on an organization from outside have little chance of success. The role of leadership in change is to expose the organization to challenges and problems faced, to mobilize support for change and to create the right conditions for people inside the organization to generate ideas for improvement.

 

Organizational change, in its essence, is about bringing a change in an organization’s routines. The term routine refers to the ways in which people perform their activities in an organization. It includes rules, procedures, policies and conventions. It includes both the formal (written) aspects of an organization’s architecture and its informal (unwritten, tacit) aspects. An organization’s policy for recruiting staff is a routine. Its procedure for evaluating quality is a routine. The way in which employees in an organization actually respond to customer complaints is another routine. For a specific behavior to be an organizational routine, it must be both repetitive and widely shared.

 

The second assumption is based on both empirical and theoretical ideas in organization studies. Activities that are performed to carry out day to day tasks of an organization are also referred to as operational routines. Some organizations also develop special kinds of routines, developed with the explicit objective of modifying existing operational routines in order to enhance the organization’s effectiveness. These are referred to as dynamic capabilities. If an organization already has well-defined dynamic capabilities, there is little need for anyone to manage change. However, the need for change arises because many organizations lack such dynamic capabilities.

 

Organizations can change their routines in three ways: first, they can modify an existing routine. A modified routine is different but not fundamentally different from original routine. Second, they can discard or eliminate an existing routine. Here, the organization stops performing a particular task or activity. Third, they can establish a new routine. This may take the form of introducing a new policy, procedure or task to perform a new set of activities.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

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