Talent Development of Generation Y: Evidence from Sri Lanka

This study aims to understand the nature of Generation Y (Gen Y) and identify their understandings of talent development practices at the workplace. This research used open-ended interviews directed to 15 participants belonging to Gen Y in an automobile company in Sri Lanka. Job-hopping is an identifiable factor among the generation, as they continuously look for a change in their work and personal routines. The ‘Talk and chalk’ model is getting unpopular, whereas different approaches carrying new concepts have created a good impression among the Gen Y employees. Treasure hunts, talent shows, racing events, kaizen events, grooming and flexibility, were identified as non-traditional attractive talent development programmes. This research provided practical implications for employers to recognize how to Y-size their organizations by incorporating talent development as a critical strategy for retaining Gen Y. The present study has given attention to expanding the geographical scope of the literature on Gen Y.

Production flow improvement and value stream mapping in a lean manufacturing world

The importance of lean manufacturing concepts has been discussed many times over the few decades. The most important elements in lean manufacturing practices are value stream mapping (VSM), Kaizen events, load leveling (heijunka), etc. In this case study, a real-world clock assembly simulation has been used to study the performance improvement in terms of production flow and lead time after introducing lean concepts. In each round of simulation, the lean concepts have been introduced one by one and performance metrics were recorded. After implementing the concepts, the productivity was improved enormously. So, this simulation study emphasizes the importance of continuous improvement of production flow through lean concepts in a real production setting.

Kaizen Events at the University of St. Thomas: Experiential Learning for Students

This paper describes how the Operations and Supply Chain Management Department at the University of St. Thomas uses kaizen events as a vehicle to integrate undergraduate and professional programs with local area organizations. A unique business collaboration was created where the faculty members led an actual lean kaizen event at a local organization. Project team members included lead and support faculty, undergraduate students, professional certification students, and company representatives. In a one-week intensive experience, teams addressed real issues at a local organization and implemented changes that had positive impacts on the student learning experience and the bottom lines of the participating organizations. This paper discusses how to conduct a kaizen event student project as well as challenges and benefits related to this approach.

Targeting Zero-Preventing Surgical Site Infections by Reducing Immediate-Use Steam Sterilization (IUSS)

Objective: To reduce the number of immediate-use steam sterilization (IUSS) cycles performed to below 2% to increase patient safety and decrease surgical site infections (SSIs). Methods: The facility decide to make a “hard stop” date at which IUSS cycles were no longer going to be allowed without operating room (OR) and Sterile Processing Department (SPD) leadership approval, based on standardized indications for IUSS cycles. Before the start date, extensive education was given to surgeons, OR clinical teams, and SPD team members to ensure understanding of the process and risk of infection due to IUSS. The facility also recognized that workflow was a large part of why instruments were being sent through IUSS cycles, due to a backup of sets in the department and because some items could not be processed before the next day. Many items were purchased to increase workflow capabilities: such as a new washer, sonic, adding a pass-through window, a low-temperature sterilizer, Also, 3 sterilizers were replaced with newer, more efficient models. The facility also purchased a large number of instruments to create new and additional trays to accommodate the surgical volume. The SPD also underwent LEAN Kaizen events on both the clean and dirty sides to improve workflow and efficiency to prevent further IUSS. Project Results: The facility saw immediately results in reduction of IUSS cycles being performed and were the department was able to drop below the goal of 2% after the first month of using the new process. The rate has continued to be <2% for >5 months. Communication and partnership between the OR, infection prevention staff, and SPD were beneficial and will continue to move the facility forward in a shared decision-making model as improvement continues in the future.Funding: NoneDisclosures: None

Single-Minute Exchange of Dies at a Kaizen Event

Lean concepts play a fundamental role in the promotion of continuous improvement in the workplace. This chapter seeks to assess the impact of Kaizen events on an organization's bottom line, in the case of Single-Minute Exchange of Dies (SMED) that is a system for dramatically reducing the time it takes to complete equipment changeovers. In this case study, SMED was used in combination with other lean tools such as 5S and standardized work in a bid to promote continuous improvement of the “flawed” operations that occur in a world-class manufacturer plant. This analysis is critical in determining whether the path to achieving continuous improvement process for the team in the organization can be achieved through the use of SMED. The results have shown that a lean strategy like SMED, coupled with other lean strategies like 5s and TPM, plays a fundamental role in reducing process inefficiencies in the plant.