Change Management Tools Of TQM And Lean Production - Samples

Question: Discuss about the Change Management Tools Of TQM And Lean Production. Answer: A significant part of the things that make first-rate companies supple is the capability in balancing action of fast nature and change with the clarity of the organization along with its formation and immovability. In effectively utilizing the tools of change management, it is significant in defining change and ensuring that everyone working inside the organization comprehend and supports the endeavour. This paper would look into thechange management tools of TQM and lean production within the manufacturing and service sectors. Each of the manufacturing companies is worried about their quality, irrespective of the department it generally is. The reason for the same being the overall quality can have an effect on the relationship a manufacturing company haws with its customers, and as they say for the manufacturing sector, customer is everything. In the manufacturing sector, if the customers are not happy with the quality they are not going to exploit the company which would result in decline of the sales along with the general profits. In the manufacturing sector, employee turnover is stated to be high, so one of the key goals of total qualitymanagement is in improving the environment of work where employees will show interest to stay instead of leaving and going for other better opportunities[1]. It has often been found that most of the entry level workers in the manufacturing companies do not receive the formal training or the required feedback that they want so much, especially when they are trying hard in working their way up in the organization. The thing that mostly happens with the manufacturing workers is that they find themselves having knowledge of everything that is there to be learnt and would not be climbing the ladder within that company, so they end up shifting to another organization[2]. This is not what any company wants as turnover generally has huge impact on the quality of the manufacturing method for many reasons. One of the most significant reasons is the cost that is associated with the process of hiring of individuals and training of the same. Another reason can be that the workers who are inexperienced tend to make more mistakes that would slow down the process of the overall operation. The company management then needs to come up with something in keeping the employees around through augmenting the morale of employees through the factor of total quality management. TQM helps in involvement of employees at every stage, working in quality teams making use of defined process in solving issues. Employees are motivated in taking active part in the process of planning, implementing and reviewing the process of quality[3]. Xerox is one manufacturing company that was badly in need of TQM after it started losing out on market share to Japanese competitors and was in danger of closing down. Xerox is one such company that has been helped immensely through implementation of TQM in its leadership teams and it did regain its market share from its Japanese competitors through TQM. Their job has been in helping the management to tackle difficult employees and finding ways of reducing costs. Their implementation of TQM has led to workers taking active part in activities because a sense of competitiveness has creep in among them to come up with best possible ideas along with pride in the work the team does. These are the sort of employees that have been helping organizations like Xerox in becoming a success. They have helped Xerox in manufacturing best quality products having the ability to compete in global market[4]. It signifies the fact that TQM has played its part in being the appropriate tool that led to th e successful change in the fortune of Xerox. Maintaining of high eminence is a significant factor within the healthcare industry. An office should be appointed by the healthcare facilities in order to make certain the quality of the care in nursing homes, hospitals and other health care providers in the industry. It is important in maintaining the quality factor because if quality is not maintained by a particular health service provider, the customer might opt for a different provider and share their criticism and opinion about the former in social websites. This would tarnish the reputation of the organization. Accreditation facilitates the health care in gaining new set of customers through providing of confirmation to their probable customers of the health providers ability in offering quality services[5]. AtlantiCare is a New Jersey based provider of healthcare that has benefited immensely from TQM. It has nearly 5000 employees though the level of profit became a concern for the AtlantiCare management as it was not up to the level the management wished for or desired on the basis of the services provided by them. They wanted to increase their profit margin and the managers wanted to implement developments and change across the board. For healthcare industry, satisfaction of patients is the most important factor and for AtlantiCare, engaging in a campaign of TQM proved to be a normal fit[6]. The firm selected a plan-do-check-act cycle, edifying gaps in the process of communication between the staffs. This generally led to longer waiting times accompanied by more complaints. To deal with this the managers came up with sideways method for smoothing the internal communication. Rather than the information trickling down from the top-to-bottom level, the employees were given abundant freedo m in providing key feedback at every level[7]. AtlantiCare decided on ensuring that all the new staff properly understood this cultural value from the very beginning. The new staffs were given a crash course in the organizations performance excellence structure, where the main focus was on five significant areas- people, growth, quality, customer service and financial routine. After generating the benchmark goals for the employees in achieving at all the levels, inclusive of better commitment at the point of delivery time, developing clinical communication and recognizing opportunities of service-AtlantiCare did thrive[8]. AtlantiCare started experiencing repeat customers that triple in number and its market share hit a high not seen in six years. This all led to the rise in the profits that was not unsurprising though as the management worked hard in achieving the same. The revenue of the firm shot up to $650 million from $280 after successful implementation of total quality development strategies, bringing in the required chang es that led to the rise in the profits. AtlantiCare was serving more patients than the other state health care providers after TQM was brought into the system. Nike adopted a lean advancement or better manufacturing as an element of the initiative of sustainability, Nike has been able to reduce the material waste and time of production, facilitating the supply chain of the company in operating in more efficient manner. The report suggested that the constricted factories that have approved lean approach of Nike experienced rates of defect 50 per cent lesser than the facilities that did not. Lead times related to delivery from the lean factories were generally about 40 per cent shorter. The productivity of lean factory augmented to 20 per cent from 10 per cent along with the time of introducing a new product to a factory was trimmed down by 30 per cent[9]. Nikes sustainability signifies being leaser-focused on developing the model of business of the company in delivering lucrative growth while influencing the effectiveness of lean production or manufacturing, limiting the effect that it has on the environment and making use of the available tools in bringing about positive outcome into the supply chain. In certain areas, including the minimization of undue overtime at the contracted factories, progress was made in slow fashion than it was generally expected. Nike also managed to alter its drawing near of some of the targets, inclusive of production of carbon, based on deeper knowledge of the confrontation and in improving configuration with the strategy of business[10]. The reputation of Nike in manufacturing of cutting-edge footwear across the globe is second to none. However, not many understand the methodical and disciplined endurance of Nike for being at the top. The commitment that is being portrayed by Nike in driving flawless and execution of innovative product is imposing. For designing and manufacturing at a constantly higher-level, Nike has been able to incorporate intensely principles of lean workplace along with innovation that is stated to be the cultural standard within the company[11]. Nikes lean philosophy has been Make Today Better that is obvious within every facility where they exist. The market is highly competitive and for the same Nike needs to constantly indulge itself in manufacturing highest quality products through its lean production. They have improved their training facilities for their employees and have tried to make them knowledgeable about importance of team work, a key concept for developing operations. Employees who are closest to the issues are being suggested for solving of the same. The most striking factor about Nike is that the organization has strived hard and found a way of incorporating both methodologies related to innovation and lean. It is generally built on a workforce and culture that has the ability in encompassing the things a lean manufacturing system grips and it drives in innovation of the products[12]. The approach of Nike drives both built-in qualities along with unsettling innovation. A company is in the habit of serving its customers for a certain purpose along with fulfilling the needs of the customer. This is generally being attained by single processes that are generally being executed by the people: the employees of the company. The actual idea of lean operations develops from the notion that all these individual procedures cannot be recognized in adding extra value, and then under the principle of lean operations, this method can be measured as being wasteful and that it should be removed from the operations. This process aims towards removing needless and no value services, it has been argued that lean production might be more appropriate for services and products with relatively steady demand and low scale on disparity[13]. Ryanair has been instrumental in shaping the market of European air-travel and has contributed largely to the fact that travel by air has been viewed as more of a commodity service. Ryanair implemented a low cost model and defining air travel as commodity service, it deliberately wanted to eliminate all the activities from their processes that do not add any value to their customer service. In case of the business model adopted by Ryanair, overproduction can be witnessed as an extra service other than the transportation factor[14]. Ryanair thrived in making customers demand for wholesome service of transportation from the organization. It severely cuts out the service of the passengers; drinks, food along with service-care related to baggage that is only available with supplementary costs. In-flight entertainment was also removed from the service. Delay time or waiting time that is being lost between two actions do append value. For removing waste related to waiting that was bothering Ryanair, it implemented in keeping the time of the airplane on ground, which is the turnaround time to minimum. This has been made possible by entirely serving the secondary and smaller airports having lower amount of traffic. Ryanair witnessed motion as an unnecessary step in their system existing in the middle of the process of their operations; the organization isolated such a step through means of disintermediation in its process of ticket selling. In the initial stages of its operations flights were being sold over the telephone, however under present circumstances the company has adopted the policy of selling the tickets through homepage, therefore avoiding involvement of travelling agencies entirely[15]. Ryanair minimizes the wasted space by making use of their capacity on every flight in more efficient of manners. The company opted something different to minimize its situation of empty seats like selling seats for various pries, varying as per season, time of booking and day. Ryanair is a company that put lean production strategy in the heart if its process in increasing the satisfaction level of customers travelling with them and reducing the wastage to a minimal level, ensuing in doing more with less. It can be concluded that change management is a multi-disciplinary business. It relies on the approaches of psychology, systems thinking and much more than that. With all the conceptual talk around, it is often easy in forgetting the regular things the management used to get things prepared: tools of change management and methods. References: Colledani, Marcello, Tullio Tolio, Anath Fischer, Benoit Iung, Gisela Lanza, Robert Schmitt, and Jzsef Vncza. "Design and management of manufacturing systems for production quality."CIRP Annals-Manufacturing Technology63, no. 2 (2014): 773-796. Jimnez-Jimnez, Daniel, Micaela Martinez-Costa, Angel R. Martnez-Lorente, and Hammady Ahmed Dine Rabeh. 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