Movement analysis


The study of schedule of a technological operation reveals the schedule that allows a shorter path of movement and optimal sequence of grips and movements in the operation. Better schedule and sequence lead to the increasing of labour productivity and better humanization in work, as well as better utilization of existing resources, shortening the total length of moving the objects of work, reducing the number of grips, shortening the duration of the operation.

Organizational model is different from the production technology and it can be made in a written form or acquired during a long series of repetitions, and it is caused by:

  • schedule in the workplace,
  • sequence of performing the task and
  • interdependence of performing the grips.

 The following rules are particularly important:

• workplace must have the optimal size,

• working conditions should correspond to standards,

• equipment should enable work in a standing or sitting position (employee elects)

• equipment should be located in the optimal zone is selected according to the frequency of handling,

• arrange the equipment to provide the optimal sequence of movements in the operation and

• arrange the equipment for supplying the workplace so that it should be optimal in relation to employees and inter phase transport.


Knowledge Management

Knowledge Management has a role to ensure that people have the knowledge they need where they need and when they need, i.e. the real knowledge in the right place and at the right time. There are many definitions of knowledge management, such as:
• Knowledge management is to discover, develop, utilize, deliver, and absorb knowledge inside and outside the organization through an appropriate management process to meet current and future needs. (Ouintas, Lefrere and Jones, 1997).
• Knowledge management is a process that helps organizations find, select, organize, disseminate, and transfer important information and expertise necessary for activities. (Gupta, Iyer and Aronson, 2000).
• Knowledge management is getting the right information to the right people at the right time, helping people create knowledge and sharing and acting on information. (Holm, 2001).

Strategic view on knowledge management considers the union between technology and human factors as a basis for market survival. Some authors even differ the very nature of the concept of knowledge management from other strategic concepts just according to passion, courage and confidence of a knowledge leader.

Knowledge management requires turning personal knowledge into corporate knowledge which can be shared and appropriately applied in the organization. It is most commonly defined as the collective knowledge, including experience, skills, information and data of an organization. Three key factors of knowledge management are people, technology and organizational processes. This concept of management is a key activity in organizations because knowledge is considered to be the most important resource that provides competitive advantages and competitive markets.

Knowledge management aims to increase the efficiency and effectiveness of an organization, allowing employees at all levels to use their knowledge, experience and skills in order to get the right information that will enable the achievement of an organization's goals. That is, actually, the most effective usage of intellectual capital of a business

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Organization analysis

The starting point for an organization review is an analysis of the existing circumstances, structure and processes of the organization and an assessment of the strategic issues that might affect it in the future.  

The external environment
The economic, market, competitive, social and legal matters that may affect the organization. Plans for product-market development will be significant.

The internal environment
The mission, values, organization climate, management style, technology and processes of the organization as they affect the way it functions and should be structured to carry out its function. Technological developments may be particularly important, as well as the introduction of new processes such as just-in-time or the development of an entirely new computer system.

Strategic issues and objectives
As a background to the study it is necessary to identify the strategic issues facing the organization and its objectives. These may be considered under such headings as growth, competition and market position and standing. Issues concerning the availability of the required human, financial and physical resources would also have to be considered.

Activity analysis establishes what work is done and what needs to be done in the organization to achieve its objectives within its environment. The analysis should cover what is and is not being done, who is doing it and where, and how much is being done. An answer is necessary to the key questions: are all the activities required properly catered for? Are there any unnecessary activities being carried out, i.e. those that do not need to be done at all or those that could be conducted more economically and efficiently  by external contractors or providers?

The analysis of structure covers how activities are grouped together, the number of levels in the hierarchy, the extent to which authority is decentralized to divisions and strategic business units, where functions such as finance, HR and research and development are placed in the structure and the relationships that exist between different units and functions (with particular attention being given to the way in which they communicate and cooperate with one another). Attention would be paid to such issues as the logic of the way in which activities are grouped and decentralized, the span of control of managers, any overlap between functions or gaps leading to the neglect of certain activities, and the existence of unnecessary departments, units, functions or layers of management.