Facilitate Continuous Improvement

Explain how continuous improvement models, knowledge management systems, quality systems and sustainability principles can be incorporated into business systems

One of the main issues that the plant faced is the fact that there is no more understanding between the employees and management. They blamed each other. Management blamed the employees for the low productivity and the employees accused them of being devious with the bonus calculation (Michael Beer, 2008). As a result, the communication flow between them is broken. Management failed to effectively perform their duties as leaders of the plant. As one of the solution to this problem, the plant could benefit from using the supportive model. According to Newstrom, management who use this model support their employees in their work. Also, they provide tools to help them grow and accomplish things in the interest of the company (Newstorm, 2015). As a result, this would give the employees the feeling that

A quality paper will be free of any spelling, punctuation, or grammatical errors. A quality paper will include a title page, appropriate sections based on a table of contents (TOC), an abstract or executive summary, proper citations, and a bibliography. It will conform to APA guidelines; including citations and references.

The management of continuous improvement and process thinking can make a difference in how organisations achieve goals, improvement and

Employee empowerment, teamwork, process control, continuous improvement, customer focused management, and statistical methods and techniques are instrumental in successfully implementing total quality management (TQM) (Evans, & Lindsay, 2007). These concepts as well as many others such as; Deming’s 14 Points and Theory of Profound Knowledge are key components to the BEHS training symposiums.

The company ensured that they monitored each new process that were implemented by putting performance measures in place to reflect gaugeable improvements. Group leaders were assigned to each division to monitor and review them regularly, and again, more importantly, to take ownership and be accountable. The company continues to monitor and implement changes in an attempt for continuous improvement and embrace team

Continuous improvements are linked to organizational change by being sure their employees have everything they need for them to excel in everyday goals. When people visit CarMax, they do not get that pressure from sale associates like other dealerships. CarMax listens to their employees, so it promotes genuine learning environment. They try to follow all the new technology to help its employees to excel in everyday goals. They make sure they focus totally on the associates needs in turn the associates can focus totally on the customers.

1. Review the Continuous Improvement Cycle (PDCA) discussed on pages 140-141 of the Kelly text. Provide an example of an application of this process to your own organization, either how it is applied, or what an application might look like. Be sure to include a discussion of the challenges to implementing this approach, as well as what the benefits would be.

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

The Goal: A Process of Ongoing Improvement tells the story of Plant Manager, Alex Rogo and his struggling manufacturing plant, UniCo. Early in the book we are introduced to many of the problems Alex is dealing with, in the plant as well as at home with his family. In the very first chapter we learn the magnitude of the problem Alex’s plant is facing when Bill Peach, the UniCo division vice present confronts Alex about his most recent overdue order. The order in question was the “straw that broke the camel’s back.” Peach delivers an ultimatum to Alex, telling him he has three months to turn the plant around and make it profitable, or it will be shut down. Being a plant manager, Alex already had to work very long hours. Bring a plant manager

I understand that to create the desired organization, the change progress has to be maintained in a period of time. I will consistently and routinely recognize the successes gained from short-term wins. Communication is important in this step. Communication will help me to maintain the motivation of my subordinates and keeps they buy-in to my organization to help with the change. If the change success, I will have a brigade that the members contribute to its development. They will have constant effort to keep the momentum high and reduce the feeling of compliance in executing the

2006, p412). Using techniques such as storytelling (Syedain 2007; Reissner & Pagan 2011) and having constant conversation of what is happening (Esposito 2014, 336), is crucial for employees to make sense of the change. Combined with artifacts, continuous communication helps staff to materialize new meanings to “constrain identity and action” according to Weick, Sutcliffe & Obstfield (2005, p409). This ultimately helps reinforce lasting culture change throughout the organization.

2. Umble, M Michael; Umble, Elizabeth J; "How to apply the Theory of Constraints' five-step process of continuous improvement ", Journal of Cost Management; Boston; Sep/Oct 1998

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

Organizational culture has been described as shared values and beliefs that underline a company’s identity. A strong culture that encourages employees from the top to the bottom in adaptation and change can increase organizational performance by energizing and motivating employees, shape behaviors, unify personnel in the goals / objectives and align employee’s actions with the priorities of the company (Daft, R., 2013). Creating a constructive culture should be a manager’s top priority because the right culture will propel a company into a top performer in its industry.