The New Shop Floor Management
Summary
TLDRDer 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
🌐 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.
🛠️ 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.
🔄 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.
🎯 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.
Mindmap
Keywords
💡Veränderung
💡Kundenzufriedenheit
💡Wettbewerb
💡Qualität
💡Innovation
💡Selbstmanagement
💡Produktion
💡Konkurrenz
💡Kontinuierliche Verbesserung
💡Mitarbeiterbeteiligung
💡Selbstorganisation
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
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