As a result, the performance of these operations is ultimately dependent on the performance of individual workers. To add value, manufacturing and service operations depend on workers to do the job. His research is part of an industry funded project (4C4More at the Dinalog institute) investigating the decisions, activities and performance of production and distribution planners.Ībstract of 'Incorporating Worker-Specific Factors in Operations Management Models He is currently a Postdoctoral fellow at the Technical University of Eindhoven. In addition, he has three years of industrial experience as a production planner and controller in the steel-works industry. One of his articles has been awarded the TRAIL 2009 Best Practice Paper and 2nd Best Student Paper in Supply Chain Management at POMS 2009. ![]() He has presented in several international conferences, including INFORMS (2008, 2009), POMS (2009), EURO (2009), EUROMA (2008) and has been an invited speaker at the Zaragoza Logistic Center, the Technical University of Eindhoven and at EURANDOM’s Stochastic models for warehousing systems workshop. His research interests include behavioural operations (for both, workers and planners and schedulers), warehousing, vehicle routing of service engineers and supply chain horizontal collaboration. In February of 2007, he started as a PhD candidate at the Department of Management of Technology and Innovation of the Rotterdam School of Management. José Antonio Larco Martinelli (Peru,1979) received his Bachelor in Industrial Engineering from the Universidad Peruana de Ciencias Aplicadas in 2001 and he obtained his Research Master degree in Marketing from ERIM in 2007. His promoters were René de Koster, Professor of Logistics and Operations Management, and Jan Dul, Professor of Technology and Human Factors. José Antonio Larco Martinelli defended his dissertation on November 25, 2010. Hence, operations managers should consider both: how they may affect workers’ efforts and how they can affect their well-being through their decisions. Moreover, workers’ well-being is affected by operational decisions. Larco finds that even in the case of very monotonous work, workers are decision makers, as they decide on the effort. At the same time, workers are part of a firm and as such, should be considered as important stakeholders of a firm. ![]() ![]() The operational performance of a firm is ultimately based on the worker’s performance. In addition, intelligent decisions on the location of products on a warehouse can yield simultaneous benefits in warehouse efficiency and the worker’s well-being. Interestingly, setting challenging production goals induces predictable and steady work speeds, something that monetary incentives do not often accomplish. These are some of the findings in José Antonio Larco Martinelli’s PhD thesis entitled Incorporating worker-specific factors in operations management models. Setting challenging production goals (even without direct rewards), deciding on the location of products on a warehouse, and inserting strategic rests are all simple solutions that give measurable results in terms of performance and the worker’s well-being. Managers may influence the productivity and well-being of their workers with a large array of simple decisions.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |