Knowledge and service operations are vastly different from production and logistics operations. People are the defining factor in success for knowledge and service operations (e.g., professional firms, sales, and customer service), whereas machines and machine-like work designs predominate in production and logistics operations (e.g., assembly, fabrication, transportation, and delivery).

These types of work aren’t somewhat different; they are dramatically different. For example, variability is the source of value in knowledge and service work, whereas it is the source of waste in production and logistics work. The differences in the design principles of these two kinds of work explain why traditional control-based management methods virtually destroy the profit potential of knowledge and service work. The relevant improvement methodologies are equally different.

Making improvements in operations once called for a straightforward application of engineering-based principles and methods. This is no longer the case, as a greater number of large-scale operations are based on knowledge and service work. The challenge to managers is now much more complex. To maximize improvements, it is necessary to better understand the work being performed and to select the correct principles and methods—engineering or humaneering, or both—for improving the targeted function.

High-Definition Work Design leads to a clear understanding of the aligned application of the right management methods for maximizing value creation. Trying to compete with operations designed with the wrong principles and methods is like driving with the parking brake on.

What would it mean to you if your business could surpass industry benchmarks for operational efficiency? We can make it happen.

Contact pepitoneworldwide today at information@pepitone.com and tell us how we can support your work.

Next