Impact Of Lean Systems This Week

Impact Of Lean Systemsthis Week You Re

This week, you read about implementing a lean system in an effort to reduce the waste of resources, time, and effort. In addition, the impact of implementing a lean system was highlighted in the video “Process System Improvement: Implementation Featuring Gortrac.” Consider what you have read about implementing a lean system. Reflect on the effects of a lean system on workers and managers as demonstrated in the video program. Post by Day 3 a 250- to 300-word statement that addresses the following: What is the impact of implementing a lean system on the relationship between managers and employees? Do you believe lean systems have a positive or a negative impact on the relationships between managers and workers? Explain and support your response. Read a selection of your colleagues’ postings. Respond by Day 6 to two or more of your colleagues’ postings in one or more of the following ways: Ask a probing question. Share an insight from having read your colleague’s posting. Offer and support an opinion. Make a suggestion. Expand on your colleague’s posting. Return to this Discussion in a few days to read the responses to your initial posting. Note what you learned and the insights you gained as a result of the comments your colleagues made. Be sure to support your work with specific reference citations from the Learning Resources and any additional sources you consulted. All references must be cited in APA format in an alphabetized list of references at the end of your summary post.

Paper For Above instruction

The implementation of lean systems fundamentally alters the dynamics between managers and employees within an organization. This transformation, as showcased in the video “Process System Improvement: Implementation Featuring Gortrac,” reveals both positive and negative impacts on managerial-employee relationships, depending on how the lean principles are adopted and communicated.

One of the primary impacts of lean implementation is the promotion of a culture of continuous improvement and collaboration. Lean systems emphasize waste elimination, efficiency, and value creation, which necessitate active participation from all levels of staff. This participative approach can foster a culture of trust and mutual respect if managed appropriately. Managers become facilitators and coaches rather than authority figures solely dictating tasks, leading to a more egalitarian relationship. Employee empowerment is central in lean philosophy; workers are encouraged to identify inefficiencies and suggest improvements, which can increase job satisfaction and engagement (Womack & Jones, 2003).

However, the shift to lean systems can also strain the relationship between managers and workers if not implemented carefully. Resistance may occur if employees perceive lean initiatives as cost-cutting measures that threaten job security or lead to increased workloads. In the Gortrac case, the management attempted to involve employees actively in the process, emphasizing that lean would serve to make their work easier and more rewarding. This participative approach helps reduce skepticism and resistance, fostering a more positive relationship (Liker, 2004).

Nevertheless, the implementation process sometimes results in increased pressures for workers to meet new standards, potentially leading to stress and job dissatisfaction if not managed well. Managers need to balance efficiency goals with employee well-being. When this balance is achieved, lean systems can strengthen the relationship by building trust through transparency, shared goals, and mutual respect. Conversely, poor communication or perceived top-down mandates can damage relationships, fostering mistrust and dissatisfaction.

In my opinion, lean systems generally have the potential for a positive impact on management-employee relationships if implemented with clear communication, employee involvement, and attention to worker well-being. They promote a culture where employees feel valued and empowered, which can lead to improved morale and collaboration. Nonetheless, the success of this cultural shift depends heavily on leadership style and the execution of the lean initiative.

References

• Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. McGraw-Hill.
• Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation. Simon and Schuster.
• Schroeder, R. G., Goldstein, S. M., & Rungusanatham, M. J. (2013). Operations management in the supply chain: Decisions and cases (6th ed.). McGraw-Hill/Irwin.
• McGraw-Hill. (2013). Video clips. In Operations management in the supply chain: Decisions and cases. Gortrac case study.
• Shingo, S. (1989). A study of the Toyota production system from an industrial engineering viewpoint. Nippon Kogyo Publishing Co.
• Ohno, T. (1988). Toyota production system: Beyond large-scale production. Productivity Press.
• Rother, M., & Shook, J. (2003). Learning to see: Value stream mapping to add value and eliminate muda. Lean Enterprise Institute.
• Henry, R., & Shaw, R. (2008). Lean culture: Creating a Lean, resilient organization. Routledge.
• Kennedy, M. (2007). Lean manufacturing: Implementation and sustainability. Journal of Manufacturing Technology.
• Fujimoto, T. (1999). The evolution of a production system at Toyota. Oxford University Press.