Manufacturing and Service
Technologies
9832503 林岱暘
指導老師 : 任維廉教授

Service and Manufacturing
Technologies
• Technology refers to the work processes, techniques, machines and actions used to transform input into outputs
• Technology influences organizational structure
• Core technology is the work process that directly relates to the organization’s mission
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Core Transformation Process for a
Manufacturing Company
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Woodward’s Classification Based on
System of Production
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Strategy, Technology, and
Performance
• Successful firms have complementary structures and technologies
• Failing to adopt a new technology or failing to realign strategy can lead to poor performance
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• The shop floor has been revolutionized
• Computer-aided design (CAD)
• Computer-aided manufacturing (CAM)
• Integrated Information Network
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Flexible Manufacturing Technology vs. Traditional Technologies
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Performance and Structural
Implications
• Flexible manufacturing allows diverse products to be made on one assembly line
 Mass customization to meet customer needs
 Efficient machine utilization
 Labor productivity increases
 Scrap rates decrease
 Increased productivity
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Core Organization Service
Technology
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 Production and provision of services
 Intangible output
 Simultaneous production and consumption
 Labor and knowledgeable intensive
 Direct interaction between customer and employee
 Quality is perceived
 Site selection is very important
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Designing the Service Organization
• Service organizations are not necessarily large
• Often small locations, close to customers
• Service organizations require technical core employees – close to customer
• Service customers interact directly with technical employees
• The skills of technical employees need to be high
• Employees need knowledge, awareness and interpersonal skills
• Decision making is often decentralized
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• Every department in an organization has a production process
– Variety: frequency of unexpected and novel events
– Analyzability: ability to apply standard procedures
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Framework for Department
Technologies
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Department Technology to Structural and
Management Characteristics
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Workflow Interdependence Among
Departments
• The extent to which departments depend on each other for resources or materials
• Low interdependence means that departments can do their work independently
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Interdependence and
Management Implications
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Structural Priority and Implications
 Reciprocal interdependence should receive first priority
 Reciprocal activities should be grouped together
 Poor coordination will cause poor performance
 Organizations should be designed to address interdependence
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Coordination for Interdependence
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Impact of Technology on Job Design
Technology impacts:
1) Job Design
2) Organization
 Job Simplification
 Job Enrichment
 Job Rotation
 Job Enlargement
Sociotechnical systems approach recognizes the interaction of technical and human needs
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討論
• 在交互式的相依性或無法產生明確的結果時，是
不是要由某個集權的個體來做決定，但這樣跟交
互式的協調溝通原則是不是又會有衝突 ?
•
• 就算課本上說引進彈性製造系統可以在大批量個
情況下執行客製化，但應該只限於有模組化的產
品吧 ??
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