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Essay / Research Paper Abstract
This 6 page paper considers the way in which implementation of kaizen may bring about successful change. The writer examines this by looking at Critikon, a subsidiary company of the Johnson & Johnson group that showed a high level of improvement following its’ implementation. The bibliography cites 4 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEkaizen.rtf
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Unformatted sample text from the term paper:
has occurred at numerous companies, but if we look Florida company Critikon, a subsidiary of Johnson & Johnson the results were astounding. Productivity was increased by 50%, the cycle times
were reduced by 60%, inventory expenses were cut by 30% and waste was reduced by 53% (Day, 1995). In addition to this the quality also improved by 94%, all as
a result of Herb Browns implementation of kaizen (Day, 1995). These results are enviable however when we look at why this was such as success we need to consider the
way the change was introduced from a human resource perspective, as it is the human value that will create success in any system of operation. Therefore, HR management very
important in any change. In looking at Critikon before the change there were may problems. The company was in a situation of stagnation. Many attempts to increase productivity and
reduce costs had been attempted, none of which had succeeded (Tanner and Roncarti, 1994). These included both operations investments and reorganisations as well as HR tools including training. There were
problems with the lead time of the products, and the level of productivity has remained stagnant for the previous five years (Tanner and Roncarti, 1994). This had resulted in a
situation where the company was loosing its ability to compete, the market was developing and evolving, and increasing demand for more innovative products had resulted in rising stock levels ((Tanner
and Roncarti, 1994). When Herb Brown joined the company as the manufacturing director he brought about may changes, these were aimed at making the plant more profitable and competitive, but
the implementation was a people based approach. Here it is briefly worth considering the process of change and what is needed. In understanding this we may then see how
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