Throughput gap, which is defined as the difference between desired net throughput and net process
throughput.
Large gaps indicate a strong need for corrective action to align the actual production with the
desired rate.
Managers and workers have options to regulate production through first- and second-order
improvements, aiming to close the throughput gap and enhance overall process efficiency.
The Capability Trap:
The capability trap is a situation where judgmental biases interact with the physical structure of
work processes. For instance, when facing a shortfall, machine operators or design engineers may
initially opt to work harder, do more rework, or focus on throughput. These actions may seem
beneficial in the short term but lead to a decline in process capability over time. This decline results
in workers falling short of their targets, pushing them further away from improvement activities.
Impact on Manufacturing:
In manufacturing, the capability trap has been detrimental to improvement efforts. Line supervisors,
for example, found themselves constantly trying to keep the production line running, leading to a
cycle of minimal capability and the inability to engage in improvement tasks. This situation often
resulted in the accumulation of protective inventory due to the unpredictable nature of operations,
creating a snowball effect of worsening conditions.
Effect on Product Development:
Similarly, in product development, the capability trap hindered organizations from reaping the
benefits of initiatives like Product Development Process (PDP). Engineers faced challenges in
implementing reusable designs due to the trade-off between completing tasks efficiently and
documenting for future projects. The self-reinforcing reinvestment loops in product development
mirrored those in manufacturing, preventing the realization of potential productivity gains.
(2002) Akkermans & van Helden – CSFs for
ERP
Introduction
ERP systems are considered a significant advancement in corporate IT during the 1990s, involving
complex projects with large groups and resources. Despite their importance, many ERP
implementations end up being less successful than initially planned due to various challenges and
unforeseen developments. Research has been conducted on critical success factors (CSFs) for ERP
implementations, including top management support, sound planning, end user training, and
interdepartmental collaboration.
Critical success factors for ERP implementations
Top management support is crucial for the success of ERP implementations, especially in the
initial stages of the project.
Project team competence plays a significant role in ensuring the smooth execution of ERP
projects.
Interdepartmental cooperation and communication are essential for integrating different
business functions effectively.
Clear goals and objectives help in providing a direction for the ERP implementation project.
Strong project management is necessary to oversee and coordinate the various aspects of
the ERP implementation.
throughput.
Large gaps indicate a strong need for corrective action to align the actual production with the
desired rate.
Managers and workers have options to regulate production through first- and second-order
improvements, aiming to close the throughput gap and enhance overall process efficiency.
The Capability Trap:
The capability trap is a situation where judgmental biases interact with the physical structure of
work processes. For instance, when facing a shortfall, machine operators or design engineers may
initially opt to work harder, do more rework, or focus on throughput. These actions may seem
beneficial in the short term but lead to a decline in process capability over time. This decline results
in workers falling short of their targets, pushing them further away from improvement activities.
Impact on Manufacturing:
In manufacturing, the capability trap has been detrimental to improvement efforts. Line supervisors,
for example, found themselves constantly trying to keep the production line running, leading to a
cycle of minimal capability and the inability to engage in improvement tasks. This situation often
resulted in the accumulation of protective inventory due to the unpredictable nature of operations,
creating a snowball effect of worsening conditions.
Effect on Product Development:
Similarly, in product development, the capability trap hindered organizations from reaping the
benefits of initiatives like Product Development Process (PDP). Engineers faced challenges in
implementing reusable designs due to the trade-off between completing tasks efficiently and
documenting for future projects. The self-reinforcing reinvestment loops in product development
mirrored those in manufacturing, preventing the realization of potential productivity gains.
(2002) Akkermans & van Helden – CSFs for
ERP
Introduction
ERP systems are considered a significant advancement in corporate IT during the 1990s, involving
complex projects with large groups and resources. Despite their importance, many ERP
implementations end up being less successful than initially planned due to various challenges and
unforeseen developments. Research has been conducted on critical success factors (CSFs) for ERP
implementations, including top management support, sound planning, end user training, and
interdepartmental collaboration.
Critical success factors for ERP implementations
Top management support is crucial for the success of ERP implementations, especially in the
initial stages of the project.
Project team competence plays a significant role in ensuring the smooth execution of ERP
projects.
Interdepartmental cooperation and communication are essential for integrating different
business functions effectively.
Clear goals and objectives help in providing a direction for the ERP implementation project.
Strong project management is necessary to oversee and coordinate the various aspects of
the ERP implementation.
