The objectives of any organization are often tremendously difficult to pin down. One pinned down, the organization will have to change again. It is this change that needs to be understood more than the objectives.
As per my opinion organizational change does not always serve the objectives of the organization, perhaps good and positive things should be accept for betterment of organization.
Costing and readjustments I hope ... Shaking up sometimes works for the best .
The first company I worked for was an internationally acclaimed computer company in the 1980s. There organizational change happened at least twice a year if not more often. Such quick changes were made because of the following reasons: (1) management did not have a clear idea of their mission and purpose and how to achieve the goals, (2) there were many poorly performing first level managers and they constantly moved them around during reorganization to "hide" them, (3) the company promoted "fast-trackers" who spoke the language of the management, (4) there was a perception that a lot was being accomplished by being proactive with such organizational changes but the real scenario was all smoke and mirrors and achieved very little purpose in reality.
Organizational change is one of the fundamentals because it reflects the continued life of the organization and achieves its goals of survival, growth, and adaptation to environmental changes.
Regarding the organizational change with its planned approach & qualities result I have expressed my views for the change in the organization in the following line which I submit herewith for your perusal .
Change in organization to be viewed with the set up of their system,their working ,their development & the management problems in which management contribute their action policy . With this organization has to view the program in the company line of their units in which mode they are progressing .After studying our present working system of organization together with the progressive elements of executive & employees they may have to carry out the organization chart to be placed in the Management compass after evaluating the progress & the subsequent discussion with the management team .
It is in this line the change in organization may carry out their norms in the successful manner .
This is my personal opinion
Applying the Toyota Production System outside the shop floor can be done, but this takes some creativity. Certainly, the basic principles can be applied to administrative processes. We sent some associates from our kaizen promotion office to dealers to help them. They have been able to reduce the time it takes to inspect the vehicle and do routine repairs, like changing parts or changing oil, in some cases from 60 minutes to 10 minutes. This is very good for us and makes our customers very happy. There are many more opportunities that we need to work on using our creativity. —Fujio Cho, president of Toyota Motor Corporation Manufacturing companies throughout the world have applied the Toyota Production System on the shop floor to varying degrees, and interest in TPS or “lean manufacturing” continues to grow. As companies experience extraordinary improvements on the shop floor, it is natural to ask how this can apply to technical and service operations. Many service companies that initially look at Toyota are attracted most by the technical TPS principles of flow and how they can apply it to a highly variable and often chaotic process. You can sum up the prospect of applying lean in-service operations by the reactions of three categories of people: Lean zealots. Manufacturing companies that have implemented lean with any degree of success have experienced people who led the transformation. These people invariably become lean zealots who eat, breathe, and sleep lean. Understanding the power of the lean philosophy through actual experience, they naturally look at the enormous waste in administering technical and service operations in their companies and want to go at it like kids in a candy store. Executive decision makers. Rarely do executive decision makers have a very deep understanding of TPS or appreciate the power of the process or the philosophy. But they love the results. So if TPS works so well in manufacturing, why not try it in engineering, purchasing, accounting, and so on? Even executives of service industries like hospitals have heard of the benefits of lean in manufacturing and want to know if they too can get in on the benefits. Often this means an assignment delegated down to a less than enthusiastic manager to check it out. Ordinary people. Managers, supervisors, or ordinary workers in technical and service organizations are so immersed in doing their jobs it is difficult for them to see the flow in their work. To them, what goes on in the repetitive work in factories is as different from their lives as night is from day. The idea that you can apply some management fad about lean “flow” to their daily work seems ludicrous at best. Unfortunately, for the first and second categories of people who are enthusiastic about applying lean concepts, there are no ready-made models of success in lean technical or service organizations to push the idea past resisters and the natural organization inertia. Cho admits that Toyota has a lot more opportunity to implement TPS principles beyond its manufacturing and is working on it. But there are already many examples inside of Toyota of Toyota Way principles spread well beyond manufacturing. For example, we have discussed throughout the book how Toyota has continually refined its product development process to become the industry’s best in lead time. Toyota has figured out how to view product development as a repeatable process that it can continuously improve. Recognizing that any process is repetitive at some level is the starting point. In this chapter I will address only one of the four layers in the Toyota Way 4P model—the Process layer, which focuses on the technical principles of the TPS. The final chapter will address how manufacturing and service organizations can learn from the broader set of Toyota Way principles.
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