The process of eliminating waste, though seemingly simple, in fact, requires a careful analysis of the factors that contribute to it. In the realm of an organization, the identified process will require embracing the operations performed in every single department, which is a rather challenging task. However, reaching the given stage is likely to help the leaders of the entrepreneurship to get the priorities straight and define the aspects of the operational processes that they will have to focus on at present. In addition, the stage in question will require isolating the operational processes, in general, and the production one, in particular, from the factors that affect it negatively (Dulhai, 2008).
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The replacement stage involves the rearrangement of the production process in accordance with the discoveries made at the stage described above. Seeing that an organization is a complex mechanism that goes out of order whenever even one detail is removed from I, it will be necessary to replace the elements causing the negative factors mentioned above with less harmful ones. Thus, the production process will not be disrupted.
Therefore, it would be wrong to assume that reducing waste requires a complete removal of certain items from the production process. Quite on the contrary, it demands that every detail should be in its place. The items that hinder the process, however, should be replaced with the ones of similar functions yet having a more positive impact on the company’s processes (Teeravaraprug, Kitiwanwong, & Tong, 2011).
The identified concept can be related to the set of measures that are aimed at preventing the instances of waste from occurring. Naturally, mitigating every possible instance of waste is barely possible (Kubiak & Benbow, 2009). However, striving toward an improved waste management aimed at minimizing the subject matter is a tangible objective that has to be attained.
The process of prevention is typically enhanced with a range of tools aimed at improving the quality of the product. For instance, the Six Sigma approach mentioned above can be viewed as an essential addition to the quality enhancement process and the mitigation of defects. Moreover, the phenomenon of Lean Management should be viewed as the framework for reducing waste
Another essential step, the concept in question means that the prerequisites for quality improvement should be created by reinforcing the impact of the positive factors.
The detection state requires carrying out the set of measures aimed at identifying the issues that cause the amount of waste to increase. On a broader scale, the detection strategies can be interpreted as the tools for locating the instances of waste, in general, and then suggesting that a pattern of waste creation should be identified.
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As it was made explicit above, the process of detection can be viewed as twofold. On the one hand, it allows isolating the instances of waste production, therefore, improving quality control. On the other hand, it can be used as the means of locating the paradigm of waste production. As a result, a strategy aimed at mitigating and preventing the instances of waste can be designed.
Though often confused with the prevention stage, the mitigation process has very little to do with it Mitigation implies that the participants of a project or the members of entrepreneurship should reduce the negative impact of changes occurring to the entrepreneurship. At the same time, the amount of waste must be kept at its minimum.
Dulhai, G. (2008). The „5S” strategy for continuous improvement of the manufacturing processes in autocar exhaust. Management & Marketing, vol. 3(4), 115-120.
Kubiak, T. M., & Benbow, D. W. (2009). Waste elimination. In The certified Six Sigma black belt handbook (pp. 332-336). Milwaukee, WI: American Society for Quality.
Teeravaraprug, J., Kitiwanwong, K., & Tong, N. (2011). Relationship model and supporting activities of JIT, TQM and TPM. Songklanakarin Journal of Science and Technology, 33(1), 101-106.