Implementering og bruk av samarbeidsverkty

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Implementering og bruk av samarbeidsverktøy
Eric Monteiro NTNU og Univ. i Oslo Desember
2002
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Innhold

• Organisatoriske forhold hvor er de?
• Noen begrep og illustrasjoner
• Implementering
• Prototype bruk utstrakt bruk

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AC vs. DC
?
Vekselstrøm billig transport
Likestrøm motor
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AC vs. DC
?
Vekselstrøm billig transport
Likestrøm motor
Do you want those deadly currents in your home?
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Inngravere oppførsel
ltltLegg igjen nøkkelen!gtgt
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Inngravere oppførsel
Legg igjen nøkkelen
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Inngravere oppførsel
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Inngravering

• HVEM inngraverer
• HVA inngraveres (scenario)
• HVORDAN inngraveres den (materialet)
• STYRKEN til inngraveringen virker den?

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Stabilisering
Stor hjul
Young men of nerves
fart
luft
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Stabilisering
Stor hjul
Young men of nerves
fart
luft
Kvinner, Barn, eldre
sikkerhet
fjærer
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Kontekst (I)
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Kontekst (II)
M
Ti
O
To
F
8 - 9
9 - 10
10 - 11
11 - 12
12 - 13
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Fordeler men for hvem??

• Kalendre..
• FORDEL til de som KALLER INN til møter
• MERARBEID til de som BLIR INNKALT

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Individuelt arbeid ?kollektivt arbeid

• Lotus Notes i Alfa Corporation
• erfaringsdeling prosjekt, kunder
• (implisitte?) incentiver

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Eks. Lotus Notes i Statoil (1992- )
20.000
10.000
5.000
1994
1996
1998
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Eks. Lotus Notes i Statoil
20.000
Norne
10.000
ISO 9000
Olje
5.000
1994
1996
1998
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Standardization (I)

• Imposed - emergent ?
• Ex. ISO vs. Internet
• Irreversibility?
• Ex. QWERTY
• Key dilemma

Keep stable
Change
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QWERTY
Q W E R T Y U I O P Å A S D F G H J K L Ø Æ
Z X C V B N M
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? .
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Maritime Classification Company (MCC)

• 300 offices, 100, countries, 5500 employees
• Invested heavily in basic communication
• Surveys - the same service anywhere
• HAVE to standardize but impossible

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The intentions
We wrote special instructions to cover our
quality requirements in relation to the
implementation. It was quite detailed, and we
established a number of best-practices where
we described what we conceived as the best ways
of doing things on a world-wide basis. And then
after having discussed this, we distributed it
with the aim of getting as standardized
solutions as possible also on a very detailed
level. (Manager 6)
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Phases

• Paper forms
• Manualy entered
• Many (70) variants
• Delay in reporting
• THE uniform report
• Never took off
• Too little free-text options
• Hybrid
• Different variants
• spreading

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Variations
You cant just pick out item 2.1 on all vessels
and say OK heres a problem, because the vessels
are so different, systems are differently
constructed, components are different hence I
dont really see the advantages. I was very
surprised when the system the Surveyor Support
System was so focused on checklists.
(Surveyor 3, B)
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Dilemma of quality
Uniformity of output, a major goal of
routinization, seems to be a poor strategy for
maintaining quality control in interactive
service work, since consumers often perceive
rigid uniformity as incompatible with quality
(Leidner, 199330)
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Inscribed use too strictly (I)
In this system, its quite hard because you
cannot just say No. Consider this one
pointing at the screen called Propeller
nozzles and/or tunnels. This vessel does not
have one so Ive selected Not Applicable. But
it could just as well been Not inspected. .
This can be very tricky. Our procedures do not
specify that we have to take the rudder down,
which means that this 02.09 Dismantling of
Rudder is not a requirement. This is only
supposed to be done if I find something that
indicates that I need to. There pointing to the
middle of picture 1 you can write Not
applicable, but then the following items become
irrelevant as you simply cant see the rudder
stocks when the rudder is not dismantled. Here
pointing it makes sense to say Not
inspected. This is also true for 02.11 Rudder
shaft or pintles and bearings and 02.12 Max.
bearing clearances after repair. Since the
rudder is not down, it is impossible to inspect
these things. And Max. bearing clearances
gives absolutely no meaning here these
measures are only relevant when the vessel has
been repaired. And if so, of course I would have
categorized it as Repaired/Rectified.
(Surveyor 3, B)
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Inscribed use too strictly (II)
Im always forced to enter information on the
lowest and most detailed level. This is
extremely time-consuming and the work becomes
very fragmented its chaotic, and I miss
the ability to have a view of the whole while
Im working on a specific detail. In many cases
I realize that Ive to fill in a blank line and
I click back and forth to ensure that the report
gets a proper outline (Surveyor 1, B)
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Inscribed use too strictly (III)
Here I had to create a totally new survey which I
called a Conversion survey its really only
a free-text field shows how this is done
It had some memos attached, which is not needed
anymore because its not a gas tanker, and this
certificate will also be withdrawn points on the
screen. But I have to recreate the memo to
signal the need for the periodical survey
within May 99 (Surveyor 3, B)
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Issues

• Balancing between the need for standardization
  and the need for tailoring the system to suit
  different local work practices
• What are the consequences of focusing too much on
  the extremes ?
• How is the boundary between the global and the
  local drawn ?
• How do we manage the design, implementation and
  use of such large-scale systems?