Running head: STRATEGY AND STRATEGIC PLANNING 1

Strategy and strategic planning

Name

Institution

Lean Process and Implementation

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Training employees in an organization helps make rapid changes because their skills and

knowledge get upgraded to enable better performance. Employees need a facilitator who has a

good understanding of lean tools and principles to focus their training on specific problems

(Tortorella & Cauchick-Miguel, 2018). Focused training keeps the training relevant to real-world

situations resulting in tangible outcomes from training activities. The training facilitator can use

lean principles, including value, which focuses on customers' need for a specific product, and

value stream, which involves the processing of a product from raw materials to the end product.

Flow is also another principle that ensures that the product reaches the customer without any

interruptions. The pull is the next principle where the employees learn how to let the customer

pull products from the market as needed. Perfection is the last part of lean management where

every employee should be engaged in implementing lean. The perfection process involves the

repetition of harnessing a product until it achieves the maximum value.

The business charter will include the project name Employee Investment. The problem

statement that led to the project initiative is the need for the employees to acquire product

knowledge so that they can be able to provide professional and quality services to the customers.

This project aims to upgrade employee knowledge and skills (Zuiderwijk et al., 2018). The

project will involve training in various product management and distribution techniques. The

project looks forward to achieving a bigger market share, acquire and sustain a top competitive

advantage position over the competitors. The organization will provide the employees with

situational learning opportunities to understand the customer experience in the market. The

strategy will enable them to apply more skills and competency when developing the products

using lean tools and principles.

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The top management in the organization is aware of the project and the training process

that the employees are going through to ensure that they are well harnessed. The top

management works together with the stakeholders who contribute to various needs of the project.

The stakeholders are experts in various business levels, and they have a better understanding of

the market, customers, and the manufacturing industries (Nenonen et al., 2018). Based on their

competency, they can approve the training process and help in selecting the best situation

learning strategies to ensure that the goals and objectives of the project have been achieved.

Stakeholders include business policymakers, manufacturers, distributors, and business sponsors

from various financial institutions.

In this project, I have noticed a waste of time resulting from employees' assumption of

product knowledge. The employees do not realize the value of situational learning and so they

fail like the situational learning sessions are not effective. They take time to identify customer

needs that they should be able to see through the store shelves and the customers' behavior as

they compare products with those of competitors. Other employees are not time conscious, and

they get late to get to the learning venue. Waste of movement has also been observed in that

there is minimal use of technology which can be needed to save time use by employees moving

one unit to the other for the product production process. Lack of technology is the muri that the

employees are experiencing during the training. The training facilitator should provide electronic

devices that will enable the employees to process information and to communicate faster.
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References

Nenonen, S., Storbacka, K., & Windahl, C. (2019). Capabilities for market-shaping:

Triggering and facilitating increased value creation. Journal of the Academy of

Marketing Science, 47(4), 617-639. https://doi.org/10.1007/s11747-019-00643-z

Tortorella, G., & Cauchick-Miguel, P. A. (2018). undefined. International Journal of Lean

Six Sigma, 9(3), 301-323. https://doi.org/10.1108/ijlss-08-2017-0101

Zuiderwijk, A., Shinde, R., & Janssen, M. (2018). Investigating the attainment of Open

Government Data objectives: Is there a mismatch between objectives and results?

International Review of Administrative Sciences, 85(4), 645-672.

https://doi.org/10.1177/0020852317739115