Velocity 2 - Part II - Assignment Example

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 people for the attainment of organizational goals. In my opinion, this creates more waste. The reason this is said is that such employees who are neglected rather refuse to add any value to the organization. It is therefore important to identify lack of employee utilization as a major bottleneck within the organization, which is worth addressing for the collective success of the organization (King, 2011).

ReferencesJacob, D., Bergland, S., & Cox, J. (2010). Velocity: Combining Lean, Six Sigma, and the theory of constraints to achieve breakthrough performance. New York, NY: Free Press.King, P. L. (2011). The bottleneck conundrum: Breaking up logjams can be key for process plant production. Industrial Engineer: IE, 43(1), 41–46.Response to HEATHER MOLINEThe points you raised are very important and useful for any organization that wants to clearly identify why it is not improving. This is because conflict among management can be a major hindrance that will retard the growth of organizations.

As an insight to the situation, I believe that most organizations come to face this bottleneck when there is lack of clear consensus as to who should take leadership affair and manage the organization. Most of the time, everyone wants to be a leader of their own, creating so much conflict of ideas (King, 2011). There is however a way out to dealing with this situation. Instead of everyone seeing themselves as bosses, the company can employ the use of shared responsibility, where specific roles are defined to each person.

After this, each person must be given clear demarcations as to where their authority ends. Then more importantly, the roles of the leaders must be joined together with the collective goal of the organization so as to avoid the waste of leadership resources (Jacob, 2010). References Jacob, D., Bergland, S., & Cox, J. (2010). Velocity: Combining Lean, Six Sigma, and the theory of constraints to achieve breakthrough performance. New York, NY: Free Press.King, P. L. (2011). The bottleneck conundrum: Breaking up logjams can be key for process plant production.

Industrial Engineer: IE, 43(1), 41–46.