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Management for
Production
A Summary Architecture
MANAGEMENT
FOR PRODUCTION
VALUE
TIME
REQUIREMENTS
DECISIONSPROCESS
IMPACT
WHEN WHAT
WHY
PRIORITIES
HOW WHO
WHICH
In the pe...
Production requires design
A critical observation here is that the range of choices that exist in the
variables of product...
Components
of Alignment
EXECUTIVE
AUTHORITY
ORGANIZATIONAL
OBJECTIVES
PROCEDURAL
COMPETENCIES
VALUE Investment levels Effe...
Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings.
All presented findings ar...
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Management for Production

As opposed to execution, delivery, and other common terms of progression, "production" is a perspective that directly relies on designing continuous value-driven activity, not on achieving a single prescribed outcome. Enabling active capability is the management concern, and value creation is the experience.

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Management for Production

  1. 1. Management for Production A Summary Architecture
  2. 2. MANAGEMENT FOR PRODUCTION VALUE TIME REQUIREMENTS DECISIONSPROCESS IMPACT WHEN WHAT WHY PRIORITIES HOW WHO WHICH In the perspective view of how production works, business value, business decisions and business process are interlinked under managerial control through its authority to prioritize. A variety of methods are found being used to define those elements within the boundary of overall operations. The methods include – either implicitly or explicitly – executive authority, organizational objectives, and procedural competencies. © 2018 malcolm ryder / archestra research
  3. 3. Production requires design A critical observation here is that the range of choices that exist in the variables of production requires design to establish their alignment. Designing the alignment includes identifying optimal scenarios but also the viability of arrangements that will work within known tolerances of variation. Alignment comes from the collection of influences that choices have on each other; accepted influences are recognized for their ability to support the connection of processes to decisions that generate value. Irrelevant influences are typically excluded by design through prioritization or even proactive defense. The resulting activity is systemically creative of needed effects.
  4. 4. Components of Alignment EXECUTIVE AUTHORITY ORGANIZATIONAL OBJECTIVES PROCEDURAL COMPETENCIES VALUE Investment levels Effects Quality levels DECISIONS Evaluation criteria Work distribution Capabilities PROCESSES Standards and Policies Complexity Sustainability INFLUENCE RELEVANCE MANAGERIAL ALIGNMENT OF PRODUCTION ©2018malcolmryder/archestraresearch
  5. 5. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings. All presented findings are derived exclusively from original research. Archestra notebooks carry no prescriptive warranty. As ongoing research, all notebooks are subject to change at any time. ©2020 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com Archestra research is done from the perspective of strategy and architecture. With all subject matter and topics, the purpose of the notes is analytic, primarily to: * explore, expose and model why things are included, excluded, or can happen in given ways and/or to certain effects. * comment on, and navigate between, motives and potentials that predetermine decisions about, and shapings of, the observed activity.

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