Free

Shared Practice Velocity Part I responses - Assignment Example

Comments (0) Cite this document
Summary
It was very insightful to read about your post on velocity, especially on your idea about how to avoid waste and do so in a well planned manner rather than thinking of change to happen automatically (Jacob, 2010). I agree with the point you made on lean production and primary…
Download full paperFile format: .doc, available for editing
GRAB THE BEST PAPER93.9% of users find it useful
Shared Practice Velocity Part I responses
Read TextPreview

Extract of sample "Shared Practice Velocity Part I responses"

SHARED PRACTICE VELO PART I RESPONSES SHARED PRACTICE VELO PART I RESPONSES Response to Chanel Adams It was very insightful to read about your post on velocity, especially on your idea about how to avoid waste and do so in a well planned manner rather than thinking of change to happen automatically (Jacob, 2010). I agree with the point you made on lean production and primary constraints as a way of avoiding waste. I am however of the opinion that there are a number of alternative ways that managers, can avoid waste and fix challenges when applying lean. In most of the instance, managers focus on visible forms of waste such as what they are not able to do with what they have. On the other hand, if managers would also focus keenly on getting more to what they have in terms of competence and skills, it will be another effective way to fix bottle necks at the workplace. This can easily be done through capacity creation at the workplace (Senge, 2006).
References
Jacob, D. B. (2010). Velocity :Combining Lean, Six Sigma,and the theory of constraints to achieve breakthrough performance.New York,NY: Free Press.
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.
Response to HEATHER MOLINE
Reading about how you combined systematic flow with business model was very interesting and I believe this was in the right place. I however believe strongly that if you had found a way of combining this directly with the issue of velocity discussed by Jacob, it would have made your arguments more resounding. The reason for this alternative suggestion is that in most cases, managers tend to think that the application of the three continuous improvement methods and thus velocity is only necessary when they are faced with the need to go directly into production (Mankelow, 2011). I however do not think this is the right way to approach continuous improvement. The concept of velocity can be made part of the very organizational culture of companies so that the need to avoid waste will be a continuous process as success within the organization must be a prompt and ever existing concept (Hsu & Sun, 2005)
References
Hsu, P.-F., & Sun, M.-H. (2005). Using the theory of constraints to improve the identification and solution of managerial problems. International Journal of Management, 22(3), 415–425.
Mankelow, J. (2011). Unblocking Bottlenecks:Fixing Unbalanced Processes. Retrieved from Mindtools: http://www.mindtools.com Read More
Cite this document
  • APA
  • MLA
  • CHICAGO
(“Shared Practice Velocity Part I responses Assignment”, n.d.)
Shared Practice Velocity Part I responses Assignment. Retrieved from https://studentshare.org/business/1649321-shared-practice-velocity-part-i-responses
(Shared Practice Velocity Part I Responses Assignment)
Shared Practice Velocity Part I Responses Assignment. https://studentshare.org/business/1649321-shared-practice-velocity-part-i-responses.
“Shared Practice Velocity Part I Responses Assignment”, n.d. https://studentshare.org/business/1649321-shared-practice-velocity-part-i-responses.
  • Cited: 0 times
Comments (0)
Click to create a comment or rate a document

CHECK THESE SAMPLES OF Shared Practice Velocity Part I responses

Shared Practice: Case Study: IDEO and Creativity Part II

...SHARED PRACTICE: CASE STUDY: IDEO AND CREATIVITY PART II SHARED PRACTICE: CASE STUDY: IDEO AND CREATIVITY PART II Response to HEATHER POLLICK The five steps of change that you adopted from IDEO to use in your organization is something that has proven to give results to several organizations and I am not in doubt that it will work for your organization as well (Puccio, Mance and Murdok, 2010). However, there are two other alternatives that I am very sure can work in the long term for your organization. Given the fact that the organization has very little room for creativity, it would be...
1 Pages(250 words)Assignment

Shared Practice: Business Continuity Planning PART II

...1062515 - SHARED PRACTICE: BUSINESS CONTINUITY PLANNING PART II Response to JOVANI MORALES We shared in the same risk area faced by Engro, which had to do with loss of data. You were however very specific on the loss of financial data, whiles I was general with data. The rationale for expanding it from financial data is that in most of the cases, organizations such as Engro have volumes of important business data that go beyond financial data. There are times that there will be important market research findings that the company may use in making decisions (quote). On what is lacking in the organization we both mentioned the absence of...
1 Pages(250 words)Assignment

Discussion Shared Practice - Reflection and Trends PART II

...1069604 - DISCUSSION SHARED PRACTICE - REFLECTION AND TRENDS PART II Reading your post gave me a very deep insight on the need to integrate IT into the organization, rather than merely having it as one of the usual assets that the organization possesses. I have come to gain the understanding that by integrating IT into the critical component of the organization, it is possible for the organization to make the best of the information system since the organization assigns to IT, all the needed resources, budget, attention and time (Chen and Chang, 2012). Expanding on your presentation on the trends that are expected of which you mentioned the issue of mobility, I am convinced that the era of IT mobility is already with us... April 21, 2014...
1 Pages(250 words)Assignment

Discussion: Shared Practice: Detail and Dynamic Complexity Part II

...DISCUSSION: SHARED PRACTICE: DETAIL AND DYNAMIC COMPLEXITY PART II Response to STEPHANIE LATTRELL Your post is very insightful but I feel that there are some different and expanded perspectives that I can offer to it. Currently, the company seeks to diminish limit of growth without necessarily diverting stress within the company. As much as this may be workable to some extent, I believe that the alternative of seeking to expand opportunities of growth will do the company a lot of good than just diminishing limits of growth. I say this by posing the question, “what happens after diminishing the limits of growth when there is no real growth?” This question is posed against the backdrop that the main factors that ensure growth within... ...
1 Pages(250 words)Assignment

Shared Practice: Velocity, Part 1

... SHARED PRACTICE: VELO PART SHARED PRACTICE: VELO PART Outcome Selected Compare and contrast majorapproaches or paradigms to managing and improving organizational performance. Passages from Part 1 of Velocity and their justification for effective business management Jacob, Bergland & Cox (2010, vii) stated that, “And VELOCITY – as a concept – is the means by which the organization orchestrates all of its resources, as well as all three improvement disciplines, and achieves both speed and direction towards strategic goals.” This passage was selected and considered necessary to effective business management due to the premise it gives to the components needed to achieve performance within the workplace. Through this passage... that...
2 Pages(500 words)Assignment

Shared Practice: Card Deck Activity

...SHARED PRACTICE: CARD DECK ACTIVITY SHARED PRACTICE: CARD DECK ACTIVITY Response to Jamie Wilson In the first round, there was only 1 of the rounds out of 15 that we did not agree with each other. In the second round however, the differences were 3. The implication that can be given here is that when people have the opportunity of correcting their wrongs or revisiting the same event, the chances that they will make new changes is higher. Most of these changes come as a result of personal reflection and deeper insight and resourceful thinking (Senge, 2006). In my personal professional experience also there are occasions when similar results are more...
1 Pages(250 words)Assignment

Discussion 2: Shared Practice: Velocity, Part 3

...DISCUSSION 2: SHARED PRACTICE: VELO PART 3 DISCUSSION 2: SHARED PRACTICE: VELO PART 3 Success has been noted to be a shared practice, which is best achieved when all stakeholders put their efforts together in a bid to getting the best for the organization (Corbett, 2006). The reason shared practice has always worked for companies that apply it is that it gives these companies the opportunity to put together the dynamic and diverse qualities and skills from various stakeholders. Once this is done, it can be guaranteed that there will be much effectiveness and efficiency...
2 Pages(500 words)Assignment

Velocity 2 - Part II

...VELO 2 - PART II VELO 2 - PART II Response to CHANEL ADAMS There are so many lessons learnt from your post on how to avoid waste and how well to utilize human resources to achieve the goals of the organization. Based on your last passage, I would like to add some more insight on how best the organization can achieve its employee utilization and balance the line as expected. As indicated by Jacob (2010), in applying velocity, it is important that what each member within the organization can do and do well be factored. Very unfortunately though, there are a lot of organizations that suppress the need for employees to grow by emphasizing on only a few...
1 Pages(250 words)Assignment

Velocity 3 - Part II

...VELO 3 - PART II Response to KENDRA MOODY Hi, as thorough as your presentation is, I still believe that there are a number of insights I can offer to what you have already indicated in your paper. Indeed, it is important that you noted the place of interrelatedness in the quest to achieving efficiency when you admitted that throughput leads to increase in money, and management of constraint leads to throughput (Jacob, Bergland & Cox, 2010). As much as this position is acceptable, my insight is that approaching efficiency through interrelatedness should be done with much caution and only after the management is convinced that it has what it takes to trend such lines. This...
1 Pages(250 words)Assignment

Shared Practice Evaluation Methods Part II

...Shared Practice Evaluation Methods Part II Lecturer: Shared Practice Evaluation Methods Part II Response to Maureen Hi Maureen, one thing that I particularly like about your alternatives with the decision making tools is how you focused not just on how much the company will be worth in the future but also on the value of the company in the present state. This is because quote (year) explained that the real future value of a company should be determined not just based on quantitative measure of its returns. Rather, it should be measured based on the extent of growth referred to from the point where the...
1 Pages(250 words)Assignment
sponsored ads
We use cookies to create the best experience for you. Keep on browsing if you are OK with that, or find out how to manage cookies.

Let us find you another Assignment on topic Shared Practice Velocity Part I responses for FREE!

Contact Us