Many organizations have redesigned or reengineered their business processes into more advanced operations during the past 20 to 30 years. However, for as much improvement as these initiatives create, most business process redesign initiatives stopped short of redesigning the role-level work performed by people.
Standardized task-activity work was sometimes changed to incorporate new material and information flows, yet this was the limit of any design thinking. So while the many people in process roles often gained new information with which to perform, most of their work remained undesigned. Virtually no effort was made to optimize the influence of work system elements on the way people perform the adaptive-response-ability work that creates most of the economic value for companies. As a result,
Times the 10, 100, 1,000, or 10,000 workers in key value-creating roles, the potential of even a 5% or 10% increase in performance can be substantial, while 20% to 30% is more typical. Such value-creating roles include sales representatives, customer service representatives, lean-production workers, professional and technical experts, supervisors, managers, and any other roles that put people in a position to create increased economic value with higher levels of performance.
Please read on for further insight into how DesignedWORK's proprietary methods, or the new humaneering technology (if you want this capability in-house), can create these results for key roles in your operations workforce.
Learn more about people-dependent work, and discover why this special kind of work deserves more of operation management's attention.
Learn how the biopsychosocial dimensions of human nature impact work performance, and discover how your organization can capitalize on this untapped potential.
Learn about humaneering technology, how humaneering complements engineering, and why humaneering is advancing the design and management of work.
Learn how skillfully designed work increases performance potential, and gives managers a new approach for improving work performance and productivity.
Learn about evidence-based work design, and how it improves management decision outcomes and reduces risks.
Learn about how operations managers can manage by design to maximize work performance and reduce waste.