External influences on organisational performance参考.ppt

Part B External influences on organisational performance Ho Xin Chapter 4 Changing business environment and external factors 1. The changing business environment Changes over the past 30 years The competitive environment Customer demands Manufacturing 1.1 Changing competitive environment For manufacturing organisations Before the 1970s During the 1970s, global network For service organisations Prior to the 1980s In the 1980s, privatisation and deregulation in UK 1.1.3 Changing product life cycles 1.2 Changing customer requirements Key success factors: Cost efficiency Quality Time Innovation Board new management approaches: Continuous improvement Employee empowerment Total value-chain analysis 1.3 Changing approaches to manufacturing Group technology (or repetitive manufacturing, cellular manufacturing) A flexible or cellular management of machines manufacture groups of products having similar manufacturing requirements. Some of the benefits (lower throughput times, easier scheduling, reduced set-up times and reduced work in progress) are possible to achieve. The increase in customer demand for product diversity can be satisfied by such a manufacturing system. The aim is to facilitate JIT production and obtain the associated improvements in quality and reductions in costs. cellular manufacturing Cellular Manufacturing is based upon the principals of Group Technology, which seeks to take full advantage of the similarity between parts, through standardisation and common processing. The goal of cellular manufacturing is having the flexibility to produce a high variety of low demand products, while maintaining the high productivity of large scale production. Cell designers achieve this through modularity in both process design and product design. The major advantage is that material flow is significantly improved, which reduces the distance travelled by materials, inventory and cumulative lead times. cellular manufacturing To merge the flexibility of the functional la