On complexity, process ownership and organisational learning in manufacturing organisations, from an ergonomics perspective.
The paper discusses some characteristics and implications of the complexity approach as applied to manufacturing organisations and their supply chains. It then discusses the acquisition of process capability within organisations, one of the essential processes for maintaining the organisation's ability to compete in a complex environment. The paper then discusses the concept of the Process Owner, as a means of preserving and evolving the organisation's knowledge under such circumstances, and discusses the consequences of this role. Finally, the knowledge lifecycle management implications are discussed, since these are among the resources that a Process Owner will require to maintain the effectiveness of the role. Throughout the paper the point is made that complexity demands more of an organisation than technical excellence; technology alone will not overcome the effects of complexity and the organisation's people must be included in the response to its challenges.
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Research School in Ergonomics and Human Factors, Loughborough University, UK. m.a.sinclair@lboro.ac.uk
Sinclair
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D006804:Ergonomics; D006801:Humans; D007221:Industry / Q000458:organization & administration*; D007256:Information Systems; D007858:Learning; D015279:Organizational Culture; D010067:Ownership; D010559:Personnel Management; D013647:Task Performance and Analysis; D006113:United Kingdom