20160307 - Transitioning Manual Operations to Automation
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The document discusses transitioning a manufacturing company called LIPH from manual to automated operations. Three subject matter experts (SMEs) will lead the project. To gain stakeholder buy-in and address resistance to change, the SMEs will use cognitive flexibility theory and design thinking collaboration. This will help develop a clear problem statement and strategic plan. The plan will define the project scope, timeline, and ensure stakeholder alignment around a shared goal of a successful automated solution.
![TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 2
Transitioning Manual Operations to Automation
Moving from a theorized technological proposal to a realized solution requires less skill
with technology and a greater understanding of human factors. Moreover, skilled technology
integrators (i.e., project managers [PMs]) need to be able to translate customer needs and
facilitate interorganizational collaboration, while acting as the interface between
leadership/stakeholders and technologist, within an environment that is not forgiving of
mistakes. That being considered, it is posited that the most effective PMs are those who possess
knowledge of psychological theories (i.e., cognition, collaboration, motivation, and learning),
where an aggregated foundation of theories can be created, which encourages prosocial behavior
among peer collaborators towards a shared common goal of success and professional satisfaction
(Damon, 1984).
Correspondingly, before a PM considers taking the first steps in developing a project's
strategic roadmap/plan, a thorough understanding of organizational structure, stakeholder
motivation, and cultural influences will enable the PM to promote an environment of innovation
that is inspired and sustainable through the duration of the project. Accordingly, Perkins (1986)
proposes that the execution of a successful project cannot be realized without a well-constructed
strategic plan of action that melds the skills and collaborative alliance of individuals with a
company’s project goals. With that said, this paper will construct and examine a hypothetical
company, where various psychological theories will be considered with relationship to a
proposed problem statement, the organizational culture, and stakeholder/customer needs.
Organization, Leadership, and Cultural Environments
This paper examines a purely hypothetical company that is a composite of a number of
manufacturing constructs, folded into an environment that is transitioning from a manual process](https://image.slidesharecdn.com/cbc99910-7499-463e-b4b6-16f4b15d2747-160319053328/85/20160307-Transitioning-Manual-Operations-to-Automation-2-320.jpg)
![TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 4
Additionally, the company purposely migrated from a flat reporting structure (versus
matrix organization) to a transformational style of leadership, which embraces open
communication, encourages mutual trust, and positive/professional behavior through the
conveyance of confidence and a clear corporate vision (Taylor, 2008; Grant, 2012).
Accordingly, LIPH has realized a number of benefits associated with using a transformational
leadership style, such as increased employee retention (27% with 15+ years at LIPH),
collaborative behavior, and an open exchange of ideas (Taylor, 2008). Those positive points
being considered, LIPH has selected three individuals (i.e., subject matter experts [SMEs]) to
lead the company’s transition to automation, where each of the SMEs are experienced in
integrating technology and have a proven record of success at the individual process level.
Project Theory and Strategic Plan Definition
Recognizing that LIPH will dedicate considerable funds and resources in order to achieve
the desired goals of increasing manufacturing quality and yields, decreasing human error, and
validating the new automated manufacturing line within 6 months, the SMEs know that to fail in
their effort is unacceptable. For that reason and before initiating the project kick-off the SMEs
have reexamined LIPH’s organizational structure (to be assured of alignment with project goals)
and surveyed the employees regarding change (i.e., using new technology).
Following examination of the survey results the SMEs have determined that there exists
some resistance to change at the PA level and knowing that the PAs are the end users/customers,
the SMEs will use the cognitive flexibility theory as a principle method for eliminating that
resistance. As proposed by Spiro and Jehng (1990), cognitive flexibility theory combines
methods and tools that enable individuals to recognize the benefits allied with intuitively using
technology, specifically within environments associated with healthcare.](https://image.slidesharecdn.com/cbc99910-7499-463e-b4b6-16f4b15d2747-160319053328/85/20160307-Transitioning-Manual-Operations-to-Automation-4-320.jpg)
20160307 - Transitioning Manual Operations to Automation
- 1. Running head: TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 1 Transitioning Manual Operations to Automation William C. B. Harding Grand Canyon University March 9, 2016
- 2. TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 2 Transitioning Manual Operations to Automation Moving from a theorized technological proposal to a realized solution requires less skill with technology and a greater understanding of human factors. Moreover, skilled technology integrators (i.e., project managers [PMs]) need to be able to translate customer needs and facilitate interorganizational collaboration, while acting as the interface between leadership/stakeholders and technologist, within an environment that is not forgiving of mistakes. That being considered, it is posited that the most effective PMs are those who possess knowledge of psychological theories (i.e., cognition, collaboration, motivation, and learning), where an aggregated foundation of theories can be created, which encourages prosocial behavior among peer collaborators towards a shared common goal of success and professional satisfaction (Damon, 1984). Correspondingly, before a PM considers taking the first steps in developing a project's strategic roadmap/plan, a thorough understanding of organizational structure, stakeholder motivation, and cultural influences will enable the PM to promote an environment of innovation that is inspired and sustainable through the duration of the project. Accordingly, Perkins (1986) proposes that the execution of a successful project cannot be realized without a well-constructed strategic plan of action that melds the skills and collaborative alliance of individuals with a company’s project goals. With that said, this paper will construct and examine a hypothetical company, where various psychological theories will be considered with relationship to a proposed problem statement, the organizational culture, and stakeholder/customer needs. Organization, Leadership, and Cultural Environments This paper examines a purely hypothetical company that is a composite of a number of manufacturing constructs, folded into an environment that is transitioning from a manual process
- 3. TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 3 to an automated solution. The Logistical Interpretive Pseudo Human (LIPH) device manufacturing company, founded in 1992, is a 500 million dollar business made up of 200+ fulltime employees, who manufacture mechanical heart values and deployment systems for patients with valvular cardiac disease. LIPH is the market leader in mechanical heart valves, where the company desires moving into the newly emerging markets of Brazil, Russia, India, and China (BRIC), but realizes that they must transition their class 10,000 manufacturing cleanroom from manual processes to automated solutions in order to remain competitive and grow into those new markets. That said, the first step in fully automating LIPH’s manufacturing environment is to shift their current paper based tracking solution to a computer controlled product tracking system that uses vision sensor decoded symbolic serialized IDs (i.e., 1D and 2D symbology). Located in Minneapolis Minnesota, LIPH is not a typical business of Midwestern Americans, such that the company’s highly educated employee base is a composition of individuals from China, India, USA, Europe, and Africa. Similarly, LIPH’s leadership is a structure of diverse cultural backgrounds, where the CEO is from India (educated in the United States) and all members of Engineering, who have been with the company more than five years, hold a master degree (or greater) in their respective disciplines. The remaining 75% of LIPH’s employee structure is made up of Production Associates (PAs) and Floor Supervisors, who have a minimum of a high school degree, with some PAs possessing undergraduate degrees. Furthermore, all employees are required to have completed training in statistical analysis and have all participated in at least one multi-day Design Thinking (DT) session that has focused on process improvement and collaborative ideation (Lindberg, Noweski, & Meinel, 2010).
- 4. TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 4 Additionally, the company purposely migrated from a flat reporting structure (versus matrix organization) to a transformational style of leadership, which embraces open communication, encourages mutual trust, and positive/professional behavior through the conveyance of confidence and a clear corporate vision (Taylor, 2008; Grant, 2012). Accordingly, LIPH has realized a number of benefits associated with using a transformational leadership style, such as increased employee retention (27% with 15+ years at LIPH), collaborative behavior, and an open exchange of ideas (Taylor, 2008). Those positive points being considered, LIPH has selected three individuals (i.e., subject matter experts [SMEs]) to lead the company’s transition to automation, where each of the SMEs are experienced in integrating technology and have a proven record of success at the individual process level. Project Theory and Strategic Plan Definition Recognizing that LIPH will dedicate considerable funds and resources in order to achieve the desired goals of increasing manufacturing quality and yields, decreasing human error, and validating the new automated manufacturing line within 6 months, the SMEs know that to fail in their effort is unacceptable. For that reason and before initiating the project kick-off the SMEs have reexamined LIPH’s organizational structure (to be assured of alignment with project goals) and surveyed the employees regarding change (i.e., using new technology). Following examination of the survey results the SMEs have determined that there exists some resistance to change at the PA level and knowing that the PAs are the end users/customers, the SMEs will use the cognitive flexibility theory as a principle method for eliminating that resistance. As proposed by Spiro and Jehng (1990), cognitive flexibility theory combines methods and tools that enable individuals to recognize the benefits allied with intuitively using technology, specifically within environments associated with healthcare.
- 5. TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 5 Building off cognitive awareness that change may result in PA discomfort and embracing a transformational style of leadership/learning related to shared goals (Merriam, 2004), the SMEs postponed the official project start, so that they can involve key PAs within a week long Design Thinking (DT) collaborative session, which focuses on the construction of a clear problem statement and the creation of strategic plan of mutual accountability (i.e., between all stakeholders). That being considered, DT is recognized by the SMEs as the best approach for encouraging stakeholder engagement, sharing ideas, openly communicating, and promoting mutual accountability, within a five step process of empathy building (with the customer needs), problem definition, ideation, rapid prototyping, and concept testing (Lindberg, Noweski, & Meinel, 2010; Taylor, 2008). Additionally, the SMEs are will organize the collaborative DT session within a large empty warehouse, where cardboard material has been collected, such that it can be used to construct a mockup of the new automated line. Along with providing numerous other low-tech prototyping materials, the SMEs will encourage the DT participants to construct a simulation that enables the visualization of automated process flow, while identifying any concept flaws. Lastly, the SMEs will use the results of the DT collaboration event, which embraces cognitive flexibility theory, to construct a thorough and mutually agreed upon strategic plan Perkins (1986). The strategic plan will enable all stakeholders to approve a method of execution, where the project timeline, milestones, and deliverables are clearly defined. Specifically, the strategic plan will clarify what is within project scope, requirements, schedule, barriers to success (i.e., risks), testing/validation/deployment steps, and ongoing solution support. Within the strategic plan, the stakeholders will be able to identify those elements that are critical to the project’s success and plan their respective actions such that the project schedule is not affected.
- 6. TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 6 Cognition, Collaboration, and Strategic Alignment Consideration of LIPH’s movement from manual tracking to an automated solution requires the creation of a heterogeneous solution that aggregates cognitive flexibility theory, DT collaboration, and strategic plan development. That said, the positive attributes of using cognitive flexibility theory would be realized through the theory’s ability to align individual stakeholder and organizational goals, expressed during project discovery. Similarly and building on the use of cognitive flexibility theory, the process of using DT collaboration enables stakeholders to negotiated mutual commitments and agreements towards a common goal that embraces creative innovation. Consequently, the use of both cognitive and collaboration methods of individual reflection and stakeholder collaboration establishes the foundation from which a clear and succinct strategic framework is developed. With that in mind, an effective strategic framework, built off applicable psychological theories (i.e., cognition, collaboration), incorporates stakeholder motivation and adult learning methods that recognize organizational requirements and customer needs (Perkins, 1986). Conclusion Proposed within this paper is the creation of heterogeneous solution that aggregates cognitive and collaboration methods for developing a hypothetical company’s (i.e., LIPH) strategic plan, which enables the successful development and deployment of an automated tracking solution within the exemplified mechanical heart valve manufacturing environment. That strategic plan or technology roadmap, as inferred by Phaal, Farrukh, and Probert (2004), will enable a company to intuitively navigate along a defined critical path, through individual and organization roadblocks, towards a successful goal.
- 7. TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 7 All things considered, the development of a project’s strategic framework/plan may seemingly represent the most critical component for creating a successful solution, but without a cognitive focus on stakeholder needs and the use of collaborative tools, the risk of project failure will be increased (i.e., cost overruns, stakeholder disagreements, and goal misalignment). Accordingly, the proposed heterogeneous solution establishes a clear methodology of harmonious collaboration and removes the errors that will be realized when companies are tempted to seek a tactical or immediate solution.
- 8. TRANSITIONING MANUAL OPERATIONS TO AUTOMATION 8 References Damon, W. (1984). Peer education: The untapped potential. Journal of applied developmental psychology, 5(4), 331-343. http://doi.org/10.1016/0193-3973(84)90006-6 Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476. http://dx.doi.org/10.5465/amj.2010.0588 Lindberg, T., Noweski, C., & Meinel, C. (2010). Evolving discourses on design thinking: how design cognition inspires meta-disciplinary creative collaboration. Technoetic Arts, 8(1), 31-37. https://edit801fall10.pbworks.com/f/lindberg,+noweski+and+meinel.pdf Merriam, S. B. (2004). The role of cognitive development in Mezirow’s transformational learning theory. Adult education quarterly, 55(1), 60-68. http://doi.org/10.1177/0741713604268891 Perkins, D. N. (1986). Thinking frames. Educational leadership, 43(8), 4-10. Retrieved from http://www.ascd.com/ASCD/pdf/journals/ed_lead/el_198605_perkins.pdf Phaal, R., Farrukh, C. J., & Probert, D. R. (2004). Technology roadmapping—a planning framework for evolution and revolution. Technological forecasting and social change, 71(1), 5-26. http://doi.org/10.1016/S0040-1625(03)00072-6 Spiro, R. J., & Jehng, J. C. (1990). Cognitive flexibility and hypertext: Theory and technology for the nonlinear and multidimensional traversal of complex subject matter. Cognition, education, and multimedia: Exploring ideas in high technology, 205. Taylor, E. W. (2008). Transformative learning theory. New directions for adult and continuing education, 2008(119), 5-15. http://doi.org/10.1002/ace.301