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Managing change in the workplace
Reflection on change management
Reflection on change management
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1.2 Lean for Services
A mainstream confusion is that lean is suited only for the confluence. Not genuine. Lean applies in each job and each procedure. It is not a scheme or an expense lessening system, but rather a state of mind and interpreting a whole connection.
Organisations in all commercial enterprises and administrations, including medical services and governments, are utilizing Lean standards as the way they think and act. Numerous associations pick not to employ the word Lean, but rather to distinguish what they serve as their own particular framework, for example, the Toyota Production System or the Danaher Business System. Why? To drive home the point that Lean is not a project or fleeting expense lessening system, yet the way the organization works. The word change or Lean change is regularly applied to identify an organization moving from an old state of mind to Lean considering. It accommodates a complete alteration in how an organization carries on business. This involves a long haul point of view and tirelessness.
The expression "Lean" was begged to portray Toyota's business amid the late 1980s by an examination group headed by Jim Womack, Ph.D., at MIT's International Motor Vehicle Program.
The properties of a Lean
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The condition was initially established by John Krafcik in his 1988 article, "Triumph of the Lean Production System," in view of his expert's theory at the MIT Sloan School of Management. Krafcik had been a quality designer in the Toyota-GM NUMMI joint endeavour in California before coming to MIT for MBA studies. Cracks exploration was continued by the International Motor Vehicle Program (IMVP) at MIT, which surrendered the world wide top of the business book co-written by Jim Womack, Daniel Jones, and Daniel Roos called The Machine That Changed the World. A complete recorded record of the IMVP and how the expression "Lean" was authored is given by Holweg
Achieving quality of conformance involved conform to specifications that involve providing customers with a quality product at the right price which accounts for the cost of materials. In order for a company to achieve and produce a successful product that customers want and need, it is vital that quality management and lean systems play front row. Quality management helps organizations to reduce waste and inventory. “Lean is about challenging the way things are done and opening our eyes to that waste and inefficiency” (Lean Benefits - Benefits of Lean, Why Lean is Important, 2015). Within each of these concepts are important tool and techniques that organizations can use to achieve a quality product. In this paper I will discuss “cost of quality” from the quality management side and “kaizen’s” from the lean system side, while discussing how each of these concepts are implemented into my own life or
Lean focuses on reducing waste from actual product, time or money. Lean production can be applied and work in service environment. For example service at pizza restaurant. In restaurant situation, streamlining of food preparation is very important. In other words, they can actually apply 5S in doing pizza preparation. 5S is a Japanese plan for well organised work place, which eliminates the waste of looking and searching of equipment. It consists of 5 steps which is starting with the letter S, hence the name 5S housekeeping. The 5 steps are seiri, seiton, seiso, seiketsu and shitsuke. Seiri; sort and determine necessary equipment and materials, seiton; straighten, remove unnecessary item, seiso; sweep, clean and routine maintenance, seiketsu; standardised, make a standard and stick to it, use regular audits while shitsuke; self discipline, make 5S part of the everyday life. For instances, streamlining the preparation for ingredients of making pizza and baking process will actually increases the speed of product to customer. Fast and efficient customer ordering and payment would allow the system to process more customers.
For organizations who have committed to invest and deploy quality systems improvement programs, it is a huge task for every member who is a part of the transformation. The benefits are felt once completed and outweigh the cost from a long-term standpoint. Col. Larsen offers a compelling argument that Lean principles, when properly applied, also result in significant improvement and transcends industry boundaries. Leadership from all levels must challenge traditional approaches, communicate, and execute as a team to design and obtain excellence in governance of safety.
Supply Chain Digest, 2010. Supply Chain News: Is “Lean” to Blame for Toyota’s Recall Issues?
(5) Liker, Jeffrey K. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. New York: McGraw-Hill, 2004. Print.
Throughout the course, I have discussed numerous aspects of Toyota Motors Corporation. This company is very successful within the automotive manufacturing industry, despite their numerous issues based on product recalls and unethical standards. Although these were serious setbacks, Toyota still remains the number one automaker in which they produced 10.08 million units in 2015 (Schmitt, 2016). In addition, the corporation has numerous strategies, practices, and policies that attributes to their success.
Toyota is a pioneer of the LEAN manufacturing principle. Lean, as a process, is a way to add value to customers while minimizing waste (LEI, 2011). It can also be thought of in terms of flow, which is how Toyota likes to think of it. It is simply a process of decision making where the problems tend to be thought of in terms of flow, reducing starts and stops or unnecessary motion increases flow, reducing waste.
Toyota Motor Corporation is a very successful automobile manufacturer that is recognized globally. They have continued to obtain and retain a competitive advantage over their counterparts, despite recalls over many years. Regardless of recalls, Toyota has been quick to rectify their shortcomings and continue to lead within the automotive industry with their innovative measures. In this essay, I will discuss key internal factors for Toyota. Within those factors will include Toyota’s core competencies, which are what they do really well in comparison to their competition, three of their strength’s, which will include their posture within the automobile market and their heavy focus on research and development, and two of their
Retrieved from http://rasmusson.wordpress.com/2008/04/27/the-toyota-way-long-term-philosophy/. Sage Pub. Ltd. (n.d.). Corporate communications at Toyota. Retrieved from http://www.sagepub.com/upm-data/9744_036223toyota.pdf. Toyota. Social and economic aspects of the project.
Just In Time, Toyota Production, and Lean Manufacturing are productions systems intended to reduce costs, and waste associated with inventory and manufacturing.
In 1950s, Toyota has developed lean thinking. The Toyota Production System aspires to minimize waste and increase efficiency while at the same time enhances its product quality. From this initiative, Toyota managed to widen its competitive edge by employed fewer employees in the car production with a small number of flaw products.
Caring for the elderly is an activity that requires patience, willingness, due diligence and effective co-ordination of resources in order to optimally benefit the recipients. Community services and programs is one such avenue that caters for the elderly by providing for their mental, physical, social and emotional well-being, and by extension promotes a greater quality of life. Community services help meet the needs of the elderly and attract older people who face barriers to active living. One strong advocate of community based services and a program for the elderly is the American Association of Retired People (AARP) who relentlessly seeks to promote a healthy lifestyle for people 50 years and over.
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
She notes that different healthcare units need different approaches. She explained further that lean is a new way of thinking and working but not a one-time change of work processes. She also stressed that it is difficult to take ideas from one culture and apply them to another, especially if these ideas involve people, behaviours, practices and ways of thinking which is in the case of lean. She stressed further that the best implementation strategy is an approach with more focus on finding ways that are consistent with the specific conditions and suit a healthcare culture.
• While making a methodology is challenging, executing it is considerably more troublesome. Numerous organizations comprehend Toyota Production System now, yet at the same time think that it is troublesome to execute and implement.