學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Work Cells with Staying Power: Lessons for Process-Complete Operations
內容大綱
An operating-level concept known as a process-complete architecture, and commonly called a cell, organizes work based on the start-to-finish processing needs of a family of similar products or services. This outcome-based form of organization contrasts with functional architectures that group similar activities together, but it offers more flexibility than an assembly-line approach. Research and anecdotal reports show strong evidence for the effectiveness of cells in terms of key operating priorities such as quality, cost, delivery speed, and the ability to meet changing customer requirements. Moreover, they are central to most "lean enterprise" efforts and may be applied to service delivery as well as manufacturing. In spite of their many advantages, not all work cells operate effectively over the long run. Many cell failures suffer from the tendency for organizations to drift back to their previous functionally oriented groupings. Identifies the characteristics of cells with staying power--cells that continue to support strategic objectives long after they are first initiated.