This this change may like to oppose and in

This section explains the importance of leadership and
management when adopting new production philosophies. In process industry the
change is vary by frequency, scope, depth, marketing dynamics and related to
production by change in production process and management (Keren et al., 2002
).From the book of Lean Tool Box, the question to think about is ‘How change
can be implemented with employs and machines?’ (John Bicheno, 2009). It is easy
to change layouts, moving position of machines and re-designing the material
flows. Changing the human mentality is far. Manufacturing and service
operations are like Scio-technical systems, to get desired efficiency humans
and machines have to work with harmony. If change does not match the level of
performance then system will fail. Any change can cause problem to human in
other form, employs that do not collaborate with new methods will be the
bottlenecks. Executing change means making change in mental models of the
people known as social system. It is very important to notice that change in
any of the above process can change the work space and methods of the
individual and not managing this change may like to oppose and in some case
destroy the changes. Peter Senge, The fifth Discipline has 10 laws gives the
excellent knowledge to avoid implementation issues. To change the behaviour of
the people performance measures are taken to reward incentives for the sake of
promotion. People will always try to work hard for the performance in order
make bonus. To see the organisation in future from current state action plan
should be taken by using mapping and transformation.

From the literature, the implementation of new
philosophies such as lean manufacturing and similar innovative principles is
not always successful. The explanation provided is that replacing traditional
system in to other system may frustrate the process of transformation. In this
paper author argues that lean principles brings new control, which alters views
of the people (Santra, 2015). To resolve these tensions the system should be
realise full benefits of the change.

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One of the papers from literature talks about human
behaviour with regards to the transformation of traditional principles to lean
philosophy implementation. Chief-management leadership and intrinsic benefits
analyses to change will play important role in the transformation to a lean. It
is a great show up for the acceptance when group leaders participating in
implementing the lean principles. Group leaders can express acceptance of
change enthusiastically by participating in change. By taking initiative role
in learning new philosophies and applying them in workplace can influence
others.  Teamwork is the main criteria to
achieve common goal towards lean objectives without arguing. For instance,
synergistic multi person work cell, where the job and responsibilities are
defined, that work in coordination are likely to achieve quality production and
delivery (R.S.Keyser, 2016). In practical world it creates problem for
engineering managers in quality, productivity, mental ability and ultimately
profitability which falls on organisation’s ability to survive. Active
involvement of senior and mid management should motivate organizational change
like catalyst. Leaders must provide required commitment and blueprint for a
prosperous transition to change.