Análisis de puntos calientes (Gi* de Getis Ord)

There is no ‘right’ or ‘wrong’ way to become a learning organisation. Using Toyota’s philosophies or lean is just one of many ways of becoming a learning organisation. Based on the findings of this study it is proposed that Liker’s 4P model be modified into the 5P model (figure 10) and used as a guide to establishing learning organisations in NZ. The 5P encompasses the original 4Ps advocated by liker and the additional P of Preparedness. The 5P’s therefore are Preparedness, Philosophy, Process, People and Partners and Problem Solving. The 5P model aims to address the key problems behind poor improvement sustainability in the NZ manufacturing sector. The 5P model is designed to lead an organisation from the preparedness for change phase through to embedding a culture of CI. The 5P model is hierarchical with higher levels building on lower levels. The higher levels build on lower levels, for example without a long-term philosophy a company will simply not do all the things the other P’s imply. Organisations first establish their strengths and weaknesses through a period of Preparedness. The next step is to establish a long-term Philosophy to enable the successful roll-out of the other P’s. Process improvements provide the setting in which to challenge and develop people, which is necessary to achieve a true learning organisation focused on CI through Problem Solving. The principles behind each P are described next.

1st P - Preparedness: NZ companies are not only bad at focusing on learning they are also poor at developing a platform that will lead to sustainable improvements. As shown in this research, companies are poor at developing strategies for change, understanding their customer demands and getting staff and management committed to change. The general failure to develop a solid platform for sustained improvements within the NZ manufacturing sector leads to the suggestion that before organisations embark on change transformations they undergo a period of change preparedness. The first step in a change transformation should be to determine with some precision where the organisation stands in relation to strengths and weaknesses for a successful transformation especially in regards to leadership commitment and abilities. Once an organisation recognises its current position, the leaders are better able to devise short, medium and long-term plans for making improvements and reaching goals. Further research needs to be carried out in NZ looking specifically at how NZ manufacturers’ can develop a platform for sustained improvements through a period of preparedness. This research needs to establish a model or system for identifying the strengths and weaknesses of a typical NZ organisation to enable successful change to occur. The issues unearthed from the preparedness phase will show the path a typical NZ organisation needs to take for life-long learning.

Some of the issues that need to be considered during preparedness for change period are listed below:

1. Leadership commitment to change and understanding of CI. 2. Leadership abilities.

3. Organisational understanding of CI. 4. Level of employee resistance. 5. Understanding of customer value. 6. Motivators for change.

7. Existing organisational goals and strategies. 8. Resource and time requirements for change.

2nd P - Philosophy: Base management decisions on long-term philosophy, even at the expense of short-term financial goals. The company philosophy sets the foundation for the other principles.

3rd P - Process: Follow the right processes to get the right results. It is important to balance immediate gains with long-term investments.

4th P - People and Partners: Add value to your organisation by challenging your people and partners to grow. Use lean tools to raise problems to the surface, creating challenging environments that force people to think and grow.

5th P - Problem Solving: Continuously solve root problems to drive organisational learning. View problems as opportunities to learn. This study has shown that NZ organisations are very poor when it comes to ongoing learning. Further research needs to be done on developing a learning framework for NZ organisations. A framework for learning could possibly make the transition to becoming a learning organisation smoother for many NZ companies. The issues of life-long learning and preparedness for change are complimentary and both need to be addressed in the NZ context to help NZ organisations sustain improvements.

§ Base management decisions on long-term philosophy, even at the expense of short-term financial goals

§ Create process “flow” to surface problems § Use pull systems to avoid overproduction § Level out the workload (Heijunka)

§ Stop when there is a quality problem (Jidoka)

§ Standardise tasks for continuous improvement § Use visual control so no problems are hidden § Use only reliable, thoroughly tested § Grow leaders who thoroughly understand the

work, live the philosophy, and teach it to others.

§ Develop exceptional people and teams who follow your company’s philosophy. § Continual organisational learning through relentless

Hansei and Kaizen

§ Go see for yourself to thoroughly understand the situation (Genchi Gembutsu)

§ Make decisions slowly by consensus, thoroughly

§ The first step in a lean transformation is to determine with some precision where the organisation stands in relation to strength and weaknesses for a