This video, developed by Toyota, profiles how the eye clinic at Harbor-UCLA hosp
ID: 391410 • Letter: T
Question
This video, developed by Toyota, profiles how the eye clinic at Harbor-UCLA hospital, where patients were going blind waiting months for medical services, was able to use principles of the “Toyota Way” and change management practices to dramatically reduce its patient backlog.
1.Assume you are trying to implement the “Toyota Way” at a hospital or other health care provider. Describe how you could use the systems model of change in Figure 16.6 to diagnose what to change and to determine how to evaluate the success of the change effort.
Figure 16.6
2. Use Figure 16.8 to describe the resistance to change that you are likely to experience when implementing the “Toyota Way” at a hospital or other health care provider.
3. Discuss how you could overcome any resistance to change and convince your employees that the “Toyota Way” could provide valuable insights in a nonmanufacturing setting.
Target Elements of Change Organizational Arrangements Policies .Procedures Roles . Structure .Rewards . Physical setting Inputs Outputs .Mission . Vision Strategic Plans People Readiness (individual and organizational) . Organizational .Knowledge . Ability . Attitudes .Motivation level Department/ group level Individual level Strategies . Goals . Internal strengths and weaknesseS . External Behavior opportunities and threats Methods Processes Work flow Job design Technology Social Factors Organization culture Group processes Interpersonal interactions Communication . LeadershipExplanation / Answer
I assume the video (Saving Sight) mentioned in the question is regarding the Toyota and how their "Lean Management" helped eye clinic at Harbor-UCLA hospital by increasing value from customers' perspective by eliminating time waste and literally helping patients from being blind. Let's break down each part of the question.
1) The System Model of Change
These come under the Management of Change.
The Systems model takes a "big picture" perspective of organsiation change i.e the basic idea is that any change no matter how small or big has a cascading effect throughout the organisation. There are four major components as mentioned in the figure 16.6
Let's look at each component and diagnose each in brief.
Inputs- it consists of Mission, Vision, Readiness, Internal Strength and Weakness, External threats and opportunities.
Mission & Vision statement which explains the "why" and "what" questions of the organisation i.e why the company exists and what the organisation whats to become. All the changes that we are going to make in the company should be aligned with its Mission and Vision. A mission does not necessarily imply anything about the change. It simply defines the organization’s overall purpose. In contrast, vision requires the organization to benchmark itself against others and create a plan for achieving the vision. An assessment of the organization’s internal strengths and weaknesses against its environmental opportunities and threats (SWOT) is another important key input. This SWOT analysis is a key component of a strategic planning process. If you compare the example of the eye clinic it went and asked for the help from Toyota, a company which is entirely different from them. But Toyota had a certain management style (Lean Management) which helped the clinic sort out their roster, inventories and eliminate wastage.
Strategic Plan: A strategic plan outlines an organization’s long-term directions and the actions necessary to achieve planned results. Strategic plans are based on results from SWOT analysis. This analysis helps organizations to develop the organizational strategy to achieve desired goals such as profit, customer satisfaction, quality, adequate return on investment, and acceptable levels of turnover and employee satisfaction and commitment.
Target Elements of Change: Target elements of change are the components of an organization that may be changed. They essentially represent change levers that organizations can push or pull to influence various aspects of an organization. The choice of the lever to pull is based on the diagnosis of a problem or the actions needed to accomplish a vision or goal: a problem exists when managers are not obtaining the results they desire. The target elements of change are used to diagnose problems and to identify change-related solutions. There are four targeted elements of change:
Outputs
This refers to the desired end result of a change, this should be consistent with the strategic plan the change may be directed at the individual level, departmental level or organisational level. Changes are hard to implement on the organisational level since it has a domino effect on all the target elements.
Conclusion
If a clinic were to implement the "Toyota Way" the system model of change would be a good place to inspect the key areas which needed to be looked to get a clear idea of what we have on our hand. We would start with input since the decision should eventually align with the objectives and goals of the company and it should also explore the strength and weakens of the company, know where we stand.
A strategic plan would help us in laying out the path. The crucial parts would be the target elements of change which all needs to be properly tuned so as get a perfect and smooth sailing which the change is implemented.After doing the hard part we should keep and eye out for the results which we are getting because of the change in each level and use this as a feedback and refernce for the future.
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Due to time constraint, I could not answer 2 and 3 question (sorry)
Regards,
B
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