Relationship between continuous improvement and (a) strategic plan (b) Business plan and (c) operational objective
Relation of strategic planning to continuous improvement
According to the National Academy of Sciences (2009), strategic planning is the process of defining an organization’s future endeavours and formulating the appropriate means of achieving them. Strategic planning involves an organization incorporating elements that are necessary for continuous improvement without which there would no improvement. The elements incorporated focus on the future of the organization. Strategic planning is therefore related to the continuous improvement of an organization.
Relation of business planning to continuous improvement
Business planning is also related to continuous improvement of an organization. In business planning decisions have to be made about the organization based on the analysis of collected data. It is vital for one to collect statistical information to ascertain the requirements and needs of the market (Guffey & Loewy, 2010). This will enable the organization to channel its efforts towards satisfying the market needs. Continuous improvement will also require statistical research for viable business recommendations.
Relation of operational objectives to continuous improvement
Operational objectives are short term objectives. These short term objectives are usually in tandem with the organization’s strategic goals (Michel, 1998). Michel, author of strategy pure and simple asserts that continuous improvement can only be achieved is if the operational objectives are in line with the improvement of the organization.
2. Importance of Job Description in relation to Continuous Improvement
According to Sison (1981), job description refers to stating who exactly is to carry out which duty and if the person in question as the required skills or experience to carry out the task in question. The description also stipulates the manner in which a task is to be performed and the time required for that particular task to be completed. This enables continuous improvement as the management is able to ascertain the quality of each particular task as it is being performed. Most Japanese organization ensure that everyone personnel performs his or her task according to the stipulated description of that task (Emmett & Sood, 2010). This contributes to the success attributed to the Japanese industrial sector.
3. Dr. W. Edwards Deming and TQM
Dr. W. Edwards Deming emphasis on viewing manufacturing as a system rather than a process of bits and pieces saw the Japan rebuild her economy after the Second World War. His 14 guidelines of Total Quality Management (TQM) emphasises on the improvement of quality by the management who have an 85% stake on the quality of the overall product (Smith, 2010).
Emmett, S. & Sood. V. (2010).Green Supply Chains: An Action Manifesto. West Sussex: John Wiley and Sons.
Guffey, M. E. & Loewy, D. (2010). Essentials of Business Communication. Mason, OH: South-Western Cancage Learning.
National Academy of Sciences. (2009). Strategic planning in the airport industry. Washington, DC: National Academy of Sciences.
Michel. R. (1998). Strategy Pure And Simple Two. New York, NY: McGraw-Hill.
Sison, P. (1981). Personnel and Human Resources Management. Florentino St.: Rex Printing Company.
Smith, G. P.(2010). Fired Up!: Leading Your Organization to Achieve Exceptional Results. Georgia: Chart Your Course Publications.
