Implementing Hoshin Kanri in small manufacturing companies

PurposeThe purpose of the study is to develop knowledge on the implementation of Hoshin Kanri (HK) in small manufacturing companies. Two research questions are addressed: (1) what factors influence the implementation of HK in small manufacturing companies? (2) How do the factors influence the implementation of HK in small manufacturing companies?Design/methodology/approachThe research presented in this paper is based on an extensive literature review and data from the implementation process in five small manufacturing companies. In the literature review, factors influencing the implementation of HK, lean production and total quality management (TQM) in small manufacturing firms are identified. Thereafter, five implementation cases are analyzed. Findings from the cases are then contrasted with the factors identified in the literature and further theorized.FindingsSeven factors were found to either enable or hamper HK implementation in small manufacturing companies. Management involvement was identified as a critical factor. Management involvement can be typologized as collaborative or demanding, and the types of involvement is decisive in implementation processes within the small manufacturing company context.Originality/valueIn this paper, the authors focus on small manufacturing companies as the starting point and relate theoretical and practical results to the implementation processes in this defined target group. Conceptualizing implementation as a learning process, this research contributes to this emerging perspective on small firm development.

A Safety Program in a Tertiary Care Center Emergency Department: An Evidence-Based Project to Increase Safety Event Reporting and Improve Frontline Staff Perceptions of Hospital Management’s Response to Safety Events

Practice Problem: The lack of a non-punitive safety culture with a healthcare organization is associated with decreased safety event reporting, reimbursement rates, and staff satisfaction. PICOT: The PICOT question that guided this project was: In emergency department frontline staff, does hospital management involvement in a safety event program, contrasted with no safety event program, improve frontline staff’s reporting of safety events and perceptions of hospital management’s response to safety events management involvement over four weeks? Evidence: Three overlapping themes that guided this project included: improving organizational culture, open communication, and leadership support in promoting patient safety. Intervention: A safety event program, Safety STOP, was utilized as an evidence-based intervention to improve employee reporting of safety events and perceptions. Outcome: The intervention did not significantly impact frontline staff perceptions of hospital management’s response to safety events; however, the proportion of safety events reported during the implementation phase was significantly higher than the proportion of safety events reported before the intervention. Conclusion: Safety STOP had a significant impact on the organization. After initial implementation, Safety STOP was implemented hospital-wide, reduced the total number of sentinel events required to be reported to the state, and reduced the total time from safety event to root cause analysis.

Dampak Keterlibatan dan Monitoring Terhadap Kecenderungan untuk Melakukan Eskalasi Komitmen

Balance scorecard (BSC) provides objective, measures, targets and initiatives within each perspective to support the achievement of the company’s vision and strategy. Management involvement in strategic initiatives setting in each perspective allows management to keep running the initiative even though the initiative hinders the achievement of goals. This study examined experimentally the effect of management involvement in strategic initiative setting and monitoring on escalation of commitment. We used 2 X 2 between subjects. The Anova result showed that management involvement could encourage participant in escalation of commitment for failed initiatives

Line management involvement in performance appraisal work

PurposeTwo research questions are asked in this paper: RQ1. How does line management involvement in PA work unfold in practice? RQ2. How does line management involvement contribute toward any divergence arising between intended and implemented PA work?Design/methodology/approachAn in-depth case study from a multi-actor perspective based on interviews with HR managers, line managers and employees, and organizational documents.FindingsThe findings illustrate how line managers faced three types of complexities during implementation, i.e. dilemmas, understandings, and local adaptations. These jointly contributed to a divergence arising between the PA as intended and the PA as implemented. This divergence became associated with how line management involvement was restricted to the local context and the initial stages of the PA process, highlighting how HR practices can contain both devolved and non-devolved elements.Originality/valueWe respond to calls for more in-depth qualitative studies of how line managers are involved in HR work; this is done specifically by conceptualizing the complexities line managers face in practice when implementing HR practices. As such, we add to the understanding of HR practices as relational and social in nature. We also contribute to the processual understanding of HRM by highlighting how HR practices can contain both devolved and non-devolved elements. By stressing the limitations of binary conceptualizations of HR devolution, we add to the understanding of HR devolution as more complex and multifaceted than traditionally assumed.

Development of Safety Performance using Scoring Technique in Textile Industries

The objective of the work focus to determine the potential safety factors that directed the triumph of a Human factors safety Management system for Textile workers. The number of accidents among textile workers and the level of responsiveness on problems concerning safety were also determined. The Spinning mills ranged from high noise annoyance areas, rotating machineries and Manual Material handling areas. The sample size was 75 in each sub criteria workers’s. From the survey it was found that the most potential safety factor was personal awareness followed closely by statement. Suggestions and recommendations on machinery design and improved safety work practices and measures to improve the efficiency and yield of textile workers were proposed. Management was advised to get their labours response better informed about safety matters. The Investigation survey identify the ineffective management involvement is the main causes of creating safety deficiency inside the textile plants. About 40- 80% of peoples recorded the same reasons to improve the management involvement in all the safety aspects. Very few of the people delivered regarding origin of unsafe acts and condition due to their behaviour of worker inside the workplace related to Human error. This works presents the improved model for management of textile plants in upcoming future investigations.