The Hansei Process Occurs Constantly And Consistently 573275
The Hansei Process Occurs Constantly And Consistently At Toyota For
The hansei process occurs constantly and consistently. At Toyota, for example, even if a project is successful, there is still a hansei-kai (reflection meeting) to review what went wrong. According to Jeffrey Liker, author of The Toyota Way, if a manager or engineer claims that there were not any problems with the project, he or she will be reminded that there is always room for improvement. In other words, they have not objectively and critically evaluated the project to find opportunities for improvement, or they did not stretch to meet (or exceed) their expected capacity. The concept on the use of hansei is not a required component of the final project, but rather an opportunity for you to step back and reflect on the project in regards to the knowledge you have gained.
Reflect on the coursework that you completed while working toward the final project in this course, which you will be submitting this week, using the Hansei process. Identify two things you would do differently if you were involved in a similar situation at Netflix in the future. Explain your rationale for the items you have identified and what your different approach would be. This will help you to create clear plans for ensuring that it does not reoccur.
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Applying the Hansei process to my coursework has been a valuable exercise in continuous improvement and self-reflection. Throughout the project, I recognized that one area for improvement was my initial planning phase. At the start, I underestimated the time required to gather and analyze data comprehensively. If I were to approach a similar project at Netflix in the future, I would dedicate more time to detailed planning and early stakeholder engagement to clarify project objectives and expectations. This adjustment would help reduce last-minute discrepancies and ensure that the project scope aligns more accurately with resource availability. The rationale behind this approach is rooted in the understanding that thorough planning minimizes setbacks during execution, which aligns with Netflix’s emphasis on high-quality content delivery within aggressive timelines (Hastings & Meyer, 2020). A more strategic planning phase would enable me to anticipate potential risks and address them proactively, thereby improving overall project flow and outcomes.
Another aspect I would modify is my communication strategy. During the coursework, I realized that I occasionally hesitated to seek feedback or updates from team members, which led to missed opportunities for early problem detection. At Netflix, I would implement a more structured and frequent communication schedule, utilizing collaborative tools such as Slack and project dashboards to foster transparency and real-time updates. This approach is essential in a fast-paced environment like Netflix, where agility and swift problem resolution are critical to project success (Gomez-Uribe & Hunt, 2015). By proactively facilitating open lines of communication, I would ensure that issues are identified and addressed promptly, reducing delays and enhancing team cohesion. This reflection aligns with the Hansei philosophy, emphasizing continuous, deliberate improvement through honest self-evaluation and iterative adjustments to processes and behaviors.
References
Gomez-Uribe, C. A., & Hunt, N. (2015). The Netflix recommender system: algorithms, business value, and innovation. ACM Transactions on Management Information Systems, 6(4), 1-19.
Hastings, R., & Meyer, E. (2020). No rules rules: Netflix and the culture of reinvention. Penguin Publishing Group.
Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill Education.
Sutherland, J., & Schwaber, K. (2017). The Scrum Guide. Scrum.org.
Trompenaars, F., & Hampden-Turner, C. (2012). Riding the Waves of Culture: Understanding Diversity in Global Business. Nicholas Brealey Publishing.