HUMAN RESOURCE DEVELOPMENT
KAIZEN
1. JAPANESE WORD
FOR CONTINUOUS
2. WHICH MEANS
THE IMPROVING OVERALL SYSTEM BY CONSTANTLY IMPROVING
3. KAIZEN PRACTITIONERS VIEW QUALITY AS AN ENDLESS JOURNEY,NOT A FINAL DESTINATION.ALWAYS
EXPERIMENTING.MEASURING,ADJUSTING AND IMPROVING
4. SEARCH FOR
ACTUAL TROUBLE SPOTS FOR IMPROVEMENT OF PRODUCT DESIGN AND PROCESSES
5. QUALITY
IMPROVEMENT IS CENTRAL TO JAPANESE SYSTEM
GENERAL AVENUES
1. IMPROVED AND
MORE CONSISTENT PRODUCT AND SERVICE QUALITY
2. FASTER CYCLE
TIME( RANGING FROM PRODUCT DEVELOPMENT ORDER PROCESSING TO PAYROLL PROCESSING )
3. GREATER
FLEXIBILITY
4. LOWER COST
AND LESS WASTAGE
JUST IN TIME AND KANBAN SYSTEM
1. A PHILOSOPHY THAT FOCUSES ATTENTION ON ELIMINATING WASTE BY PURCHASING OR MANUFACTURING JUST
ENOUGH OF THE RIGHT ITEMS JUST IN TIME.
2. JUST IN HAND
TO MOUTH APPROACH
3. STANDS FOR
PRODUCING NECESSARY UNITS IN NECESSARY QUANTITIES AT THE NECESSARY TIME
4. PURPOSE IS TO PRODUCTS PRODUCTS IN SUCH A WAY :
1. MINIMUM WORK
IN PROCESS
2. MINIMUM STOCK
OF FINISHED GOODS IN THE INVENTORY
JUST IN TIME
1. PURCHASE AND
PRODUCE GOODS IN SMALLER BUT HIGH QUALITY LOTS
2. DESIGN MORE
EFFICIENT WORKFLOWS BY ELIMINATING COSTLY BOTTLENECKS
3. REDUCE SCRAP
AND REWORK
4. PREVENT
DISRUPTIVE MACHINE BREAKDOWN
5. ENHANCE
EMPLOYEES MOTIVATION THROUGH GENUINE PARTICIPATION OR EMPOWERMENT
KANBAN
1. IS AN
INTEGRAL PART OF JIT SYSTEM
2. KANBAN IS A
PULL INVENTORY SYSTEM AIMED AT PART FEEDER STAGES OF PRODUCTION
3. TWO TYPES OF
KANBANS : WITHDRAW ABLE KANBAN:- THE QUANTITY TO BE WITHDRAWN BY SUBSEQUENT
PROCESS IS WRITTEN ON WITHDRAWAL KANBAN WHILE THE QUANTITY THAT SHOULD BE
PRODUCED BY THE PRECEDING PROCESS IS SHOWN ON THE PRODUCTION KANBAN.
TECHNIQUES OF TQM
1. BENCH MARKING
2. EMPOWERMENT
3. RE ENGINEERING
EMPOWERMENT
1. IS A KEY BUILDING BLOCK OF PROGRESSIVE MANAGEMENT BY THOSE WHO VIEW POWER AN UNLIMITED
RESOURCES
2. THE MORE
POWER GIVEN TO LOWER LEVEL,INCREASE IN PRODUCTIVITY AND PERFORMANCE
3. EMPLOYMENT
OCCURS WHEN EMPLOYEES ARE ADEQUATELY TRAINED,PROVIDED WITH ALL RELEVANT INFORMATION AND THE BEST POSSIBLE TOOLS,FULLY INVOLVED IN KEY DECISIONS AND
FAIRLY REWARDED FOR RESULT.
4. TQM EMPOWERS
THE EMPLOYEES AT ALL THE LEVELS IN ORDER TO TAP THEIR FULL
CREATIVITY,MOTIVATION AND COMMITMENT
5. THE OTHER
PRACTICES WHICH ENCOURAGES TEAMWORK AND EMPLOYER INVOLVEMENT INCLUDE SUGGESTION SYSTEM,QUALITY CIRCLES,SELF MANAGED TEAMS. PARTICIPATIVE LEADERSHIP
BENCH MARKING
1. BENCH MARKING IS THE PRACTICE OF IDENTIFYING,STUDYING AND BUILDING UPON THE BEST PRACTICES IN
THE INDUSTRY OR IN THE WORLD
2. LEARNING FROM
THE EXPERIENCES AND BEST PRACTICES OF OTHERS IS ESSENTIAL TO SURVIVE AND GROW IN
THE COMPETITIVE SCENARIO.
3. DYNAMIC COMPANIES ARE CONSTANTLY ARE CONSTANTLY MONITORING INFORMATION FROM THE
EXTERNAL ENVIRONMENT TO COMPARE THEIR PROCESS.PRODUCTS AND SERVICES WITH THE
BEST INDUSTRY PRACTICES KNOWN AS BENCH MARKING.
EXAMPLE OF XEROX
1. BENCH MARKING WAS DEVELOPED AND USED BY XEROX FOR REGAINING MARKET SHARE THAT HAS BEEN LOST
TO JAPANESE COPIER MANUFACTURING
2. XEROX
UNDERTOOK A STUDY OF COMPETITOR’S PRODUCTS IN TERMS OF QUALITY,FEATURES AND
COSTS IN COMPARISON WITH XEROX’S PRODUCTS
3. LEARNED
THAT THAT UNITS MANUFACTURING COSTS WERE
EQUAL TO THE BEST JAPANESE MAKER’S SELLING PRICE
4. COMPANY
ASSEMBLED ITS TOP 25 MANAGERS TO BEGIN
PLANNING THEIR HUMAN RESOURCE SYSTEM AND TQM
5. FORD USED
BENCH MARKING TO MAKE THE TAURS A WORD CLASS AUTOMOBILE IN 1980
THE BENCH MARKER’S GUIDE
1. PICK A
SPECIFIC AREA FOR IMPROVEMENT
2. SEND OUT THE
PEOPLE WHO WILL HAVE TO MAKE THE CHANGES
3. BE PREPARED
TO EXCHANGE INFORMATION
4. AVOID LEGAL
PROBLEMS
5. RESPECT THE
CONFIDENTIALITY OF THE DATA YOU OBTAINED
REENGINEERING
RE ENGINEERING: THE TERM RE ENGINEERING (REFERRING TO RADICAL QUANTUM CHANGE IN AN ORGANIZATION) COMES
FROM THE HISTORICAL PROCESS OF TAKING APART AN ELECTRONICS PRODUCT AND DESIGNING
A BETTER VERSION. THE TERM WAS COINED BY MICHAEL HAMMER AND CHAMPTY IN THEIR
BOOK, “THE FUNDAMENTAL RETHINKING AND RADICAL REDESIGN OF THE BUSINESS
PROCESSES TO ACHIEVE IMPROVEMENT IN PERFORMANCE SUCH AS COST, QUALITY AND
SERVICE.
TO IMPROVE EFFICIENCY BY STREAMLINING CURRENT OPERATIONS IS NOT
OBJECTIVE BUT TOTAL REDESIGN OF OPERATIONS BY ANALYZING JOBS AND ASKING HOW
THIS WORK CAN BE DONE MOST EFFICIENTLY. RATHER THAN MODIFYING CURRENT WORK
PROCEDURE, THE REENGINEERING PROCESS BEGINS WITH A CLEAN SLATE AND THE JOB FROM
THE BEGINNING TO END. OBJECTIVE IS TO ELIMINATE INEFFICIENCIES AND INCREASE
PRODUCTIVITY AND PERFORMANCE. STEPS OF REENGINEERING ARE GIVEN BELOW:-
STEPS
1.
FIRST STEP STARTS WITH TOP
MANAGEMENT RETHINKING THE BASIC MISSION OF THE ORGANIZATION AND CLEARLY
DECIDING WHAT BUSINESS THEY ARE REALLY IN AND WHAT THEY WANT TO E
2.
TOP MANAGEMENT WILL PLAY IN LEADING THE PROCESS THUS ENSURING OVER ALL
COOPERATION
3.
MANAGEMENT WILL CREATE SENSE OF URGENCY AMONG ALL REGARDING THE NEED
FOR REENGINEERING ENSURING COMMITMENT
4.
INITIALLY FINDING OUT WHAT CUSTOMER WANTS OR NEEDS AND THEN CREATING
ORGANIZATION STRUCTURE TO FACILITATE THE CUSTOMER
5.
TOP MANAGEMENT TO INVOLVE TOP DOWN AND BOTTOM UP INITIATIVE.
PARTICIPATION AND INVOLVEMENT OF THE EMPLOYEES AT ALL LEVELS IS IMPORTANT.
ROLE OF HR
1.
THE SUCCESS OF REENGINEERING IS POSSIBLE WHEN THE COMPANY TUNES IN HR
PRACTICES IN LINE WITH ITS RADICAL TRANSFORMED BUSINESS PROCESS. HR CAN
CONTRIBUTE TO ITS PROCESS BY ITS EFFECT ON:
2.
BUILDING COMMITMENT
3.
TEAM BUILDING
4.
CHANGING THE NATURE OF WORK
5.
EMPOWERING THE JOBS
HR CAN PLAY A GREAT ROLE IMPROVING COMMITMENT OF EMPLOYEES BY HIRING
COMPETENT PEOPLE, OFFERING THE RIGHT INCENTIVES AND INSTALLING EFFECTIVE TWO
WAY COMMUNICATION PRACTICES. HR CAN HIRE PEOPLE WHO WORK IN PROCESS ORIENTED
TEAMS SHARING THEIR SKILLS AND EXPERIENCE FREELY. IT CAN ALSO OFFER ADDITIONAL
TRAINING TO EMPLOYEES SO AS TO IMPROVE THEIR ‘ TEAM RELATED ‘ SKILLS AND MAKE
THEM CAPABLE OF HANDLING CROSS FUNCTIONAL AND ENRICHED TASK IN EFFICIENT WAYS.
EXAMPLE
MOST FAMOUS EXAMPLE OF QUALITY MANAGEMENT IS TOYOTA
IMPLEMENTED KANBAN
SYSTEM TO MAKE ITS ASSEMBLY LINE MORE EFFICIENT.
EXXON USED TQM TO
REBRAND THE COMPANY AS A “ TRUSTED FUEL PROVIDER AND THAT ALSO MEANT THEIR
SERVICE STATIONS OWNERS WERE ASKED TO EMULATE EXXON’S CORPORATE BELIEF INTO
THEIR FRANCHISES..TQM ENSURES QUALITY AND ALSO CONSIDER THE CUSTOMER OR THE
END USER
WITH THE FUEL
BUSINESS EVER SO COMPETITIVE. EXXON FELT THE NEED TO EXPLORE CUSTOMER RELATED
ISSUES BY USING TQM RATHER THAN ONLY RELYING ON COMPETITIVE PRICING BECOMING ONE
OF THE COMPANIES THAT BENEFITED FROM TQM
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