Process Management is about continuous improvement. Discuss similarities and differences between the Deming Cycle Methodology and the Kaizen approach to process improvement. Refer to this week’s lecture before crafting your post. ANSWER <!– /* Font Definitions */ @font-face {font-family:”Cambria Math”; panose-1:2 4 5 3 5 4 6 3 2 4; mso-font-charset:1; mso-generic-font-family:roman; mso-font-pitch:variable; mso-font-signature:0 0 0 0 0 0;} @font-face {font-family:Calibri; panose-1:2 15 5 2 2 2 4 3 2 4; mso-font-charset:0; mso-generic-font-family:swiss; mso-font-pitch:variable; mso-font-signature:-469750017 -1073732485 9 0 511 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-unhide:no; mso-style-qformat:yes; mso-style-parent:””; margin-top:0in; margin-right:0in; margin-bottom:8.0pt; margin-left:0in; line-height:107%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:”Calibri”,sans-serif; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:Calibri; mso-fareast-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:”Times New Roman”; mso-bidi-theme-font:minor-bidi;} p.MsoHeader, li.MsoHeader, div.MsoHeader {mso-style-priority:99; mso-style-link:”Header Char”; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; tab-stops:center 3.25in right 6.5in; font-size:11.0pt; font-family:”Calibri”,sans-serif; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:Calibri; mso-fareast-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:”Times New Roman”; mso-bidi-theme-font:minor-bidi;} span.HeaderChar {mso-style-name:”Header Char”; mso-style-priority:99; mso-style-unhide:no; mso-style-locked:yes; mso-style-link:Header; mso-ansi-language:EN-US;} .MsoChpDefault {mso-style-type:export-only; mso-default-props:yes; font-family:”Calibri”,sans-serif; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:Calibri; mso-fareast-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:”Times New Roman”; mso-bidi-theme-font:minor-bidi; mso-ansi-language:EN-GB;} .MsoPapDefault {mso-style-type:export-only; margin-bottom:8.0pt; line-height:107%;} @page WordSection1 {size:8.5in 11.0in; margin:1.0in 1.0in 1.0in 1.0in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.WordSection1 {page:WordSection1;} –> Process Management Process management is the activity that entails aligning processes so that they can go by the organization’s strategic goals. It also involves implementing all the planned processes and coming up with measurement protocols that show whether the goals have been achieved or not. Providing the right education to managers and employees is still part of the process management as they are made aware of how to achieve the set goals and objectives. The point of focus, in this case, will be on Deming Cycle Methodology and Kaizen approach. The Deming Cycle methodology refers to a management method that involves controlling or taking care of the continuous process in an organization (Dudin et al., 2015). It is all about making plans, implementing them, checking their effectiveness and acting where necessary. On the other hand, the Kaizen approach majors not on one instance of change, rather it focuses on the continuous activities that improve the facility at hand (Alukal & Manos, 2006). For instance, the improvement can be in the form of eliminating waste or making the work environment safer. Deming Cycle entails making small changes that are tested before being utilized fully. This is different from the Kaizen approach that involves making small changes to the whole process, and the evaluation is done at the end. The major similarity between Deming Cycle methodology and the Kaizen approach is that they both involve making changes to the processes that are taking place in an organization. The other similarity is that both methods involve making plans on how the changes needed can be implemented (Langley & Moen, 2009). This happens after a gap has been identified in the production stages and therefore call for measures to be put in place to fill them. The two approaches rely on the fact that making small changes to the existing process will lead to major and better results in the long run. References Alukal, G., & Manos, A. (2006). Lean Kaizen: a simplified approach to process improvements. Quality Press. Dudin, M., Frolova, E., Gryzunova, N., & Shuvalova, E. (2015). The Deming Cycle (PDCA) concept as an efficient tool for continuous quality improvement in the agribusiness. Asian Social Science, 11(1), 239-246. Langley, J., & Moen, D. (2009). “The improvement guide: a practical approach to enhancing organizational performance.” Jossey-Bass. |
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