Paradigm Shift:Creating a Continuous Improvement Culture Essay Example

a three-stage process: setting deployment goals, identifying projects, and assigning leaders through a leverage format.The technique of leverage provides new LESS belts with the opportunity to develop their LESS skills under the guidance of black belts and master black belts 3. By implementing a culture shift through training, coaching, and empowerment, the organization can move from a leverage approach to an empowerment approach. This involves shifting from a top-down to a bottom-up approach in SIX Sigma projects, which can be used to empower leaders within the organization (Sense, 2010, 10). The expectation is that change will occur and processes will naturally evolve from their original design. Traditional management structures have typically been hierarchical, authoritarian, and focused on tasks, with communication being unidirectional (Dunning, et al., 2006, 260). Many organizations have adopted Lean management, but have done so within the framework of traditional management or top-down initiatives, rather than empowering their field talent. Even the Marine Corps has incorporated Lean into its organization, but projects are initiated from the top. However, in Simplemindedly, a Tycoon International Company, we have shifted our focus on Operational Excellence from a top-down approach to a line management approach. Essentially, there has been a deliberate transition from a dictatorial approach to one that empowers future company leaders, granting them the freedom to utilize Lean tools to enhance their business units.Volvo, Motorola, Ericson, and Siemens have realized that empowering their field organization leads to job satisfaction, which in turn drives productivity and process improvement, resulting in a reduction of waste and improved profitability. However, many organizations still face a disconnect between the goals and styles of their executive team and the operations

team. Without support from all levels of management, LESS deployments are likely to struggle. Therefore, it is crucial for a deployment champion to ensure that projects align with high-level goals to gain management support. Business leaders should adopt a holistic approach to improving the business in order to achieve long-term benefits. This approach assumes that the organization has capable individuals who can drive the organization towards success, unlike the traditional management-heavy and centralized decision-making driven down approach. Departing from this traditional style can be liberating for both workers and organizations, leading to positive and comprehensive change.Uzis, et al. (2010,173-184) argue that a culture shift can only occur under certain conditions, which include: 1. Visible commitment from executive management. 2. Clear understanding of the voice of the customer. 3. Clear understanding of the true facts of business performance. 4. Recognition for line leaders driving permanent change management. 5. Open communication of lessons learned from both success and failures. 6. Proper allocation of people to projects. 7. Clear commitment at all levels to continuous improvement.

Ornament, et al. (2010, 191-201) advocate for empowering all levels of authority with decision-making power to effect change within an organization. They believe that continuous improvement should be a cultural commitment to quality and excellence.

Montgomery (2010, 64) asserts that the entire company's culture can be dedicated to continuous improvement as long as everyone is focused on the same goal and empowered to make decisions at the line level if necessary. This is comparable to all sailors rowing in the same direction towards a common objective.The implementation of projects within an organization should be aligned with the company's vision and goals, and it is

important to empower field staff to contribute to these objectives. Executive management can start by aligning the tools and focusing on the Sino. Even a simple tool like a business scorecard can shift the focus towards operational excellence (Broglie, 2008, 39-40). The LESS approach is not only about problem-solving, but also about revolutionizing organizational culture to become more customer-centric and eliminate wasteful practices (Broaching, 2008, 38-39). This transformation will ultimately empower creative and talented leaders, with commitment starting at the senior level and empowerment starting at the line level. When senior management delegates responsibility to well-trained lower-level leaders, cultural change can be initiated and a paradigm shift towards an empowered workforce can occur (Sense, 2010, 9-27). This shift allows for creative energy to be unleashed at all levels, driving business improvement and creating a workforce that takes pride in their company through a culture of continuous improvement.