Question

Activity 3C (Estimated Time
20 Minutes)

Objective?/
To provide you with an opportunity to establish and assign responsibility for recording systems to track continuous improvements in sustainability approaches.
_____________________________
Activity
1. First, write a list of all the tasks that need to be done to track continuous improvements in sustainability approaches.
Answer:-......

2. Next, explain how you propose to assign people to those tasks. Do you need a large team? Explain your answer.

Answer:-......

Answer 1

1.Ans a) Hold People Accountable with a Sequential Governance Model.

b)Drive Execution with a Well-Defined Managing Process.

c) Engage the Organization with a Structured Deployment Approach and

d)Build Understanding with a Prescriptive Content Framework.

2Ans.Continuous improvement should never be put in place simply because “everyone else is doing it.” When creating an organization’s strategy, hopefully with a push-pull process such as Hoshin Kanri, top managers and department leaders wrestle with “what do we need to do?” and “how are we going to do that?” In the course of that iterative discussion, continuous improvement projects are identified and a continuous improvement strategy is developed in alignment with the overall organization strategy.

Communications are vital to effectiveness and sustainability of any organizational effort, and especially continuous improvement. Because improvement efforts are somewhat separate from day-to-day operational tasks, it’s important to tie them intimately to strategic vision and operational goals. A proactive communication plan that is conveyed consistently from both continuous improvement leaders and operational leaders is essential.

Leaders and practitioners have generally had extended and repeated exposure to continuous improvement goals, language, features, and methodologies before they make the decision to launch continuous improvement as part of the organization’s strategy and operations. Meanwhile, other members of the workforce are hearing something new and different and being asked, or told, to change the way they do things. They’re moving out of their comfort zone. It may be fairly easy to try something new, but it’s also fairly easy to fall back to that comfort zone.

Training and resources for managing change can help get people beyond the resistance seen in early stages of change to actually embracing the change. With appropriate training, communications, and reinforcement, the culture can shift so much that workers thrive in an environment built on regular change.