FREE ESSAY ON BEATING MURPHY'S LAW

BEATING MURPHY'S LAW

This article deals with the topic of how organizations should go about implementing new
technology systems. The article is built around Murphy's Law that, Whatever can go wrong,
will. When organizations implement new system a lot of know problems cannot be avoided
and unforeseen problems arise with even grater frequency. Chew outlines seven points to
help launch a new system with greater success since they are essential for long-term
survival. 
Key Notes:
? It is estimated 50 to 70 percent of US firms experience failure in implementing
advanced manufacturing technology.
? New technologies often cause drops in productivity following introduction of new
equipment that can exceed the price of the technology. This still occurs with incremental
purchases of new inexpensive equipment. 
? Performance tends to drop shortly prior to installation, as firms make ready for new
systems. Performance drops can last over a year after the introduction of new equipment.
? The greatest cost stem from mismatches between the new technology 's capabilities and
needs, and existing process and organization.
? Lack of the different required knowledge about new technologies causes the failures and
problems that arise. Solutions to problems usually lead to additional problems due to a
lack of knowledge.
? Rule #1 is Think of Implementation as R&D. Acquisition should instead be considered an
ongoing process of data gathering and learning that evolves over time. The introduction
of technology should be considered less an investment issue or technical issue and more a
question of research design. Technical and organizational concerns should be addressed.
The user and technology managers should work together in research of new technologies.
? Rule #2 is Ask What made it hard? Not How well did it work? Firms should look to
outside experience to not only help them decide what new technologies to invest in but
also how to avoid the problems that arose from the technology. Inquiry should be an
active even aggressive targeted search for information.
? Rule #3 Learn in Many Ways at Once. Firms can learn through four methods: vicarious,
learning from others experience, simulation, using models and experiments, prototyping,
building and operating on a smaller scale, and on-line, examining the full scale
operation while it is running. The more the learning experience corresponds accurately to
the real situation in the factory the higher its fidelity. Use a mix strategy for
learning. Learn as much as possible with low cost low fidelity methods but know learning
will need to come from all four means. The ideal way uses parallel and simultaneous use
of all methods.
? Rule #4 Simulate and Prototype Everything Effective simulation and prototyping are
critical. A simulation of a new technology is a model of how it works. Individual pieces
of the technology are clear, but their interactions with each other and with the rest of
the firm are not. The simulation then shows the overall effect of the total system.
? Rule #5 Everything includes the Organization Simulating the organizational change that
accompanies the technological innovation can be as simple, and as difficult, as defining
and trying out new relationships. Organizational prototyping, like technical prototyping,
is the execution of a design on a small scale for the express purpose of evaluating that
design from an organizational viewpoint. The best use of prototypes is conducting
experiments with alterative organizational design choices.
? Rule #6 Follow Lewis and Clark Planning should not be a set of checkpoints for
repairing the system. Planning must provide a guiding structure for discovering and
solving problems. It should focus on what to look for.
? Rule #7 Produce Two Outputs: Salable Products and Knowledge The new process produces
not only salable products but also knowledge. Production time, management time, labor and
materials should be budgeted to produce both. On-line learning provides the opportunity
to gain usable knowledge. It requires watching the operation of new technology, noticing
problems, and then developing countermeasures or solutions for them.
? To beat Murphy's Law it is necessary to plan for and manage directed learning.
? Firms need to focus on gaining both the know-how and know-why knowledge when
implementing new technologies. Learning should continue past startup of new
technologies.