1.3 Lean in Knowledge Works
Even in the similar environment of manufacturing, researchers believe that the benefits accruing from the application of lean principles vary on the context of the manufacturing firms. On the other hand, Knowledge work not only differs in terms of the context from a manufacturing firm, but is also fundamentally different in terms of their structure, thus calling into question the applicability of the lean principles.
There are primarily 3 characteristic features in which the knowledge work differs from a manufacturing setting:
1. Knowledge work takes the form of a more dynamic character than what is generally associated with that of a manufacturing firm. For example Toyota, once started to produce Camry will not
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However, in 2004, the senior managers at Wipro Technologies came to the opinion that the marginal benefits which were accruing for Wipro from the previous quality initiatives have been exhausted. Effort was made to search for a strategy providing Operations-based advantage and hence providing a barrier to their competitors attempting to imitate them.
In mid 2004, in order to translate the ideas present on lean production from manufacturing to software services, Wipro Technologies launched a pilot program. They formed a 10 member core team spending several months visiting different organizations practicing lean manufacturing, read the literature available for lean implementation and also discussed ideas for implementation.
Ten projects were selected for pilot implementation. Each member of the core team member drove the initiative in one of the pilot projects. Certain metrics were selected to determine the change in them and to determine the pilot project was successful or not. At the end of the lean initiative drive, the core team deemed 8 out of 10 projects to be successful, having achieved over 10% improvement on the pre-specified metrics. This provided the right result which the managers were hoping for and they decided to extent the framework and roll
“Core competencies are what give a company one or more competitive advantages, in creating and delivering value to its customers in its chosen field.” (Businessdictionary.com, Core Competencies, 2015) Core competency is what sets Grainger apart from its competition. According to their website, it states their six values are “the foundation of our culture.” (Grainger, About Us, 2015)
This recommendation is very important because it ties into employee time-commitment and culture changes. Specifically, SAMHSA would be comprehending Lean principles and findings to learn and improve while doing so in a timely manner. As a result, employees grow their value, thus realizing more value for
The Industrial Revolution began in England during the late 1700’s. This movement introduced improved agricultural methods, textile industries, and the export of machine-made goods. Because the agricultural business was finding more efficient ways to manage their products, the working class decreased in this field (Document 7). This extreme drop in numbers led to people whining for a steady, supportive job. Luckily for the thousands of unemployed, the demand for factory workers increased (Document 2).
Business Assessment An organization must identify its core competencies and strategically align those competencies with its business objectives to achieve success. In fact, C.K. Prahalad and Gary Hamel explained in the Harvard Business Review that the most powerful way for an organization to prevail is for it to “identify, cultivate, and exploit the core competencies that make growth possible” (2000). Lockheed Martin has thoroughly aligned its competencies, business objectives, and key performance indicators, which has undoubtedly contributed to the corporation’s effectiveness.
To begin with, the lean methodology is one that is applicable to all industries, regardless of the present systems and approaches towards management (Tsironis & Psychogios, 2016). Therefore, the major decision is to proceed with the implementation of the lean and other improvement processes, even though it should take different approaches. When considering the challenges noted, most of them emerge from the reactions and actions of the
Air Canada has faced many issues for the past 20 years. The company was surrounded with issues such as centralizing and decentralizing IT and financial difficulties. The past 20 years was a great challenge to Air Canada airline but they manage to accomplish on many fronts for Air Canada. It started off with fuel spike price in 2008 followed by the economic downturn in 2009, they encountered many major issues that were hurdles for their company. The first issue to Air Canada airline was fuel price went up which they couldn’t afford to manage it.
Documentation (LO 4.1) To begin with it is a good practice of any HR professional to conduct a Job Analysis, which is a method to collect information about the content of the job that is being offered. The collection of information for this purpose can be done by various techniques such as interviewing current holder and line manger, observing individuals undertaking the role, 360 degree appraisals and review of current documents e.g. job descriptions, person specifications and competency frameworks. (Blended Learning Site, 2015) After a through analysis the following three documents are prepared: 1. Job Description:
The success of the project can be measured through the following ways: - Setting measureables/ performance indicators and deliverables for each of the activities in the project, and then gauging how far have they been
• Order-to-Cash process is too long. The first step of their strategy towards lean manufacturing was several trainings for manufacturing employees and top management. Additionally, Daktronics set up the “lean team“ consisting of externally trained lean manufacturing engineers and supervisors. Hence, the first lean method Daktronics used was the involve-ment of the entire workforce.
Lean Manufacturing Pros Lean manufacturing aims to eliminate most if not all forms of waste. Many experts claim that by implementing lean manufacturing techniques and strategies reduce the manufacturing time. As manufacturing lead time is lowered, it is the hope that the operational costs incurred from the use of energy will also be significantly reduced. Lean manufacturing helps companies maintain and increase their profits and earning. It also helps them generate a little more savings as the costs are lower.
Case management is a process that ensures that you are provided with whatever services you may need in a coordinated, effective, and efficient manner,FIntagliata, 1981 as cited in Frankel & Gelman (2012).Treatment is structured to ensure smooth transitions to the next level of care, avoid gaps in service, and respond rapidly to the threat of relapse. Assessment, planning, linkage, monitoring, and advocacy are the functions that comprise case management. Case management has 8 principles. The first is to offer you a single point of contact with the health and social services systems.
Apple Company Apple Inc. is a private company, and it is one of the world 's most famous technology and computer companies, located in the United States of America. It is a multi-national company. Its main business depends on specialization in manufacturing, producing, developing, improving and selling software, smartphones, computers; It has a series of electronic devices, such as iPad, iPhone and Mac. The origin of Apple Company Founded by Steve Jobs and his co-pilot Steve Wozniak, Apple Computer was able to design a computer in the form of the beginning of Apple computers in the time period Between the years 1981 to 1985; since 2005 until now, Apple has seen many developments; successive successes.
Knowledge can either be generated within firms, or accessed externally that is knowledge flows may viewed as intra-firm or inter-firm. As it turns out, these two ways of building knowledge have been used as foundation for at least two sets of
Assignment: Teradyne Corporation: Jaguar Project Case Students Name Institutional Affiliation Teradyne Corporation: The Jaguar Project Case Introduction Teradyne corporation is a semiconductor test machine manufacturer. The new range of testing equipment had been eagerly awaited since the traditional system had exhibited quite a number of challenges in project development. The project introduced useful aspects of project management such as formal project tracking tools, effectively and adequately designed development process and the principle of upfront planning. O’Brien’s strategies had experienced much success especially in hardware development but seemed to struggle in the software department in software implementation. The main question is `Did the new tools affect development processes.
Chairman Wendelin Wiedeking was aware that a dramatic changes were necessary and introduced lean management to Porsche with the guidance of Japanese consultants (Jones, Womack, 2010). The implementation required a restructuring of the management and work force, operating with the Just-In-Time production and Kanban system and reducing the inventory. The first step of the implementation was decreasing manager layers from six to four layers, creating four cost centers and three support functions.