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ARTICLE
Introduction
Management is a discipline in which
many service companies have invested
considerable resources. We often meet
middle managers and team leaders
who are well-trained in management
disciplines, including in particular
management of employees: the coach
ing and involving manager/team leader
who focuses on the highest possible
degree of specialist competences and
satisfaction among the employees.
However, from a customer perspective,
it is not unusual to experience long
waiting times, unsolved cases and
coincidental priorities due to the fact
that the individual employee prioritises
his own time and the execution of his
individual tasks.
Demands for increased productivity
and increased customer focus may render it necessary for the manager/team
leader to develop other management
competences. There might be advantages if the repertoire includes more of
the operations management disciplines
where continuous prioritisation of tasks
and the employees time consumption
are given pride of place. As a matter
of fact, both the customers and the
bottom line may benefit from upgraded daily operations management. Our
point of view is that service delivery
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a) Expected intake
of cases
forecasting
Resources
c) Overview
of competences
staffing plan
d) Expected number
of cases processed
planning board
INPUT
OUTPUT
Cases to be
processed
b) Case management
Heijunka
planning shelves
e) Performance
management & con
tinuous improvements
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Quality
Productivity
(costs)
Delivery time
Performance board
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Motivation
Staffing plan
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Planning board
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solving the cases and not for management! One may, therefore, take the
point of view that it is the managers
task to ensure that the employees, in a
focused manner, spend their time and
resources on solving the customers
cases rather than on prioritising
between them.
As an operations manager, much more
than tools is required to make things
work. Time and management competences are crucial both in order to
make the employees committed and
to gain control of the role as an operations manager.
Management time is required
to increase efficiency among the
employees
Being an operations manager typically
requires somewhat more systematism
regarding the managers own workday
than what comes naturally to many
Performance meeting
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2. Establish an overview of your competences and tasks. Which employees are available, and which competences do they possess in relation
to the tasks that the organisation
must daily solve, i.e. in relation to the
services delivered? A matrix of tasks
and employees can be the most
optimal way to create this overview,
in which the individual employee is
classified in relation to the individual
tasks, e.g. on a 4-point scale: 4 is
able to solve the task unassisted,
3 is able to solve the task with
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Contact
For further information please contact
Anders Bogason (abo@implement.dk,
+45 2338 0028)