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Process management and WORK-FACTOR

PROCESS MANAGEMENT AND WORK-FACTOR

1. Process management: management ‘plain speeking’
We all know the hierarchic organization pyramid with the usual three levels: directors, management and workers. These levels are the result of the further specification of tasks from executing to managerial staff to executing staff.

The managerial process in an organisation also has three levels, but they relate to the nature of the decisions: strategical -, organizational - and operational decisions.

There are processes with heavy strategical decisions, like financing, and processes managed by almost mere operational decisions, like cleaning up. Certain decisions can not be headed under a particular hierarchic level exclusively. Functional and operational relations between people must be derived from the processes and not from hierarchy.

Controlling decisions and improvement decisions relate most of all to the operational field which is the domain of the executing staff. In the process of control and improvement therefore the executing staff should/must be co-managing staff. An organization can adjust to this by:
·  working with self-regulating teams or task groups,
·  put coaching on the first place, and
·  manage in plain speeking terms, meaning as little as qualicackle as can be.

2. Process management and TQM
The heart of quality assurance is process management and the gravity point of it lies with middle management. Within the boundaries of a single process the quality assurance can be narrowed to a “mere” control engineeering problem, whether or not to be solved with SPC. But, a process must be regarded in organizational coherence which exists with other processes. We then talk about ‘TQM’ and quality insurance and control should be regarded as a very complex business economic problem.

Higher management should really understand the coherence between all processes and feel to be supported by models developped in the last years, as f.i. the INK model. With these kind of models they will be able to formulate policy and strategy into high level management terms.

From middle management it will be expected that they will be able to “translate” this strategy to operational departemental plans and operational goals. They should form the bridge between strategy and execution. Important is that strategy and operational plans are translated, without quality loss, into the language of the operational workers: so “plain speeking language”.

The ‘Result oriented Process Model’  is aimed at supporting middle management with this translation.

3. Work Study and Process management
In principle, the ‘Result oriented Process Model’ can be applied to any process. However, the nature of tasks within a process, determines to what extend the process can be standardized, or predictably can run.

From the point of view of an organization the processes can be divided into:

· innovation processes. These processes anticipate on new, ever changing goals. these processes Deze processen
   will elaps less standardized. They must rely on professionalism and projectmanagement. The management of
   innovation processes demands for business economical support.

· steady state processes. These processes are fucusssed on existing targets of the organization. They are based on
   standards and therefoe on practice technology and on operational management. The management van steady state
   processes demands for work study (and quality study) support.

4. Work Study and WORK-FACTOR
Work study is especially aimed at the development and improvement of practice technology and its standardization, for the benefit of operational management. Work study is known for its important tools in the field of Method study and Time study.
Method study can be executed on three levels:

  • process level
  • work station level
  • motion level.

Motion study and motion analysis will be executed on work station level and motion level.  2-hands analysis is an essential tool for this analysis. With this tool the best (or a very good) method of working is achieved, the corresponding time is determined with one of the tools of Time study: a time study system. This is likely to be a WORK-FACTOR system.

Place of WF0202
                                                                            Place of WORK-FACTOR

WORK-FACTOR is a system of motion analysis (method study on motion level), also called a P.E.M.T.S., Predetermined Elemental Motion Time System. WORK-FACTOR offers the opportunity to standardize ‘steady state processes’ qua method and qua time, and in that way to support the operational process management on the ‘E’ (efficiëncy) result of ‘NEAT’.

 

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