Operations Improvement Plan Implementation Assignment 1 - Week 5

Toyota continuous process improvement is defined as

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saving them money. Toyota continuous process improvement is defined as the endeavor to satisfy their customer expectations, reduce costs and increase productivity by improving processes via the reduction of variation, complexity and cycle time.”Doing it well, however, requires understanding and believing in several foundational truths: Teams outperform individuals. For complex problems that require cross-functional expertise, teams will always outperform individuals working alone. A strong customer-supplier chain is critical. Employees must understand their personal “product” and the needs of their immediate customers, both internal and external. People want to improve. Most employees want to improve their processes so they can be the best they can be. It is an inherent human trait to want things better. Toyota’s employees run your company. Every employee owns and operates a sub-process in the very large process called a business. Toyota’s employees run the company because they control all the processes that make it a business
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The effective implementation of continuous improvement requires the involvement of everyone in the organization. Through a team-based environment, employees can be empowered and have ownership in improving the processes they perform on a daily basis. An approach that demystifies continuous process improvement implementation can be found in five essential steps: 1. Establish and mobilize a steering team. The first step in any significant change effort is to bring together a knowledgeable group of people to address the basic implementation issues and establish a guiding direction. The PI steering team should be cross-functional, with members that understand the organization well, have a strong desire to participate, and see the team as critical to organizational success. Once the guiding process improvement plan is developed, the steering team must present it to the senior management team. Without top management’s understanding and approval, no plan will have the support it needs to succeed. Once approved, the role of the steering team is literally to steer implementation and generate course corrections. 2. Generate overall awareness. When organizations undergo massive change, the rumor mill kicks into high gear, with most of the rumors embodying a fear of the dark. To stop the rumor mill in its tracks, create a “Process Improvement Implementation Awareness Program” that tells employees what will happen in a step-by-step manner. Make sure the program answers the question on every employee’s mind: What’s in it for me ?” Finally, create excitement by explaining the benefits of the plan, such as making work flow easier, improving bonuses (due to increased productivity), or having a greater say in how a process is run.
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  • Winter '13
  • DR.Chang

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