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The 3rd component - Organization Structure for Sustainment

The 3rd component - Organization Structure for Sustainment

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Hierarchy organization structures have been with us since the 1800's. It is clear they maintain command and control from the leadership running these types of organizations. Although because of hanging on to this command and control management style they are also slow. It is time to start changing these structures and this presentation describes an organizational structure type that has proven to work.

Hierarchy organization structures have been with us since the 1800's. It is clear they maintain command and control from the leadership running these types of organizations. Although because of hanging on to this command and control management style they are also slow. It is time to start changing these structures and this presentation describes an organizational structure type that has proven to work.

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The 3rd component - Organization Structure for Sustainment

  1. 1.  Robert Baird President +1 215 353 0696 The 3rd Component Organization Structure for Sustainment 16-Dec-15 www.leanteamsusa.com
  2. 2. 16-Dec-15 www.leanteamsusa.com 2
  3. 3. Hierarchy Organizations • Are they effective enough for todays fast changing markets? • Is it fear that prevents us from going forward? 16-Dec-15 www.leanteamsusa.com 3
  4. 4. Hierarchy organizations started in 1800’s • Even earlier if you consider the management of ancient slaves • Remains pervasive for today’s organizations • Quickly adopted by military as a method to make certain chain of command • Collaboration is difficult and, for the most part, is not promoted or supported 16-Dec-15 4
  5. 5. Hierarchy’s are slower paced • Because of bureaucracy • Because of knowledge hoarding • Because of departmental biases (Silos) • Because of unwarranted authorizations 16-Dec-15 5
  6. 6. Strategy objectives become partisan • Tenuous connections throughout lower levels • Silo Effect (biased) • The effect of message starting from top of organization 16-Dec-15 www.leanteamsusa.com 6
  7. 7. Organization layers prevent message penetration • Message penetration - A key input towards employee engagement • Mostly “noise” by the time it reaches Value Stream Workers • Each layer creates wasted time in starting correct improvement actions 16-Dec-15 www.leanteamsusa.com 7
  8. 8. Great ideas are generated through collaboration • Not through individual ideas • They require a structure conducive to idea germination • Employees are then able to contribute • Hierarchy structures thwart idea germination • Most decisions are made and accepted at the top in Hierarchy organizations 16-Dec-15 8
  9. 9. 16-Dec-15 www.leanteamsusa.com 9
  10. 10. 16-Dec-15 www.leanteamsusa.com 10
  11. 11. Value Stream Flow Structure with less layers • Based on skill and ability (value add) • Designed for speed • Based on empowered teams with the process providing articulation • All functions of the enterprise collaborate and are enabled to • The main connection and motivation is the achievement of the strategy 16-Dec-15 11 Executive Team Process Team 1 Process Team 2 Process Team 3 Local Leadership Team Sales Team Customer
  12. 12. A less layered system • Simple, supported, and improved throughout, connection maintained • Executive team determines business strategy (same as Hierarchy) • Local Leadership is a team of what was Department Managers and the Location Manager • Prototype solutions are developed through collaboration with Self- Directed Teams 16-Dec-15 www.leanteamsusa.com 12
  13. 13. Leadership teams – Support, Teach, and Promote • Visual Management • Gemba walk with purpose and value • Build strategy deployment momentum • We win or lose together 16-Dec-15 13
  14. 14. Self-Directed Process Teams • Defined levels of empowerment • Defined individual career paths through to Leadership Teams • Continuously improves value stream • Responsible for individual development within their teams • Budget responsibilities 16-Dec-15 14
  15. 15. Sales Team • Partnerships • Share customer value and knowledge direct to value streams • Customer involvement within complete product development process • Complaint resolution in collaboration with teams 16-Dec-15 15
  16. 16. 16-Dec-15 16 DIRECT LESS LAYERSHEIARCHY COMPASION SLOW PACE FAST PACE COMMAND COLLABORATION DIS-CONNECT CONNECTED SILO SHARED VISION KNOWLEDGE CACHE KNOWLEDGE SHARE COMPLIANCE AUDACIOUS
  17. 17. Contact Us • Lean Teams USA Lean Consulting • View My Profile on LinkedIn • Lean Teams USA +1 215 353 0696 16-Dec-15 www.leanteamsusa.com 17

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