The New Shop Floor Management

Summary

Der Text thematisiert die Bedeutung von Veränderung und Wettbewerb in Unternehmen. Es wird betont, dass Unternehmen, die sich anpassen und kontinuierlich verbessern, erfolgreich im Markt bestehen können. Die Notwendigkeit von Selbstmanagement und die Beteiligung der Mitarbeiter an Entscheidungsprozessen werden als Schlüssel zur Steigerung der Produktivität und Zufriedenheit hervorgehoben. Das Konzept der Werkstattbodenmanagement wird als Weg zur Steigerung der Effizienz und zur Schaffung einer zukunftssicheren Unternehmensstruktur dargestellt.

Takeaways

• 🌐 Die Welt ist voller Veränderungen und Unsicherheiten, was die Lebensdauer von Produkten und Dienstleistungen betrifft.
• ⏱ Technologien und Unternehmen erscheinen und verschwinden schneller als je zuvor, was die Anpassungsfähigkeit erfordert.
• 🔍 Die Fähigkeit, Veränderungen zu bewältigen, ist entscheidend für das Überleben und die Wettbewerbsfähigkeit von Unternehmen.
• 🚀 Die Intensivierung des Wettbewerbs führt zu einer besseren Produktvielfalt, kann aber auch negative Auswirkungen auf Unternehmen haben, die diesen Herausforderungen nicht gewachsen sind.
• 🏭 Die Produktionsstätte, speziell der Shopfloor, ist entscheidend für die Effizienz und den Erfolg eines Unternehmens.
• 🛠 Die Implementierung moderner Produktionstechnologien und die Förderung stetiger Verbesserungen sind essenziell für das Überleben in einem wettbewerbsintensiven Umfeld.
• 🤝 Das Selbstmanagement und die Verantwortung der Mitarbeiter für ihre täglichen Entscheidungen und Projekte fördert Zufriedenheit und Engagement.
• 🔄 Die Anpassung an Veränderungen ist notwendig, um wettbewerbsfähig zu bleiben, und erfordert oft eine radikale Veränderung der Unternehmenskultur.
• 💡 Die Beteiligung der Mitarbeiter an der Entscheidungsfindung und der Visionsgestaltung fördert das Gefühl der Eigenverantwortung und des Zusammengehörigkeitsgefühls.
• 🌟 Die Veränderung muss von innen heraus kommen und von der Organisation selbst generiert werden, um nachhaltigen Erfolg zu gewährleisten.

Q & A

Was ist das Hauptthema des Skripts?

Das Hauptthema des Skripts ist die Bedeutung der Anpassung an Veränderungen und Wettbewerbsfähigkeit in der heutigen schnelllebigen und unsicheren Welt, mit besonderem Fokus auf der Verbesserung der Qualität und des Selbstmanagements im Betriebsalltag.

Welche Rolle spielt die Kundenzufriedenheit in dem Skript?

Die Kundenzufriedenheit ist ein zentrales Ziel, das durch kontinuierliche Verbesserung und Anpassung an verändernde Kundenanforderungen erreicht werden soll.

Was war der Auslöser für die Qualitätsinitiative, die im Skript erwähnt wird?

Die Qualitätsinitiative wurde ausgelöst, als Offiziere in einer Vorstandssitzung zehn Jahre zuvor die Qualität als mangelhaft erkannten und die Notwendigkeit zur Verbesserung hervorgehoben, um im globalen Wettbewerb bestehen zu können.

Was zeigt die Entwicklung der Produktentwicklungszeiten im Skript?

Die Entwicklungszeiten für Produkte haben sich drastisch verkürzt, was die Notwendigkeit von Anpassung und schneller Reaktion auf Marktveränderungen verdeutlicht.

Wie wirkt sich mangelnde Wettbewerbsfähigkeit auf die Gemeinde aus, wie im Skript beschrieben?

Eine mangelnde Wettbewerbsfähigkeit kann zu negativen sozialen Folgen führen, einschließlich leerstehender Gebäude, geschlossener Schulen und einer Verringerung des persönlichen Einkommens in der Gemeinde.

Was bedeutet Selbstmanagement im Kontext des Skripts?

Selbstmanagement bedeutet, dass Mitarbeiter für ihre täglichen Entscheidungen und Projektziele verantwortlich sind, was zu einer größeren Zufriedenheit und einem Gefühl des Zusammenhalts im Team führt.

Welche Bedeutung hat der Produktionsbereich (Shop Floor) für das Unternehmen, wie im Skript dargestellt?

Der Produktionsbereich ist der Kern des Unternehmens, wo die meisten Probleme und Herausforderungen zusammenkommen und wo Effizienzsteigerungen und Technologieeinsatz stattfinden müssen.

Was ist die alte Vision der Betriebsführung, die im Skript kritisiert wird?

Die alte Vision der Betriebsführung sah die Arbeiter als Erweiterungen von Maschinen an, was eine Trennung zwischen denen, die denken, und denen, die mit ihren Händen arbeiten, zur Folge hatte.

Was ist die neue Vision der Betriebsführung, die im Skript vorgeschlagen wird?

Die neue Vision der Betriebsführung ist das Selbstmanagementssystem, das die Beteiligung der Mitarbeiter an Entscheidungsprozessen fördert und sie als zentrale Akteure im Betrieb sieht.

Was sind die unmittelbaren Vorteile des Implementierens eines Betriebsmanagementprogramms, wie im Skript beschrieben?

Die unmittelbaren Vorteile umfassen die Verringerung von Ausschuss und Nachbesserungskosten, höhere Produktivität, bessere Zuverlässigkeit und verbesserte Pünktlichkeit bei der Lieferung, sowie die Verringerung von Lagerbeständen und Kosten für Arbeitsunfälle.

Outlines

00:00

🌐 Wandel und Wettbewerb in der modernen Industrie

Der erste Absatz thematisiert die schnelllebige Veränderung in der modernen Welt, wo Produktlebenszyklen kürzer werden und sich Unternehmen ständig anpassen müssen, um wettbewerbsfähig zu bleiben. Es wird erzählt, wie ein offener Dialog zwischen Führungskräften und dem Vorstandsvorsitzenden zehn Jahre zuvor zu einer Bewusstseinserweckung und dem Wunsch nach Qualitätsverbesserung geführt hat. Die Notwendigkeit, sich an die sich verändernden Kundenanforderungen anzupassen, wird hervorgehoben, ebenso wie die Herausforderungen, die mit wachsendem Wettbewerb und schneller Innovation verbunden sind. Der Text spricht auch von den negativen Auswirkungen, die der Versuch, diesen Herausforderungen nicht zu begegnen, auf lokale Gemeinschaften haben kann.

05:02

🛠️ Effizienzsteigerung auf der Produktionsebene

Der zweite Absatz konzentriert sich auf die Bedeutung der Produktionsebene für das Unternehmen und die Notwendigkeit, hier Effizienzsteigerungen und fortschrittliche Technologien einzusetzen. Es wird betont, dass Probleme aus verschiedenen Bereichen des Unternehmens auf der Produktionsebene zusammenkommen und hier als Team gelöst werden müssen. Der Absatz spricht über das Selbstmanagement und die Verantwortung der Mitarbeiter für ihre täglichen Entscheidungen und Projekte. Es wird auch auf die Veränderung der Unternehmenskultur hingewiesen, wobei die Mitarbeiter nun in der Lage sind, Entscheidungen zu treffen und Veränderungen vorzuschlagen, statt nur Anweisungen zu befolgen.

10:03

🔄 Die Notwendigkeit des Wandels und die Herausforderungen des Managements

Der dritte Absatz behandelt die Herausforderungen des Wandels in Unternehmen und wie diese den Mitarbeitern und der Unternehmenskultur beeinflussen. Es wird beschrieben, wie die Mitarbeiter von einer Mentalität des reaktiven Problemlösens hin zu einer proaktiven und selbstständigen Entscheidungsfindung übergeführt wurden. Der Absatz betont die Bedeutung des Vertrauens und der Beteiligung der Mitarbeiter an der Gestaltung der Unternehmensziele und der Vision für die Zukunft. Es wird auch auf die Schwierigkeiten hingewiesen, die mit der Akzeptanz und dem Durchführen von Veränderungen verbunden sind.

15:04

🎯 Langfristige Ziele und die Bedeutung des kontinuierlichen Verbessers

Der vierte Absatz thematisiert die langfristigen Ziele und die kontinuierliche Verbesserung innerhalb des Unternehmens. Es wird erläutert, wie die Mitarbeiter nun an der Gestaltung der Unternehmensziele und -vision beteiligt sind und wie diese Beteiligung zu einer positiven Veränderung der Unternehmenskultur führt. Der Absatz betont auch die unmittelbaren und unmittelbaren Vorteile der Implementierung von Werkbankmanagement, wie z.B. verbesserte Qualität, Kostensenkungen und erhöhte Produktivität. Es wird auch auf die Bedeutung der Selbstorganisation und des Selbstverbesserungsprozesses hingewiesen, der von den Mitarbeitern gelebt wird.

Keywords

💡Veränderung

Veränderung ist ein zentrales Thema des Skripts und bezieht sich auf die Notwendigkeit, sich an die sich ständig wandelnden Bedingungen in der Welt anzupassen. Im Kontext des Skripts bedeutet Veränderung die Anpassung an schnelllebige Technologien und den Wettbewerb, um das Überleben einer Firma zu sichern. Ein Beispiel ist die Reduzierung der Produktentwicklungszeit von vier bis fünf Jahren auf ein Jahr, um mit dem Wettbewerb Schritt zu halten.

💡Kundenzufriedenheit

Kundenzufriedenheit ist ein grundlegendes Ziel des Unternehmens, das im Skript erwähnt wird. Es geht darum, die Qualität der Produkte und Dienstleistungen kontinuierlich zu verbessern, um den Erwartungen der Kunden gerecht zu werden. Die Kundenzufriedenheit ist ein Indikator für den Erfolg des Unternehmens und ist mit der kontinuierlichen Verbesserung und Anpassung der Produkte verbunden.

💡Wettbewerb

Der Wettbewerb ist ein Schlüsselbegriff, der die Herausforderungen beschreibt, denen Unternehmen gegenüberstehen müssen. Im Skript wird betont, dass Unternehmen, die den Wettbewerb nicht meistern können, ihre Existenz bedroht sehen. Wettbewerbsfähigkeit erfordert Innovation, schnelle Produktentwicklung und Anpassung an die Kundenbedürfnisse.

💡Qualität

Qualität ist ein Kernaspekt des Skripts und bezieht sich auf die Überzeugungskraft eines Produkts oder einer Dienstleistung. Im Skript wird die Notwendigkeit hervorgehoben, die Qualität kontinuierlich zu verbessern, um im Wettbewerb bestehen zu können. Die offene Kritik an der eigenen Qualität ('our quality stinks') zeigt das Bewusstsein für Verbesserungsbedarf.

💡Innovation

Innovation ist der Prozess, neue Ideen oder Technologien zu entwickeln und einzuführen, um dem Wandel voranzutreten. Im Skript wird betont, dass Unternehmen innovative Denkweisen annehmen müssen, um erfolgreich zu sein und die Herausforderungen des Wettbewerbs zu meistern.

💡Selbstmanagement

Selbstmanagement bezieht sich auf die Fähigkeit der Mitarbeiter, ihre eigenen Entscheidungen zu treffen und Verantwortung für ihre täglichen Aufgaben zu übernehmen. Im Skript wird Selbstmanagement als Schlüssel zum Erfolg und zur Verbesserung der Effizienz und Zufriedenheit der Mitarbeiter dargestellt.

💡Produktion

Produktion ist der zentrale Prozess des Skripts und bezieht sich auf die physische Herstellung von Gütern. Es ist der Bereich, auf den sich das Unternehmen konzentriert, um Effizienz und Technologien zu verbessern, um Kundenanforderungen zu erfüllen.

💡Konkurrenz

Konkurrenz ist ein Begriff, der die gegenseitige Herausforderung und den Wettbewerb zwischen Unternehmen beschreibt. Im Skript wird gezeigt, wie Konkurrenz die Verbesserung von Produkten und Dienstleistungen fördert, aber auch die Notwendigkeit veranschaulicht, sich diesen Herausforderungen zu stellen.

💡Kontinuierliche Verbesserung

Kontinuierliche Verbesserung ist ein Prozess, bei dem ständig nach Möglichkeiten gesucht wird, Prozesse, Produkte und Dienstleistungen zu verbessern. Im Skript wird dies als eine der Hauptstrategien beschrieben, um im Wettbewerb erfolgreich zu sein und die Kundenzufriedenheit zu erhöhen.

💡Mitarbeiterbeteiligung

Mitarbeiterbeteiligung bedeutet, dass die Mitarbeiter an Entscheidungsprozessen beteiligt sind und ihre Ideen und Vorschläge einbringen können. Im Skript wird dies als eine wichtige Komponente für den Erfolg der Unternehmensstrategie beschrieben, da es die Motivation und das Engagement der Mitarbeiter steigert.

💡Selbstorganisation

Selbstorganisation bezieht sich auf die Fähigkeit von Teams oder Organisationen, sich selbst zu organisieren und ohne zentrale Lenkung zu arbeiten. Im Skript wird Selbstorganisation als eine der Vorteile der neuen Managementphilosophie dargestellt, die den Mitarbeitern mehr Autonomie gibt und zu einer effizienteren und flexibleren Arbeitsweise führt.

Highlights

In today's fast-paced world, companies must adapt to changing environments and customer requirements to survive.

A company's quality and ability to compete globally were called into question, sparking a drive for improvement.

The importance of adapting to a changing environment is emphasized, with the warning that what's good enough today may not be in the future.

The competitive pressure to reduce product development and manufacturing time is discussed, with the company striving to keep up with faster competitors.

The negative consequences for companies that fail to meet the challenges of increased competition are outlined, including community impact.

The concept of self-management is introduced as a way for companies to improve and empower their workforce.

The shift from traditional top-down management to a culture where frontline workers make decisions is described.

The significance of the shop floor in a manufacturing organization is highlighted, emphasizing the need for efficiency and technology.

The idea that problems from all areas of a company come together on the shop floor is presented, calling for a team approach to problem-solving.

The benefits of increased self-management skills for both individuals and companies are discussed, including improved problem-solving and job satisfaction.

The shift from a traditional, hierarchical management style to a more integrated and information-rich shop floor is detailed.

The historical context of shop floor management, including the influence of Frederick Taylor's theories, is provided.

The new vision of shop floor management, focusing on self-management and employee empowerment, is introduced.

The transformation of the workforce from being told what to do to being involved in decision-making is described.

The challenges of changing the company culture and the importance of trust in the new management approach are discussed.

The process of creating a shared vision for the company and involving employees in that process is outlined.

The benefits of the new shop floor management approach, including improved quality, cost, delivery, and safety, are listed.

The necessity for change to be self-generative and come from within the organization is emphasized.

Transcripts

[Music]

as we see in today's media the world is

filled with change and uncertainty

products and services now become

obsolete much more quickly than they did

even a decade ago more and more new

technologies and new companies emerge

and those that cannot cope with change

often find their very existence

threatened we want to total customer

satisfaction and it was it was a result

of a officers meeting about ten years

ago that a bunch of the officers stood

up and in front of the Chairman and said

our quality stinks and we are really

going to be a competitor in this world

we have to improve our quality and

that's how it all got started

what was good enough today probably will

not be good enough in the future and so

that we have to adapt ourselves to a

changing environment a changing customer

requirement really took us four to five

years to design develop a product put

into the manufacturing and put it into

the field

our competition was doing that in three

when we moved to three they went to two

when we went the two they went to one

and so you can see the the

intensification of that an entire

process even though increased

competition results in a better variety

of products and services for customers

it can have negative consequences for

companies that fail to meet this

challenge how do you get that sense of

urgency across

companies like ourselves that are still

in the fat dumb and happy stage we're

still making money and nobody knows the

tents on fire yet failure to meet the

competition may severely impact the

community as well you get a chance as

you drive through to see what it does to

to the community you'll see boarded up

houses you'll see schools that used to

be schools that are not just vacant

buildings the human effect of that kind

of thing is real decline and personal

income so that is an interest of mine if

we can we can stop that turning around

change it and and if we can't do that

well it'll spread we're trying to be the

very best we can be

it's hard damn hard I'd much rather be a

little less than I can be but

competition won't let me do that but

what it's driving is some of the best

changes in providing a higher quality of

life for people that work here and the

people in our society and in the entire

world

in order to thrive in today's

competitive environment people must seek

new ideas it's going to take a whole

different look for Americans whether

they're managers or people that work in

the factory or people that work at

McDonald's restaurants or whatever it's

gonna take a whole different way of

thinking instead of being tossed around

by a turbulent sea we need to chart a

clear passage through it we cannot

change the wind but we can trim the sail

to get where we want to go rather than

blaming the environment we need to

develop self management skills self

managing means that we're responsible

for our day-to-day decisions on our

project they provide us with goals we

try to meet those goals at minimum we

really try to achieve those

it provides a real fulfilling

satisfaction when you can go in and say

hey we beat what you think we could do

instead of me doing all of the directing

and the controlling all the classical

things to make things happen we were

able to establish a culture that said

hey the people nearest to what is

happening will make the decisions and

make it happen

and it has turned out far beyond any

expectations that I could possibly have

you know what the best utilize resources

of the front line of a company's

operation and enable each individual in

the company to take charge of his own

destiny this course would address the

key elements of shop floor management

the sepoys where the tire hits the road

and unless we focus on this most

critical point to conduct our business

nothing will get done to satisfy our

customers production is our business we

are a manufacturing organization so that

shop floor that that that production

line that we have out there is the most

important part of our business and

that's where we need to become more

efficient that's where we need

implements and progressive manufacturing

technologies and that's where our

emphasis is going to likely we're saying

on the shop floor that's we could

collect the sins of the whole

corporation you've got you've got the

problems from the supplier you've got

design problems you've got material

problems you've got workmanship problems

but they all come together on the shop

floor and rather than just point your

finger and say it's not my fault it came

from

I think that's what needs to be solved

they need to get the gutter on the shop

floor as a team and go ID and go fight

through to whether its design supplier

wherever and solve the problem for to

practice self-management each of us

needs to understand our business

environment better be more receptive to

forthcoming changes share information

effectively upgrade our skills and even

be proactive in generating changes for

continuous improvement increased

self-management skills will benefit both

individuals and the companies that

employ them by learning to address

problems at the source people will

develop a sense of pride in themselves I

think about the shop port management

system is a process where we go out on

the floor joining the teams of people

and become involved in that process

and supply the necessary resources for

the people to get the job done the way

it should be what we do need and what

we're trying to achieve at HP is to have

more integration on the shop floor to

have more information about customer

requirements to to get feedback as

quickly as possible and to reduce cycle

time of feedback so so there can be

adjustments and kind of work that we're

doing to meet customer requirements

traditionally though many managers paid

lip service to the concept of shop floor

management it was not carried out in

actual practice no for 75 years

Steelcase has told these people off when

you come in in the morning you can leave

your brain at the door and you won't

need it will tell you what to do and how

to do it and don't worry about this guy

next to you because you don't worry

about yourself we were never allowed to

voice an opinion of our own we always

had to go through channels to be heard

and a lot of times if someone didn't

like the idea and they were just kind

forget about it nothing would ever come

of it

we were told what to do and how to do it

and expect it to do it that way and I

know as being a supervisor on the floor

that many of the things that I wanted

done in a particular manner never got

done that way but we insisted that it be

done that way we're deluding ourselves

kidding ourselves

during those years I worked real hard

and but but all was not right I mean

there were time there were times that I

felt small insignificant and like they

said earlier punch the clock do your

work and leave and and sometimes it was

real tough and I guess I always had a

feeling that there was more there's more

out there all in this century a book or

shop management by Frederick Taylor was

published in essence it proposed to

treat workers as extensions of machines

separating people into those who think

and those who work with their hands

this is surprising to me but what is

even more surprising is that this book

was used as a textbook in colleges as

late as the 1970s the question for us is

what is the new vision of shop floor

management the old system is dead the

new system the self managed system is

the wave of the future

I feel better about it I like the new

system it makes me more involved with

what I'm doing every day it's not just

coming in and collecting the paycheck

anymore so what kind of liberating the

skills and the knowledge you know avast

these people to leave the old days we

leave their brains at the door now we're

asking them to use it range in the

processor they own their particular

process they own the equipment they can

make changes as far as layout if it's

going to it they can make

recommendations and they'll be listened

to so we'd like to maybe take that part

of it of running the business and

eventually turn that over to them and

have the supervisor more as a

facilitator coach rather than actually

having to run the place there's a trust

there that

you people come to work everyday and

you've been maintaining your homes

you've been running aside business

exactly keep checkbook running we trust

you to know how and when to make changes

in the workplace especially with

something you do every day you know and

so you have a blank check if it were to

go ahead and put these things in place

and try them out and we'll give you

every bit of support that we can we've

taken our ability in this plant to a

level that's unreal as far as the

ability of the employees to share what

experiences they've had bring it into

their job and develop that task to a

level that we have not seen before

people are not only capable of making

decisions but they can also participate

in developing a vision for the future we

spent at least three months trying to

develop a vision for the plant very

difficult task we're talking about how

would we feel if we were a bulb that's

coming into our operation from our

glassblowing plant how would we feel

when we came into this what would we

expect we expected a spotlessly clean

receiving area and as a ball blew you

know we're not concerned even though the

long truck ride might have jarred us and

rear-end areas with Road craftsmen and

carefully maintained equipment we didn't

know what our goals were what our

mission was where we were objectives

where we didn't know which direction we

were going and since we started its

program okay everything has come to the

surface now we know where we're going

what our goals are what are we rejected

and what the company goals are but

taking initiative and setting goals

involves changes which are often

difficult we had to make a change we had

to do something significant we couldn't

be satisfied with the traditional way

that we were managing we had to make a

significant change in order to survive

it's a struggle but it's worth it it's

you know it's not easy and to keep all

this data and so forth when you got

other things to do it's definitely you

know

sometimes distracting but I think in the

long run it'll benefit everybody that's

participating in it although the change

process will vary patience and

perseverance is a key change the very

difficult thing few people can respond

to change positively so it takes a lot a

lot of patience to create in that in

people the responsiveness of looking

positively towards change

it takes an enormous amount of emotional

input and energy to affect change and it

takes a great deal of consistency and

repetition to get anything it's like

trying to turn the Queen Mary or a

battleship explain why change is

necessary because people will change

when they understand why if they

understand the consequences that are

that you're reacting to that will happen

if change doesn't take place then I

think that that will motivate people to

make change and I think in our case

people understood that we're in a

business where we need to be able to

operate with lower overhead fewer levels

of management and less cost in the whole

management area and they could

understand that staying competitively in

a cost situation will would help that so

we you know that's that helps people

want to make change

although change may bring surprises and

can be rewarding it may not come easily

for so many years it was a antagonistic

thing and now it's a trust when somebody

starts trusting you it's kind of hard to

believe it you know

but yeah it's helped a lot all of a

sudden we asked them for their ideas

their thoughts their involvement when

just about 10 years ago we brought them

up to say we'll tell you what to do

here's how to do it here's how the tool

that you used and don't bother telling

us how well to do it and I think that

was very difficult it took a lot of

convincing but once that person or that

group

gained your confidence in your trust it

was very easy to attain you start to see

progress you start to see people grow

and accomplish things that you didn't

think they could do I think probably the

biggest reward is seeing the growth of

the people in the organization two years

ago we were like horses we were blind we

were just working a path we didn't know

we would have had we will be kind the

company was making money or not

we know nothing we just came here

we worked eight hours and that was it so

then when we start with this new program

you know this the the the top management

started sharing more information with us

and they got a symbol okay they got the

people involved and there's been a

dramatic change the purpose of the

meaning was trying to come up with areas

that of waste that we could tackle and

try to to improve on and the supervisor

that was conducting the meeting was

having a really difficult time trying to

get the people to cooperate and come up

with ideas and he kept insisting and

insisting come on guys give me ideas of

areas that we could tackle as areas of

waste and finally one person said said

the biggest waste is this meeting and

that's just an example that now it's a

funny example at the time we were very

concerned because how do you change that

attitude how do you change the attitude

that just because you're sitting down

discussing a problem that you are not

wasting your time and it was not easy

not easy at all once a climate for

change has been created there are

challenges surprises excitement

it's exciting it's nice to see a lot of

change we've gone through some classes

on changing paradigms it's nice to see

the company follow through with some of

those things so that we don't have to

stay the same

we do have roles we do house potential

and we're able to use that I fed my own

ego by being the Answer Man for

everything and go out be the spark plug

on the floor and make things happen

and I found that with this style of

management what we must do is to turn

that around and get that feeling of

accomplishment in the hearts of the

peoples on the floor and surprisingly

they take to this like ducks to water if

you give them the chance and the

opportunity to do it since my first day

at Honda of America I've seen a lot of

changes and there's but continually been

challenges new models new plants new

lines engine plant expansion so the 11

years that I've been here is there's

been continually growing and continued

challenges and it and it feels good to

be a part of that we may wonder what

then are the overall benefits here are a

few examples

West scrap and rework more conformance

plant to plant lower cost of goods sold

less past-due delivery fewer claims on

workmen's compensation

lower overall cost of quality faster

cycle time increased productivity

greater reliability improved on-time

delivery lower inventory and increased

safety in addition there are many

unmeasurable benefits the major benefit

I see is is a company the theory of

competency that you give the individuals

and self-worth my role is I am becoming

much less involved with the day-to-day

running of the operation I'm looking

more into long-term what's the operation

going to look like in a year five years

my planning has has changed from week to

week month to month planning into a

yearly five-year planning so long-range

planning

yes we have improved quality yes we have

improved cost yes we have improved

delivery and very dramatically but those

are again our momentary improvements and

I think what we've been able to do is

create an organization that is self

improving in self organizing and and are

structured into autonomous teams that

moving towards a market place so if

compression is fierce customer needs are

changing quickly and the company has

tremendous untapped potential and the

people at before and if change is

necessary I mean it's a constant

challenge what does your play excellence

mean to you and what is the shared

vision of people to move forward most

importantly is that the change needs to

be self-generative

needs to come from within the

organization one of the initial things

that must be done in a process of

implementing shop floor management

program is to achieve at a commitment

from the corporate leaders with

your company a key element of that

commitment is a clear definition of the

destination you're pursuing in the

journey to shop for management that

definition must be a very clear and

concise statement of that end objective

we've taken that statement to be very

basic so that every employee within our

shop floor can understand the end

objective it is important to do it until

we succeed also if we have such an

attitude I am sure we will succeed