In order to deal the increased complexity of the operational
opportunity of today, the flat world of competition from around the globe, and the
complexity of the Operational System, the production increase dramatically. Requiring
higher qualified people, or take the approach that we must constantly simplify
the operational experience, so the required skill level does not increase with
the complexity of the Operational Scenarios the system is applied.
The diagram below shows the critical drive to
sustain productivity margins, by increasing the productivity, while flattening
the hourly rate for that productivity. This can only happen through increased effectiveness
of the systems, and use of people, without adding more people, or requiring highly
skilled people.
So many of the programs have this drive to increase automation
of tasks, with some people jumping to the conclusion that means we moving to “lights
out manufacturing” an old concept. That is not the case, we need the human
brain to deal with the exception and edge decisions and actions where the model
has not been created. With agility increasing velocity of products through the
supply chain, while increasing the volume of new product introductions, combined
with the complete value supply chain managed as one, the role of workers is
key.
The table below shows one version of the 6 levels of automation.
The key is as a decision and action become predictable and well known, then it
must be rolled into the system as “knowledge “and “Wisdom”.
The goal is to get to “Manage by Exception” (level 5) vs all
decisions, this is what is done in a aeronautical industry with pilot/ plane control,
and is why it is key to take on principles like “situational awareness” so a worker
is able to see the ever growing scope of responsibility, in an insistent.
Where does you design principles apply in this landscape?
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