Structures of production
Structures
A structure can be tangible or non-tangible and both must involve lean thinking as far as possible.
The 5 most important structures in the production environment are:
1. System Structures:
This is a system that is created to help maintain order and enforces planning, which is shaping the future to obtain a better result.
Examples: Quality system (ISO 9001, 14001 and 18001).
2. Physical structures:
This is the actual objects/items/things in production that we can see and touch.
Examples: The entire company premises.
This is all the procedures (rules and regulations) that are required to establish a professional and disciplined production environment.
Examples: The working hours of the company.
4. Organizational Structures:
This is the subdividing of work, and can be described as the way that the roles and responsibilities are allocated to each person in the company. This involves the Managing Director at the top, right down to the cleaner.
A flat structure will have one manager, and many subordinates.
A tall structure will have one manager, some supervisors and some workers under each supervisor.
5. Interactive structures:
Every company has various functions and departments, and each of these is essential to the success of the company.
Production is dependent on interaction (cooperation) with many other role players, in order to be successful. It has been proven that at least 70% of all the staff in a production company work in production. This automatically means that 70% of the machines are in production.
Obviously 70% of the physical work in the organisation is also done within the production department. This is why they need the support of all other departments.
Examples:
6. Lean structures:
A lean organizational structure helps promote lean objectives such as minimizing waste through continuous improvement. This sort of structure reduces the need for nonessential functions and enhances efficiency and flexibility.
In a lean organizational structure, the organizational arrangement should flow along product and process lines rather than on functional areas.
For example, some lean companies set up integrated product and process teams as self-organized work teams. A dedicated team for each product family could include expertise from different functional areas such as marketing, purchasing, manufacturing, quality assurance and customer
A structure can be tangible or non-tangible and both must involve lean thinking as far as possible.
The 5 most important structures in the production environment are:
1. System Structures:
This is a system that is created to help maintain order and enforces planning, which is shaping the future to obtain a better result.
Examples: Quality system (ISO 9001, 14001 and 18001).
- The computer network in the company. Can also be connected to expensive machines in production, referred to as Programmable Logic Controllers (PLC) and high speed robots (paint bumpers at Venture).
- The Production system (Just In Time, Level Production).
- The Logistics system (MRP, Kanban).
- The Human Resources system (Payroll, VIP).
2. Physical structures:
This is the actual objects/items/things in production that we can see and touch.
Examples: The entire company premises.
- The production area (shop floor).
- The warehouse with all its racks and shelves.
- The offices, toilets, change rooms and canteen area.
This is all the procedures (rules and regulations) that are required to establish a professional and disciplined production environment.
Examples: The working hours of the company.
- The tea and lunch breaks.
- Number of shifts and overtime policy.
- Start up, and shut down time allocated.
- Compensating Resting Allowances (CRA) during time studies.
- Each employee’s job description.
- The Works Instructions at every production station.
- Policy regarding smoking and smoke breaks (wastes production time).
4. Organizational Structures:
This is the subdividing of work, and can be described as the way that the roles and responsibilities are allocated to each person in the company. This involves the Managing Director at the top, right down to the cleaner.
A flat structure will have one manager, and many subordinates.
A tall structure will have one manager, some supervisors and some workers under each supervisor.
- The different departments in the organisation.
- The various departmental managers, each with their own responsibilities
5. Interactive structures:
Every company has various functions and departments, and each of these is essential to the success of the company.
Production is dependent on interaction (cooperation) with many other role players, in order to be successful. It has been proven that at least 70% of all the staff in a production company work in production. This automatically means that 70% of the machines are in production.
Obviously 70% of the physical work in the organisation is also done within the production department. This is why they need the support of all other departments.
Examples:
- The Logistics department supplies the required materials to the line on time.
- HR hires, trains and develops qualified workers that perform in a team.
- The Finance department provides a budget to production for better tools, improved machines.
- The Maintenance department makes better tools, jigs and bins for production and service machines after hours.
- The Engineering department design better products and processes.
6. Lean structures:
A lean organizational structure helps promote lean objectives such as minimizing waste through continuous improvement. This sort of structure reduces the need for nonessential functions and enhances efficiency and flexibility.
In a lean organizational structure, the organizational arrangement should flow along product and process lines rather than on functional areas.
For example, some lean companies set up integrated product and process teams as self-organized work teams. A dedicated team for each product family could include expertise from different functional areas such as marketing, purchasing, manufacturing, quality assurance and customer