Studies in Competence Management and Lean Production

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Managing Competence and Learning in Knowledge-Intensive, Project-Intensive Organizations

The first case study describes the Swedish company VINNOVA which works under the Swedish Ministry of Enterprise and Innovation. The organization is aimed at the promotion and development of innovation among Swedish public sector enterprises (Medina & Medina, 2017). Despite the efforts of the company, according to studies conducted by the Ministry, “40 percent of the Swedish public organizations do not consider themselves as innovative” (Medina & Medina, 2017, p. 4). VINNOVA identified mechanisms required to promote innovation, including competence and research-based knowledge development. The main problem that the company faces is the need to create efficient practices that can facilitate learning in public sector organizations. Critical issues include the lack of strategic planning, a low level of absorptive learning, and low innovative capabilities.

The article proposes competence management as the effective solution to the problem. This solution is valid as it allows companies to create a structure that accumulates and applies knowledge while working on the projects. It also helps the companies to effectively train their employees to make decisions based on previous experience. The metaphor used in the case is the comparison of the organization with the brain which can gain valuable knowledge from practice. The metaphor assisted in the solution as it proposed a more natural way of adopting a new competence management strategy. It focuses on the ability of employees to develop their skills and knowledge through better analysis and reflection.

Additional recommendations that could be applied in this case are to establish a system of better communication between Swedish public sector organizations. It is important to ensure better knowledge sharing between, as well as within the companies. Proposed solutions will be communicated through henna resource management activities, including the transformation of organizational culture. I agree that this is the best way to achieve the goals set because employees need constant training to apply new learning strategies.

The benefit of using a metaphor is the opportunity to simplify complex organizational concepts and reduce them to more simple ideas. In particular, it is easier to see meaningful connections applying the metaphor as it helps to consider general patterns of functioning and development of structures that consist of many parts. In particular, the comparison of the organization to the brain is useful as proposed insights into the process of learning and knowledge acquisition.

Value Stream Mapping as a Lean Production Tool to Improve the Production Process Organization

The second case study considers a Polish company that is one of the largest manufacturers of cupboards in the country. The main problem that the organization has is the lack of innovation to stay competitive in the market (Klimecka-Tatar, 2018). Critical issues include inefficient operations processes, lack of waste management, and lack of cost reduction strategies. The solution proposed by the author is the introduction of the Value Stream Mapping (VSM). This approach requires the company to implement the redesigned process flow. The main aim of the strategy is to identify existing waste that includes excessive burden on employees and machines, irregularity of tasks, as well as insufficient storage and time management.

The proposed solution is valid as it offers the company a new way of organizing all the processes. As a result of the changes implemented the company would be able to reduce costs of production and increase profits. The metaphor related to the case is the consideration of an organization as a machine each part of which has its purpose. Working together those parts can effectively achieve goals and make a sufficient impact. However, the workflow needs constant attention and maintenance as parts can wear out with time.

Additionally, it is recommended to implement the structure of employee development and learning. Introducing the new process flow is necessary, but it is also critical to train employees how to spot opportunities for cost reduction and implement more efficient strategies. It can help the company promote innovation and knowledge-sharing behavior. The solution in the case will be communicated through process management. I agree that this approach is effective as it includes changes in all the parts of the manufacturing process.

The benefit of using metaphor in this case is the ability to understand the flow of operations that the organization has. It is important to consider how different processes are related to each other to create a unified mechanism that produces value for the company. In particular, comparing the organization to the machine allows managers to see which parts work efficiently and which require modernization. The introduction of changes then has an impact on a whole mechanism through its parts.

References

Klimecka-Tatar, D. (2017). Value stream mapping as a lean production tool to improve the production process organization – A case study in packaging manufacturing. Production Engineering Archives, 17, 40-44. Web.

Medina, R., & Medina, A. (2017) Managing competence and learning in knowledge-intensive, project-intensive organizations: A case study of a public organization. International Journal of Managing Projects in Business, 10(3). Web.

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Studies in Competence Management and Lean Production

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