Shared Practice Velocity Part I responses - Assignment Example

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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…
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Shared Practice Velocity Part I responses
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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).
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.
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)
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: Read More
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