Please enable JavaScript.
Coggle requires JavaScript to display documents.
The Role of Human Resource Development in Continuous Improvement: …
The Role of Human Resource Development in Continuous Improvement:
Facilitating Learning and Change
Continuous Improvement (CI)
Key Success to CI
Ongoing process of plan
(planning improvements)
Do
(implementing improvements)
Check
(whether expected performance have been achieved)
Act
(standardise the new practice)
Major potential benefits of CI
staff performance in the form of improved development
Set-up time
Stock and reduced waste
Handling
Breakdowns and leak time
Empowerment and participation
Improvement and quality of work life
Literature of CI
Bessant and Caffyn (1997):
Successful CI requires long term organisational commitment to a course of action and the development of a consistent set of shared values or beliefs
Biazzo and Bernandi (2003)
:
Organisational capabilities for sustainable and incremental innovation can only be developed by a number of behavioural routines
Bessant and Caffyn (1997):
routines include ability to-
generate sustained involvement in continuous improvement
link continuous improvement activities to the strategic goals of the company
move continuous improvement activity across organisational boundaries
manage strategically the development of continuous improvement
articulate and demonstrate continuous improvement values
learn through continuous improvement activities
McAdam, Stevenson and Armstrong (2000):
development of a CI culture by companies is strongly
associated with the development within companies of an innovation culture
Gieskes, Hyland, & Magnusson (2002)
: CI require ‘learning to learn’/learning to improve ever-more efficiently & effectively and to tackle ever-more complex improvement problems and challenges both within and across organisational elements of supply chains
Learning and Work
Nonaka (1991)
: knowledge creation flows from explicit to explicit and tacit to tacit
Nonaka and Takeuchi (1995)
: knowledge creation is a spiralling process of interaction between explicit and tacit knowledge
Leonard-Barton (1992):
core capability of the firm is the knowledge set that distinguishes and provides a competitive advantage. 4 dimension of knowledge:
employee knowledge and skills
technical systems
managerial systems
values and norms
Knowledge:
information that is enriched through its interpretation, analysis, and the context in which it is examined
Information:
data that has been organised, analysed, and interpreted by computer or people
Collaboration across professional boundaries are important to maximise the organisation's benefits from the information and knowledge of its members
8 Learning behaviours as central to CI by Bessant and Caffyn (1997)
Managers support experimentation by not punishing mistakes, but by encouraging learning from them
People and teams ensure that their learning is incorporated into the organisation by making use of the mechanisms provided
The organisation articulates and consolidates the learning of individuals and groups
Managers accept and act on all the learning that takes place
Individuals seek out opportunities for learning/personal development
Appropriate organisational mechanisms are used to deploy what has been learned across the organisation
Individuals and groups at all levels share their learning from all work and improvement experiences
Everyone learns from their experiences