Public Administration, Judicial Administration and Management Theory

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Public Administration, Judicial Administration
and Management Theory 

• Selected Issues in Judicial Administration
• GS/Law 6720 3.0
• December 8, 2008

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Presentations

• Carl Baar, Integrated Justice Privatizing the
  Fundamentals, (1999) 42 Canadian Public
  Administration 42-68 David Rudoler
• Michael Jordan, Ontarios Integrated Justice
  Project Profile of a Complex Partnership
  Agreement, (1999) 42 Canadian Public
  Administration 26-41 Alia Ahmed
• Mary Parker Follett, The Process of Control
  (London School of Economics, 1932), later
  published in L. Gulick and L. Urwick, Papers on
  the Science of Administration (1938) Hilary
  Cameron
• James P. Womack, Daniel T. Jones, and Daniel
  Roos, The Machine That Changed the World (New
  York Harper Perennial, 1991), Chap. 1, pp.
  11-15 Judy Verbeeten

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Toyotas Success ? Lean Production

• In 1990 (when book first published), Toyota was ½
  size of GM.
• Now Toyota has surpassed GM as worlds largest
  automaker and is most successful global
  enterprise of past 50 years.
• Toyotas success attributed to its lean
  production system.

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Other Forms of Production Craft Production
Mass Production

• Craft production
• uses highly skilled workers
• needs flexible tools
• makes customized products (low volume)
• Mass production
• uses narrowly skilled professionals to design
  products made by unskilled/semiskilled workers
• needs expensive, single-purpose machines
• makes standardized products (high volume)

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Lean Production

• combines advantages of both
• craft production without the high cost
• mass production without the rigidity

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Lean Production Efficiencies(versus Mass
Production)

• uses less (½) of everything
• human effort
• manufacturing space
• investment in tools
• new product development time
• inventory on site
• results in fewer defects
• produces greater variety of products

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Lean Production Ultimate Objectives(versus Mass
Production)

• goal of mass production ? good enough
• acceptable defects, maximum level of
  inventories
• narrow range of standardized products
• avoid doing better ? would increase costs and
  exceed human capabilities
• goal of lean production ? perfection
• zero defects, zero inventories
• endless product variety
• seek improvement/perfection ? look to decrease
  costs and expand human capabilities

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Work under Lean Production

• key objective of lean production is to push
  responsibility far down the organizational ladder
• responsibility ? freedom to control ones work
• ? anxiety re making
  costly mistakes
• must learn more professional skills and apply
  them creatively in a team setting (not in a rigid
  hierarchy)

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Lean Production

• two organizational features
• transfers maximum number of tasks and
  responsibilities to those workers actually adding
  value to the care on the line
• has system for detecting defects that traces
  every problem to its ultimate cause
• consists of all members within the system sharing
  information and resources in a team-oriented
  multi-functional environment

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Lean Production (contd)

• worker must learn far more professional skills
  and apply these creatively in a team setting
  rather than in a rigid hierarchy
• paradox ? better employee is at teamwork, the
  less he may know about a specific, narrow
  specialty
• employees must be offered continuing variety of
  challenges or else may feel they reached a dead
  end and will hold back their know-how and
  commitment ? negates the main advantage of lean
  production

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Lean Production (contd)

• welds the activities of everyone from top
  management to line workers, to suppliers, into a
  tightly integrated whole that can respond almost
  instantly to marketing demands from customers
• it can double production and quality, while
  keeping costs down

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Contradictory Goals of Lean Production

• please the customers by offering wide variety of
  models while reducing costs
• must make smaller quantities of a product without
  increasing cost
• need relentless dedication on the part of all
  employees to reduce costs
• ? inventory holding costs ?JIT delivery system
• ? retooling time for new model ? start building
  equipment pieces before design of new car
  completed
• 1/3 fewer hours to produce Japanese versus US car

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Shortcomings of Lean Production

• overemphasizes aspects of savings mechanization
  
• neglects categories such as know-how innovation
• brings about short-term improvement in
  efficiency, but not long-term increase in
  productivity

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Lean Production ?Unsuited to Dismantling
Complexity

• if want to reduce complexity of serialized
  production steps through individualized
  manufacture ? must understand more expansive
  processes in their entirety
• in theory ? highly innovative and flexible
  business organization with no hierarchy
  company of the future
• in practice ? weaknesses of lean production
  present

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Lean Production ?Taken to Extreme

• would lead to a lot size of one, returning to the
  craft production system whereby each care was
  made to the buyers specifications

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Lean Production Adoption

• adoption of lean production has spread beyond the
  auto industry
• lean production can be used not only in
  manufacturing, but also in every value-creating
  activity from health care to retail to
  distribution
• . to integrated justice (technological)
  processes?