Kyle Stone | Colorado Mesa University (original) (raw)
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Papers by Kyle Stone
Organization Development Journal, 2015
This paper presents the process and findings of an organizational assessment within a medium-size... more This paper presents the process and findings of an organizational assessment within a medium-sized, bureaucratically structured organization conducted in late-2011 and then again in late-2014. Empl...
The purpose of this non-experimental research study was to examine relationships between organiza... more The purpose of this non-experimental research study was to examine relationships between organizational performance and change (OP&C) factors and the perceived leanness and objective performance measures within a medium-sized manufacturing organization engaged in lean transformation. Burke (2008) suggested successful transformational change is often predicated upon an organization’s ability to understand dimensions influencing change interventions as outlined in the Burke-Litwin model of OP&C. To better understand why lean interventions succeed in some instances and not in others, it is important to study relationships between OP&C dimensions and their impact on the leanness an organization achieves. To investigate relationships between lean and the OP&C model, two instruments were used to gather perceptions of leanness and an overall assessment of 14 variables from the OP&C model. The Lean Organization Self Assessment Manufacturing Survey (LOSAMS) was administered to leaders of nin...
Due to the large number of individuals retiring over the next ten years a critical shortage of pe... more Due to the large number of individuals retiring over the next ten years a critical shortage of people available to work within the manufacturing industry is looming (Dychtwald, Erickson, & Morison, 2006). This shortage is exacerbated by the lack of a properly educated workforce that meets the demands of the 21st century manufacturer (Judy & D'Amico, 1997). Combine these two issues and the result is a steady reduction in qualified candidates for the millions of jobs available in the manufacturing industry. The purpose of this research was to identify if a knowledge gap exists between the manufacturing industry and the educational institutions charged with education of the production workforce. Although the majority of manufacturers and educators indicated there was a gap between the educational institutions and the manufacturer's needs, this research did not uncover a significant gap between the educational institutions and the manufacturers specific to their understanding of...
Journal of Enterprise Transformation, 2014
ABSTRACT The application of Lean principles to create value, improve efficiency and reduce costs ... more ABSTRACT The application of Lean principles to create value, improve efficiency and reduce costs is well documented. But, the number of Lean transformations that have actually achieved and maintained improved performance is not as great as the investment would suggest. After nearly four decades of implementing Lean in North America the challenge of teaching Lean principles that result in transforming enterprises still eludes many. Perhaps this is due to the fact that most of the Lean implementations to date have been focused at the operational level of the organization when it should be focused at the enterprise level. Many of the same factors cited in organization's inability to reach full potential apply to Lean Transformations as well. Adults need to know why they are learning something and are motivated to learn by both extrinsic and intrinsic motivators. Both are directed at adults placing a value on what they learn. This is at odds with traditional Lean training where the emphasis is on how to use Lean tools. The disconnect between the learning motivations for adults and the manner in which Lean training has traditionally been executed is a central principle the authors are attempting to explore and address with this article.
International Journal of Lean Six Sigma, 2012
Advances in Developing Human Resources, 2010
Lean thinking has evolved as an operational strategy over the past few decades and is integral to... more Lean thinking has evolved as an operational strategy over the past few decades and is integral to the fabric of many leading organizations. Within lean organizations, the pursuit of identifying and eliminating non—value-added activities and processes from the value stream is achieved through self-directed teams commonly called kaizen teams. This conceptual article introduces lean thinking, including a brief overview of
Organization Development Journal, 2015
This paper presents the process and findings of an organizational assessment within a medium-size... more This paper presents the process and findings of an organizational assessment within a medium-sized, bureaucratically structured organization conducted in late-2011 and then again in late-2014. Empl...
The purpose of this non-experimental research study was to examine relationships between organiza... more The purpose of this non-experimental research study was to examine relationships between organizational performance and change (OP&C) factors and the perceived leanness and objective performance measures within a medium-sized manufacturing organization engaged in lean transformation. Burke (2008) suggested successful transformational change is often predicated upon an organization’s ability to understand dimensions influencing change interventions as outlined in the Burke-Litwin model of OP&C. To better understand why lean interventions succeed in some instances and not in others, it is important to study relationships between OP&C dimensions and their impact on the leanness an organization achieves. To investigate relationships between lean and the OP&C model, two instruments were used to gather perceptions of leanness and an overall assessment of 14 variables from the OP&C model. The Lean Organization Self Assessment Manufacturing Survey (LOSAMS) was administered to leaders of nin...
Due to the large number of individuals retiring over the next ten years a critical shortage of pe... more Due to the large number of individuals retiring over the next ten years a critical shortage of people available to work within the manufacturing industry is looming (Dychtwald, Erickson, & Morison, 2006). This shortage is exacerbated by the lack of a properly educated workforce that meets the demands of the 21st century manufacturer (Judy & D'Amico, 1997). Combine these two issues and the result is a steady reduction in qualified candidates for the millions of jobs available in the manufacturing industry. The purpose of this research was to identify if a knowledge gap exists between the manufacturing industry and the educational institutions charged with education of the production workforce. Although the majority of manufacturers and educators indicated there was a gap between the educational institutions and the manufacturer's needs, this research did not uncover a significant gap between the educational institutions and the manufacturers specific to their understanding of...
Journal of Enterprise Transformation, 2014
ABSTRACT The application of Lean principles to create value, improve efficiency and reduce costs ... more ABSTRACT The application of Lean principles to create value, improve efficiency and reduce costs is well documented. But, the number of Lean transformations that have actually achieved and maintained improved performance is not as great as the investment would suggest. After nearly four decades of implementing Lean in North America the challenge of teaching Lean principles that result in transforming enterprises still eludes many. Perhaps this is due to the fact that most of the Lean implementations to date have been focused at the operational level of the organization when it should be focused at the enterprise level. Many of the same factors cited in organization's inability to reach full potential apply to Lean Transformations as well. Adults need to know why they are learning something and are motivated to learn by both extrinsic and intrinsic motivators. Both are directed at adults placing a value on what they learn. This is at odds with traditional Lean training where the emphasis is on how to use Lean tools. The disconnect between the learning motivations for adults and the manner in which Lean training has traditionally been executed is a central principle the authors are attempting to explore and address with this article.
International Journal of Lean Six Sigma, 2012
Advances in Developing Human Resources, 2010
Lean thinking has evolved as an operational strategy over the past few decades and is integral to... more Lean thinking has evolved as an operational strategy over the past few decades and is integral to the fabric of many leading organizations. Within lean organizations, the pursuit of identifying and eliminating non—value-added activities and processes from the value stream is achieved through self-directed teams commonly called kaizen teams. This conceptual article introduces lean thinking, including a brief overview of