Choudhury that manufactur?s throughout th? world. Not d?p?nd?nt

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Choudhury that manufactur?s throughout th? world. Not d?p?nd?nt

Choudhury
(2014) stat?d that th? history of Kaiz?n b?gins aft?r World War II wh?n Toyota first impl?m?nt?d
quality circl?s in its production proc?ss. This was influ?nc?d in part by Am?rican
busin?ss and quality manag?m?nt t?ach?rs who visit?d th? country. This r?volutionary conc?pt b?cam?
v?ry popular in Japan in th? 1950s. Th? t?rm Kaiz?n actually b?cam?
famous around th? world through th? works of Masaaki Imai.

 

Kaiz?n in industry is about Continuous
Improv?m?nt (CI) in ?v?ry rol? insid? th? company which involv?s all ?mploy??s in
diff?r?nt positions from th? Chi?f ?x?cutiv? Offic?r to th? p?rsonn?l in ass?mbly
lin?. Kaiz?n is also r?l?vant to all actions insid? th? company.

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According to Mika
(2006), Kaiz?n has b??n impl?m?nt?d in just about ?v?ry country that manufactur?s
throughout th? world. Not d?p?nd?nt on th? languag? or ?ducation l?v?l of th? workforc?, it
has b??n mast?r?d by company pr?sid?nts as w?ll as ?ntry-l?v?l work?rs,

Th?r? ar? lots of strong compani?s which adopt th?
philosophy of Continuous Improv?m?nt which is originat?d from Kaiz?n, on? of
thos? company is Trumpf. Trumpf is giant play?r in
th? manufacturing industry which produc?s sh??t m?tal proc?ssing ?quipm?nt, industrial las?rs, ?l?ctronics, and m?dical ?quipm?nt
for d?liv?ry to mark?ts throughout th?
world.

 

?valuat? Trumpf’s l?an production syst?m “Synchro” as
an instrum?nt of incr?m?ntal innovation manag?m?nt.

 

 

Trumpf’s Synchronous Production

 

TRUMPF has d?v?lop?d its own synchronous production
syst?m in 1998 which is call?d Synchronous Production or Synchro. It involv?s a
syst?m of various m?thods for syst?matically improving production proc?ss?s and
simultan?ously improving th? quality of th? products. Trumpf’s id?a of Synchro brings
th? knowl?dg? of l?an production ov?r into th?ir machin? manufacturing busin?ss.

 

G?rybadz? ?t al., (2010) stat?d that th? c?ntral id?a
of l?an manag?m?nt is th? ?limination of wast?. This is bas?d on th? r?cognition
that not ?v?rything that ?mploy??s do during a typical workday adds valu?.
SYNCHRO ?mploys thr?? principl?s to ?liminat? wastag?:

 

• Th? larg?st sourc? of wast? is ov?rproduction. For this r?ason,
production tak?s plac?s ?xclusiv?ly in r?spons?
to ord?rs plac?d.

• This is only possibl? if p?rf?ct quality is achi?v?d at all tim?s
as a r?sult of s?cur? proc?ss?s.

• Th? basis for any improv?m?nt is th? knowl?dg? and cr?ativity of
all ?mploy??s, which is why th?y ar? involv?d
at all stag?s.

 

 

 

2.According to Trumpf’s
company profil?, digital conn?ctivity and smart factory solutions play a larg? rol? in Trumpf’s product d?v?lopm?nt.
How do?s Trumpf us? op?n innovation to comp?t? in th?s? fast
changing mark?ts? What ?ls? can b? don? to improv? Trump’s way to b? innovativ?? List pot?ntial focus points
and s?l?ct your top 3. ?xplain your s?l?ction crit?ria. (Pl?as? us?
additional information about Trumpf b?yond th? cas? study for this qu?stion)

 

 

 

 

 

 

3.
Which ?l?m?nts of a good innovation cultur?/organization can you id?ntify at
Trumpf?

Would you hav? furth?r r?comm?ndations?

 

 

 

 

 

 

 

1. A
diff?r?nt s?t of ?y?s. An

inquisitiv?, outspok?n
individual

not from th? ar?a cov?r?d
by th?

workshop; this m?mb?r
can s??

things that may oth?rwis?
b? ov?rlook?d

and is a sourc? of fr?sh

id?as.

2.
Manufacturing or product

?ngin??rs.
Th? rol? of th? ?ngin??r

is critical b?caus?
typically 80

p?rc?nt of a product’s
cost is “cast

in ston?” during th? d?sign
proc?ss.

3. Som?on?
curr?ntly assign?d

to th?
proc?ss. This h?lps to cr?at?

own?rship for th? chang?s
and

r?sponsibility for impl?m?ntation.
It

is also ?ff?ctiv? to hav?
som?on?

from upstr?am and
downstr?am of

th? s?l?ct?d ar?a.

4.
Maint?nanc? or faciliti?s.

Many workshops involv?
moving

?quipm?nt and
workstations.

5. Mat?rials
plann?rs/buy?rs.

This rol? is important
in addr?ssing

mat?rial control and sch?duling

issu?s.

6.
Influ?ntial informal l?ad?rs.

7. Saf?ty
coordinator. Th?

t?am may n??d
consultation on th?

saf?ty implications of
various

improv?m?nt r?comm?ndations.

8.
Suppli?rs. Suppli?rs s?rv? as

a diff?r?nt s?t of ?y?s
and can off?r

insight into solutions
outsid? of th?

t?am’s influ?nc?.

9. Ad
hoc m?mb?rs. Som?tim?s

a t?mporary m?mb?r may b?

n??d?d to provid? ?xp?rt
input about

a product, s?rvic?, or
proc?ss.

Using th? standard work
t?am

s?l?ction proc?ss ?nsur?s
that ?ach

workshop has th? b?st
balanc? of

p?opl? and skills to cr?at? a b?tt?r

Op?n
Innovation

St?fan Lind?gaard (2010) with his book Th? N?w Op?n
Innovation R?volution stat?d that 10 ?ss?ntial ?l?m?nts of an op?n innovation
cultur? ar?:

P?opl? who can manag? r?lationships
with custom?rs and

partn?rs. This r?quir?s agil? and fl?xibl?
p?opl? who hav?

th? soft skills of ?motional int?llig?nc?
— fundam?ntal social

skills such as s?lf – awar?n?ss, s?lf
– fulfillm?nt, and ?mpathy — in

addition
to traditional int?llig?nc? skills.

Willingn?ss to acc?pt that not all th?
smart p?opl? work in

your d?partm?nt or ?v?n for your company,
and a corr?sponding

willingn?ss to find and work with
smart p?opl? both

insid? and outsid? th? company.

 

Willingn?ss to h?lp ?mploy??s build th?
knowl?dg? and

und?rstanding of how an id?a or t?chnology
b?com?s a profitabl?

busin?ss, p?rhaps by d?v?loping a job
– rotation program

that
could ?v?n ?ngag? partn?rs and custom?rs.

Und?rstanding that failur?s r?pr?s?nt
opportuniti?s to l?arn,

and a willingn?ss to r?ward thos? ?fforts
and that way of l?arning. Failur? is a fact of lif? for compani?s that pursu? innovation
s?riously, and a l?ad?r ‘ s r?spons? has a hug? ?ff?ct

on
company cultur? and, th?r?for?, on futur? proj?cts.

 

 

 

 

Dismissing NIH (Not Inv?nt?d H?r?). If
w? mak? th? b?st

us? of int?rnal and ?xt?rnal id?as, w?
will win. W? don ‘ t n??d

to own ?v?rything ours?lv?s and k??p
it und?r tight wraps.

W? should profit from oth?rs ‘ us? of
our innovation proc?ss,

and w? should buy oth?rs ‘ int?ll?ctual
prop?rty wh?n?v?r it

advanc?s
our own busin?ss mod?l.

 

Willingn?ss to striv? for balanc? b?tw??n
int?rnal and ?xt?rnal

R & D. ?xt?rnal R & D can cr?at?
significant valu?; int?rnal R & D

is n??d?d
to claim som? portion of that valu?.

Willingn?ss to b? a risk tak?r rath?r
than b?ing risk av?rs?,

whil?
using common s?ns? to balanc? th? risk l?v?l.

Acc?pting that op?n innovation do?s
rais? int?ll?ctual prop?rty

issu?s. Your l?gal t?am can ?ith?r
choos? to play off?ns?

or d?f?ns?. Hop?fully, th?y ‘ ll adopt
a constructiv? approach

that supports progr?ss toward th?
company ‘ s busin?ss d?v?lopm?nt

goals.

Und?rstanding that op?n innovation r?quir?s
op?n communication.

Work around th? confid?ntiality and
int?ll?ctual

prop?rty
rights issu?s to cr?at? an ?nvironm?nt built on trust.

Not n??ding to always b? first.
Building a b?tt?r busin?ss

mod?l
is b?tt?r than g?tting to mark?t first.

 

 

 

 

 

 

Pr?mium compani?s ar?
good ?xampl?s for op?n innovation: Th?y aim at r?ducing

th? cost and duration of
th?ir innovation proj?cts by ?ngaging in various forms

of coop?ration and partn?ring
to gain acc?ss to know-how and innovation id?as

(Ch?sbrough, Vanhav?rb?k?,
& W?st, 2006).

 

Figur?
1: Op?n Innovation Mod?l; Sourc?: Ch?sbrough, Vanhav?rb?k?, & W?st (2006) pag? 3

 

 

 

Figur? 1 which is cr?at?d by Ch?sbrough, Vanhav?rb?k?, and W?st (2006)   shows a r?pr?s?ntation of an Op?n Innovation
mod?l. With this mod?l, company’s proj?cts
can b? launch?d from ?ith?r int?rnal or ?xt?rnal sourc? of t?chnology. N?w t?chnology can ?nt?r into th? proc?ss at
various diff?r?nt stag?s, and also th? proj?cts can b? launch?d to th? mark?t
in many ways as w?ll in
addition to going to mark?t through th? company’s
own mark?ting and sal?s chann?ls.

 

G?rybadz? ?t al., (2010) stat?d that, partn?rs ar? typically suppli?rs
with whom th?y shar? major d?v?lopm?nt proj?cts, contract r?s?arch
or ?ngin??ring firms and sp?cializ?d compani?s in n?ighboring
s?ctors. Th? succ?ss of op?n innovation
arrang?m?nts d?p?nds gr?atly on th? partn?rs’r?adin?ss to ?quitably shar? th? b?n?fits
of th?ir coop?ration. Pr?mium compani?s willingly
?ngag? in contractual agr??m?nts and coop?rativ? mod?s to saf?guard th? succ?ss of joint innovation proj?ct

 

Pr?mium compani?s ?njoy
a corporat? cultur? which supports innovativ? thinking, t?am b?havior and fl?xibility of th?ir p?opl?.
This is what can b? call?d an innovation cultur?.
Th?y hav? brought it about by g?tting th?ir p?opl? to und?rstand and support th? obj?ctiv?s of th? company’s innovation
strat?gy, by having th?m participat? in th?
d?cisions for innovation proj?cts and assum? r?sponsibility for th? succ?ss of th?s? proj?cts, by providing th? fram?work
for int?rnal coop?ration and ?ff?ctiv? coordination,
by cr?ating transpar?ncy of th? innovation proc?ss and by inc?ntivizing commitm?nt. Top manag?m?nt of pr?mium
compani?s is s??n to communicat? op?nly
and to b?hav? in a coop?rativ? and participativ? mann?r.

 

 

 

 

 

 

 

 

 

 

 

 

Conclusion

 

 

 

Th? application of Continuous Improv?m?nt which is
appli?d by Trumpf ?xplains that kaiz?n philosophy is v?ry ?ff?ctiv? if it is w?ll
impl?m?nt?d.

 

Th? t?am form?d by Trumpf us?d th? kaiz?n philosophy
and acknowl?dg?d that th?y would b?com? mor? ?ffici?nt and productiv? 

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