Complete a Gemba Walk in your place of employment and document your observations. Refer to the SWOT analysis you conducted in Week Three to select the areas in need of improvement and narrow the list of places to conduct your Gemba Walk. While completing your walk, look for ways to eliminate inefficiencies, reduce waste, improve a product, or streamline a process.
Write a 3-page report (body text, doesn’t include references) on your observations of your Gemba. Include the following in your report (headers for each section):
1) Include a summary of the organization (e.g., products or services, mission and vision in your own words – do not copy)
2) Provide context (where did you focus your Gemba on and why?)
3) Discuss your Gemba observations:
4) What was the goal of your Gemba?
· Where did you go?
· What did you observe?
· Who did you observe?
· Give a preliminary analysis of your observations.
· List key takeaways.
· List three short-term opportunities and one long-term opportunity to eliminate inefficiencies, reduce waste, improve a product, or streamline a process. (You will be working with 3 of these opportunities in your week 5 assignment)
This channel shift will see consumers begin to purchase products online they once purchased offline leading to a shift in sales between offline to online channels. Given this shift in consumer purchase preferences the future looks bright for e-commerce merchants in Canada. However the same cannot be said for SMEs in the retail and wholesale sectors that fail to adopt e-commerce capabilities. These SMEs may be at risk of being displaced as consumer preferences shift to digital channels. However, it’s important to note that Canada Post (2016) estimates retail e-commerce sales will represent less than 10% of total retail sales by 2020. Therefore it is understandable why SMEs may not be in a rush to adopt e-commerce capabilities. Yet, the threat of displacement will linger for SMEs as consumer preferences evolves. Problem II The biggest threat to Canadian SMEs may be Amazon. The e-commerce giant entered Canada in 2002 with the launch of amazon.ca. Over the past seventeen years it has grown from a bookstore to become the largest e-commerce retailer in Canada. The Bank of Montreal (2016) estimates that amazon.ca and amazon.com earned over $3.5 Billion CAD in e- commerce sales in 2016. That sales figure is approximately twice as larger as the second largest retailer Apple which only grossed $1.6 billion CAD (BMO, 2016). Statistica (2017) estimates that Amazon’s two largest properties amazon.com and amazon.ca represent approximately 11% of all retail e-commerce spending in Canada. In the U.S., Amazon is a not just a dominant e-commerce retailer it is arguably the new face of retail. A 2017 eMarketer report explained that “nearly half (46.7%) of US internet users started product searches on Amazon compared with 34.6% who went to Google first” (More Product Searches, 2017, p 1). Amazon has become the go-to destination for people looking for products and product information rivalling Google. What may be more impressive is how it found success in the US and Canada. Lisa Wright (2018) explains that Amazon’s “secret sauce” to success is simply its obsession with the customer experience (Wright, 2018, 1). Customer Obsession is one of fourteen leadership principles listed on Amazon’s website. This principle requires leaders to “start with the customer and work backwards” to “earn and keep customer trust” (Amazon, n.d.). Wright (2018) explains that Amazon uses this perspective to create great experiences for their customers (p 4). Making use of insights is key to this approach and so is optimizing their operations for added convenience (Wright, 2018). Th>GET ANSWER