As a result of the conclusions based on the results of the research and data collected, several recommendations for organizational improvement should be diligently considered. Operational excellence is the philosophy of continuous improvement in an organization which endeavors to optimize operational activities (Novićević, 2014). Electrolux Home Products quest for operation excellence must include addressing the excess material created daily in order to improve operating efficiency and eliminate unnecessary waste and cost. As the data and analysis has concluded, the Memphis, Tennessee factory is falling short in this area, therefore a change in behavior is required.
Incorporating standardized processes into operational excellence serves
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The 5S principles are a tool to create a change in employees’ attitudes and engage improvement throughout the workplace. The methodology of 5S focuses on changing employees’ habits within the entire organization to achieve improvements that lead to waste elimination. Training is one method of engaging employees in the process, encouraging participation and understanding of the value, and holding employees accountable for the fulfillment and accomplishment of the process. Because of turnover and multiple employees having this position, it is also recommended that the job detail sheets be posted in visual areas so employees have a clear visual as well as the written procedure to follow. 5S is a strategy for organizational development to improve efficiency, working conditions, and increase learning and changes for the advancement of the organization (Jaca, Viles, Paipa-Galeano, Santos & Mateo, 2014). Implementation of the 5S principles promotes cooperation throughout the organization, encourages employee autonomy at all levels, and empowers employees, leading to increased trust and company …show more content…
There are several characteristics of kaizen, beginning with the understanding that continuous improvement is a constant cycle and not a one-time event. A second characteristic is that all people from the organization should participate, from employees working on the assembly line to senior management. From the data, it can be concluded that when management is involved and enforcing the procedures, positive results are evident. Hence, a greater focus from management is necessary. Simply, it is not enough for employees to be trained in the procedures without the reinforcement and persistent support of leadership. A renewed focus by management must be implemented daily until it becomes a part of the
There is a lot of literature on the concept of continuous improvement (CI). Studies show that CI is very important to creating competitive advantages in highly competitive industries such as the automobile industry (Bhuiyan & Baghel 2005; Li et al. 2009; Schaeffer, Cadavid, & Backström 2010). These studies suggest that manufacturing firms use CI to eliminate waste in all organisational systems and processes (Bhuiyan & Baghel 2005; Li et al. 2009). Currently, manufacturing firms use lean manufacturing, six sigma, lean six sigma, and the Kaizen methods of CI methodologies to reduce wastages, simplify the production line, and improve quality (Swink & Jacobs 2012).
Opening its doors for the first time in 1946, Lowe’s is now the second largest home improvement chain in the world, operating over 1,800 stores in the United States, generating $56.2 billion in sales and $2.6 billion in net income for 2014 (Lowes Newsroom, 2015). Employing around 265,000 personal making them one of the top employers in the nation, there is no question that Lowe’s must be doing something right. According to Lowes Newsroom, “Lowe’s professional customers represent approximately 30 percent of total sales, approximately 16 million retail and professional customers are served each week. (2015, para 3) “Never Stop Improving”, is Lowe’s slogan; encouraging employees and customers to work together to maximize their in store
Carpenter, M., Bauer, T., Erodogan, B., & Short, J. (2013). Principles of management. (2nd ed.).
“Quality of lean systems is based on kaizen, the Japanese term for “change for the good of all” or continuous improvement” (Russell & Taylor, 2013, pg. 737). Continuous improvement involves “every employee at every level” (Russell & Taylor, 2013, pg. 737). It is the process of employees identify “quality problems, halt operations when necessary, generate ideas form improvement, analyze processes, perform different functions, and adjust their working routines” (Russell & Taylor, 2013, pg. 737). “The idea focuses on improving processes and products while using employee creativity to help define the way procedures and systems can be improved” (Wagner, N., 2015). The kaizen approach encourages an organization to achieve better operational excellence and improve their productivity. The key component to achieve a successful kaizen “is finding the root cause of a problem and eliminating it so the problem does not reoccur” (Russell & Taylor, 2013, pg. 738). One of the techniques for achieving the root cause of a problem is asking the “5 Why’s”: “repeatedly asking “why?” until a root cause is identified” (Russell & Taylor, 2013, pg. 738). Kaizen is that big results from many small changes accumulated over time. This does not mean that kaizen means small changes. What is does mean, is that everyone involved is making improvement for a more streamline process. Kaizen is part of the quality of source that involve; visual control,
The premise of the methodology includes the removal of waste; waste is a non-value activity in which the patient will not want to pay for that particular activity (Anderson-Dean, 2012). Eight types of waste found in most organizations include defects, overproduction, transportation, waiting, inventory, motion, over-processing, and human potential (Kimsey, 2010) (see Appendix B for waste examples in healthcare). In order for change to occur, healthcare staff must be trained in addressing and recognizing each of the mentioned wastes (Kimsey,
Overall, this six-step process allows obtaining renewal without imposing it. When the employees see that the new approach is more effective, they don’t oppose resistance to the ongoing changes. A virtuous circle effect also happens, since those problems solved by the improved coordination help to reinforce team behavior and produce a desire to learn new skills.
Each organization has a process unique to their work environment. Organizations try different strategies or systems to teach employees or acquire knowledge from them in order to promote continous improvement through changes and re-learning. Although, typically there are few key elements that are common between organizations, known as the 5 learning areas.
Moreover, the company has placed great significance on open and honest communications with the employees on many levels. Even more, leadership expected a plan that would utilize all human assets in a way that would support the organization’s attitude in servicing customers and employees. As such, they found it important to centralize the staffing initiative in order to maintain the unique corporate culture created in the beginning. Every one of these strategies would be focused on centralizing staffing, brining in the best possible employees, and retaining each on a high
Staff behaviors control the performance and capabilities of an organization. Most workers display productive or counterproductive productive behaviors that have effect on workers, clients, and programs. The ability to control these behaviors is a necessary part of delivering exceptional services. Many workers automatically adopt behaviors that fit in with the best interest of the organization. Although these behaviors are common, some employees fail to follow order and create havoc for others around them. Productive behavior allows workers to perform daily functions whereas counterproductive behaviors develop issues that are costly. Good behavior contributes to goals and objectives set by the organization (Britt & Jex, 2008).
The ten concepts are taken from Module 1- Personality development and Team spirit , Module 3-Good human relation and Attitude, Module 5-Scientific training and Division of work, Module 6- Motivating employee , Module 7-Team work and Module 8- Health Protection and Life style.
...ions, consensus management and seniority-based reward systems all suitably adapted to the local context, of course, this would force the adoption of Japanese practices such as Kanban(JIT) and Kaizen (continuous improvement), that call for flexible utilization of resourceful humans.
This topic depicts the commitment and energy levels that employees implement on their work environment by following the good management concepts (Raymond A.Noe 2010).
Businesses in the US, just as Toyota Company has done for decades, utilizes Lean management to reduce costs, reduce lead times, increase market shares, develop new products, improve quality of existing products and human resources (Emiliana, 2006). Importantly, Toyota has brought with the publication of their internal document in 2001, awareness to the “respect for people” principle, which has long been an unrecognized and misunderstood aspect of the Toyota Productions system or Lean management as practiced outside of Toyota Company (Emiliana, 2006). In order to precisely follow the Lean management objectives, a company must acknowledge and practice both principles, rather than just the first principle, “continuous improvement,” as it is the second principle that can limit the amount of improvement that can be achieved (Emiliana, 2006). Also worth noting, is that, although top executives today see the adoption of Lean management as critical, this topic is seldom seen in undergraduate and graduate business degree programs (Emiliana, 2006). When the application of both principles of Lean management takes place, this leads to the elimination of waste, called “muda” in Japanese (Emiliana, 2006). “Waste is defined as: activities and behaviors that add cost but do not add value as perceived by end-use customers,” with eight
Will facilitate the employees to get a better understanding of the working of the company.
There are various challenges faced and even more opportunities for organizational behavior to assist workers in improving the workplace as a whole, people skills, productivity, and customer service. Understanding and taking time to learn and educate one’s self is how attitudes develop and affect behavior is a key component to organizational Behavior. The bottom line is that the more tuned into the needs of its employees, the more successful a company is likely to become. A company will absolutely benefit a great deal so long as employees and management alike are able to control and monitor their attitudes for the appropriate