10 replies to this topic

[Simon]

There used to be a very good programme on the BBC "back to the floor" which basically was all about MD's getting their hands dirty for a week or so at the sharp end. Apart from making good television the idea was for the leader of the organisation to gain a better understanding of the process and people, and hopefully to initiate some improvements.

I'm a great believer in this and I also think it's imperative for everyone in the organisation to spend at least a day or two (preferably longer) in each function or process. The obvious benefits are increased empathy and understanding of the entire process and individual functions or processes, which leads to improved communication, team-working and motivation. This adds positively to the culture of the organisation and helps to create an environment where continual improvement can thrive.

Seems like a good idea and if planned effectively this type of programme is relatively easy to implement - but how many of us are doing it?

A good place to start is with the Board of Directors…why not make the suggestion at the next Management Review?

Regards,
Simon

[Franco]

This adds positively to the culture of the organisation and helps to create an environment where continual improvement can thrive.

Seems like a good idea and if planned effectively this type of programme is relatively easy to implement - but how many of us are doing it?

ISO 9001:2000 states that communication shall be ensured.

Is there a better "bottom up" mean of communication ?

Why shouldn't we try the other way, I mean "top down", taking a blue collar in the Management Board and let him/her see what's going on ?

[Simon]

Why shouldn't we try the other way, I mean "top down", taking a blue collar in the Management Board and let him/her see what's going on ?

Not just let him see, make him or her DO!

"What you do it like this...it can be done so much easier with a...it's OK I will order you one...pass me my cheque book."

Thanks Boss...


Simon

[Franco]

I won't let them DO
They could do better than me and my collegues
I understand Simon, the point is not looking but doing things

[Wallace Tait]

At my Ford location in Canada, I recall a day called "ergo day". Many engineers were seen on the production assembly lines performing work with the regular unionized workers (The most important people). It was only for one 8 hour shift yet, I firmly believe it did have some positive repercusions on the engineering staff.
The engineers who took part, had a whole new appreciation for the issues and challenges of a production worker at Ford. I would have liked to see this happen more often yet, as usuall, this tends to be a one off promotional aspect of HR communications in a production environment.
I am in favor of the Japanese style of management where, management tends to be more visible on the production floor and available for direct communications and pro-active with production process owners.
Wallace.

[Simon]

I am in favor of the Japanese style of management where, management tends to be more visible on the production floor and available for direct communications and pro-active with production process owners.

You know Wallace the idea is so simple and the benefits so great, yet so few in the West do it. I believe ‘job swapping' should involve everyone in the organization and be a cyclical programme rather than a one of exercise, which can sometimes do more damage than good.

Could this be a way of achieving the holy grail of ‘Breakthrough Improvement' without spending money?

Maybe - so why don't we give it a try.

Regards,
Simon

[Wallace Tait]

Culture stops people and organizations from infusing change due to fear of change.
Equating change with loss compounds fear for most western workers, regardless of who they are or, what they do.
Money is the most valued comodity in the west where, excellence is the most valued comodity in the Eastern developed nations.
We can talk all day about systems thinking and the importance of processes yet, we in the West, tend to become extremely insecure when asked or encouraged to change the status quo (And I don't mean the rock group, OH YES, I REMEMBER THEM)
Wallace.

[Simon]

We can talk all day about systems thinking and the importance of processes yet, we in the West, tend to become extremely insecure when asked or encouraged to change the status quo (And I don't mean the rock group, OH YES, I REMEMBER THEM)

Just remember or do you admit to being a fan? Actually I know quite a few of theirs Caroline, Down Down, Rockin' All Over The World, Whatever You Want. My Dad was a big fan - they are still at it you know.

http://www.statusquo.co.uk/

BTW I'm absolutely with you on your last post. I don't know whether you got a chance to read the article below, which I posted the other day - it's Exactly what we are talking about!

Bureaucracies Love Kaizen

Regards,
Simon

[Wallace Tait]

I just read the article Simon and, I had a good chuckle.
The author is right on the money though, I detected his sarcasm to be one of direct experience.
I still remain to be the type that has the notion that, CI or Kaizen can and should be a part of our daily lives regardless of our culture creed or political leanings. There can only be a good outcome when using Kaizen.
Wallace.

[Simon]

Of course Wallace, as long as commitment to incremental ‘baby improvement steps' is not used to foil the creative ideas that create giant leaps of breakthrough improvement. It's not black and white, there is a place for both, and I'm sure savvy organisations seize every opportunity to improve even if it does mean radical change and completely upsetting the applecart!

Regards,
Simon

[Wallace Tait]

Of course Wallace, as long as commitment to incremental ‘baby improvement steps' is not used to foil the creative ideas that create giant leaps of breakthrough improvement.  It's not black and white, there is a place for both, and I'm sure savvy organisations seize every opportunity to improve even if it does mean radical change and completely upsetting the applecart!

Regards,
Simon

I agree.
Wallace.