Operations Improvement Plan Implementation
chrs.s
mba6022_u3a1.docxRunning Head: REFINING PROBLEM STATEMENT 1
REFINING PROBLEM STATEMENT 8
REFINING PROBLEM STATEMENT
James Smith
MBA 6022 Unit 3 Assignment 1
REFINING PROBLEM STATEMENT
Create a cause-and-effect diagram to identify, analyze, and graphically depict all potential causes related to the problem, to uncover its root causes.
Create a graphic flowchart that briefly details all of the steps you will need to implement in your new process, over time.
Previously unidentified yet important steps.
Some of the steps that had not mentioned in the previous report include the following. Encouraging the employer and employees to share input and dialogue. When information is shared, the high executives will be able to make informed decisions. If the executives and employees of Toyota were open to each other and the information on the falling accelerator, the recall would have been avoided and a lot of money saved. The executives should also have been open to the ideas of the employees as well as their reports and taken them seriously and fast.
The next step that was not mentioned previously was the need to teach the executives, employee and employers on how to use the knowledge management system. They should all be shown how to use it when creating information, sharing information, transferring information and how to retrieve the information. The system will also need to be reviewed after some time to identify whether the system is serving the purpose it was intended and modification made if need be.
Create a before-and-after flowchart, which illustrates the process that was used to your proposed improvements and what it might look like after your recommendations are incorporated.
BEFORE
The transfer of information in Toyota before the new process is incorporated made communication really difficult. This is due to the fact that information would have to go through a long chain of command before it reached the intended person. This made decision-making slow as one must wait till orders from the general manager can reach the sectional manager for them to know which cause of action to take. Some information would however not reach the managers from the team member if one of the managers in the hierarchy deems it not fit.
AFTER
The new process will not require the long chain of command as anyone can receive information from the system. The organization memory which stores all the information will be accessible to all and one can easily share ideas with their intended person through the system. The executives will be at a better position of making decisions fast as any information they need can easily be retrieved from the system.
Based on the preliminary problem statement you developed in Unit 2, briefly describe the scope of your process improvement objective. For this assignment, focus on only one of the contributing causes of the problem.
Centralization is one of the reasons for the poor internal communication. The fact that only a few people can make decisions regarding all matters inhibits communication. Some bureaucratic individuals have all the say and ignore the ideas and concern of the rest of the people. Decision making is rigid, and some managers are reduced to mere marketing employees. Decision making is also slow since long chains of command have to be followed.
The managers are also reactive rather than proactive. They don't heed to the warnings by the employees and wait till something bad has occurred for them to take precautions have once the danger has been identified. This lowers the morale of the employees to report any danger identified since they know nothing much will be done.
The process will enable information to be available more easily such that the executives and other employees can access it more easily. The employees can also share the information they have more easily. Since the information will be available to all, it will be hard for the executives to ignore concerns that will be identified and will be accessible for all employees to see.
Write a refined version of your problem statement based on what you have learned about your objective by using the diagram and flowchart tools.
Although Toyota has been at its peak in the past in motor vehicle industry, this might change due to its poor internal communication. The poor internal communication that is caused by poor employee and employer relationship which leads to mistrust must be addressed to ensure that Toyota's reputation does not worsen as it is (Liker, 2011).
References
David, H., (2011). Refining Your Process: Implementing Design Process. Retrieved from
http://www.graphics.com/article-old/refining-your-process-implementing-design-process on January 31, 2016.
Hirotaka, T., Emi, O., & Norihiko, S., (2011). The Contradictions That Drive Toyota’s Success. Retrieved from
https://hbr.org/2008/06/the-contradictions-that-drive-toyotas-success on January 31, 2016.
Liker, J. K., & Convis, G. L. (2011). The Toyota way to Lean Leadership: Achieving and sustaining excellence through leadership development. New York: McGraw-Hill
General Manager Assistant General Manager Senior Manager Section Manager Group Leader Team Leader Team Member
Creation of InformationAcquisition of InformationRefinement MemoryTransfer SharingUtilizationOrganizational Performance
Creation of Information Acquisition of Information Refinement Memory Transfer Sharing Utilization Organizational Performance
CentralizationPoor LeadershipEmployee and Employer Relationship
Lack of Local
customization
Bureaucracy
Reactive
Management
Market
Dynamics
Rigid Decision
Making
Lack of
motivation
Impossible
goals
Lack of
Diversity
Employee
Empowerment
Complex Social
Networks
Poor Time
Management
Internal
Communication
Problem
Statement
Poor Pay
Poor
Collaboration
No Teamwork
Mistrust
Market
Dynamics
Misrust of thr
Employees
Rigid Decion
Making
Encourage sharing, input and dialogueDevelopment of a Knowledge Management SystemIntroduction of the Knowledge Management SystemTeach All on How to use the Knowledge Management SystemReview of the Knowledge System
Encourage sharing, input and dialogue Development of a Knowledge Management System Introduction of the Knowledge Management System Teach All on How to use the Knowledge Management System Review of the Knowledge System
General ManagerAssistant General ManagerSenior ManagerSection ManagerGroup LeaderTeam LeaderTeam Member
