Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Managing change in the workplace
Reflection on change management
Reflection on change management
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Managing change in the workplace
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
…show more content…
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
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.
Vest, J.R., & Gamm, L.D., (2009) A critical review of the research literature on Six Sigma, Lean and StuderGroup's Hardwiring Excellence in the United States: the need to demonstrate and communicate the effectiveness of transformation strategies in healthcare. Implement Sci. 2009 Jul 1;4:35.
“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,
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.
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.
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.
The company that the author has chosen to compare his own organization with is the Toyota motor company. The Toyota Company has become a renowned leader in the area of quality management. Toyota’s theory of “keep it lean” has kept the company running at a level that eclipses the industry standards.
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.
• 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.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
(5) Liker, Jeffrey K. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. New York: McGraw-Hill, 2004. Print.
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).
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.