This chapter’s objectives are to: Explain how managers connect facilities, processes, and people to control performance; describe the context and standards through which managers control facilities; illustrate how managers use processes to design, develop, and deliver quality products and services;. | Chapter 17 Performance Development Explain how managers connect facilities, processes, and people to control performance Describe the context and standards through which managers control facilities Illustrate how managers use processes to design, develop, and deliver quality products and services Describe how managers work with team members to improve and adapt facilities and processes continuously Show how managers connect facilities, processes, and people to achieve superior performance results Learning Objectives Performance development spans a whole range of business activities Managers examine the interconnected parts of the organization to understand the importance of each and the contribution it makes How Performance Development Makes a Difference (p. 418) Connecting space, processes, and people (p. 418) Facility - building designed and built to support a particular service or function (p. 419) How Performance Development Makes a Difference (cont.) Figure Layout Design of | Chapter 17 Performance Development Explain how managers connect facilities, processes, and people to control performance Describe the context and standards through which managers control facilities Illustrate how managers use processes to design, develop, and deliver quality products and services Describe how managers work with team members to improve and adapt facilities and processes continuously Show how managers connect facilities, processes, and people to achieve superior performance results Learning Objectives Performance development spans a whole range of business activities Managers examine the interconnected parts of the organization to understand the importance of each and the contribution it makes How Performance Development Makes a Difference (p. 418) Connecting space, processes, and people (p. 418) Facility - building designed and built to support a particular service or function (p. 419) How Performance Development Makes a Difference (cont.) Figure Layout Design of space in an organization that specifies the workflow Facilities layout Location – characteristic of an organization that provides strategic access to all segments, vendors, and vitality Operational capacity – ability of an operation to work at its maximum of potential and successful execution Physical Space and Facilities Management (p. 421) Facilities layout (cont.) Fixed-position layout – one of the three basic options for laying out a facility to produce goods, deliver services, all within a fixed position (p. 422) Cellular layout – combination of fixed position and service elements Desks and machines are grouped together in ‘cells’ where employees carrying out similar roles would all be together and be cross-trained to run every machine there Physical Space and Facilities Management (cont.) Technologies and automation (p. 423) Operations management – processes and systems built to assist in the daily activities of production Automation – implementation of manufacturing through an .
