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Public Administration, Judicial Administration and Management Theory

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Mary Parker Follett, 'The Process of Control' (London School of Economics, 1932) ... The Machine That Changed the World (New York: Harper Perennial, 1991), Chap. ... – PowerPoint PPT presentation

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Title: Public Administration, Judicial Administration and Management Theory


1
Public Administration, Judicial Administration
and Management Theory  
  • Selected Issues in Judicial Administration
  • GS/Law 6720 3.0
  • December 8, 2008

2
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

3
(No Transcript)
4
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.

5
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)

6
Lean Production
  • combines advantages of both
  • craft production without the high cost
  • mass production without the rigidity

7
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

8
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

9
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)

10
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

11
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

12
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

13
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

14
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

15
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

16
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

17
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?
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