You are an \"up-and-coming\" analyst at a local manufacturing company that upper
ID: 2479636 • Letter: Y
Question
You are an "up-and-coming" analyst at a local manufacturing company that upper management has been considering for a management position. Your company and the current management are relatively "old fashioned" and there have not been any significant productivity improvements in the last 20 years. In fact, the writing is "on the wall" since foreign competition is forcing your company's management to consider re-locating most of the manufacturing operations to Taiwan. However, you have successfully completed the highly touted "Productivity Strategies" course at MTSU and decide that if changes are made to make the company "lean." profits would go above what is possible with lower labor costs overseas. What do you do to convince management to change, without jeopardizing your position, und how do you "sell" them on "lean manufacturing."Explanation / Answer
First step to implement lean mnusfacturing is to establish a plan for action. One has to follow a road map to achieve the desired results. Every department has to participate in order to successfully implement the lean manufacturing process.
Following steps should be followed:
a) Start with action in the technical system; follow quickly with cultural change
b) Ensure that all members of staff are correctly coached
c) Start with value stream pilots to demonstrate lean as a system and provide a "go see" model
d) Prepare for resistance from middle management during implementation
e) Leaders must thoroughly understand, believe in, and live the company’s "way"
A business plan is necessary so that management understands how it will impact the future profits. A road map with financial impacts is necessary to make the decision of the management in favor of accpeting the implementation of the plan.
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