Angol összefoglaló
Gyakran külföldi cégvezetővel kell dolgoznunk. Azoknak szeretnék segíteni, akiknek angolul kell meggyőzni a főnöküket arról, hogy hasznos a cég számára, ha a dolgozói ötleteket felhasználják a folyamatok egyszerűsítésére annak
Gyakran külföldi cégvezetővel kell dolgoznunk. Azoknak szeretnék segíteni, akiknek angolul kell meggyőzni a főnöküket arról, hogy hasznos a cég számára, ha a dolgozói ötleteket felhasználják a folyamatok egyszerűsítésére annak érdekében, hogy vevői elégedettséget növeljenek, költségeket csökkentsenek, munkahelyeket mentsenek meg.
Many people read books about the Toyota Production System and the enterprise management principles elaborated as part of that system. Few of the professionals that have an interest in the system are eventually able to implement a culture change and achieve real results.
How can we help the organisation understand and implement the fundamental ideas of lean management?
Leaders have responsibilities in three main areas: operative management; strategy building; and human resources management.
Whenever this triple unity breaks down, the organisation–or the field under the leadership of the responsible manager–will lose its ability to develop. When is this bound to happen? Most often, it happens in the wake of success, when we become all too complacent, or when a new generation passes us by and we feel the urge to prove ourselves important by keeping busy doing unnecessary tasks–this is the era of red tape.
TPS helps going overboard when building our strategy and reminds us to maintain our involvement in key processes and core activities even if we are part of the management.
Furthermore, TPS also teaches us that human resources management is a responsibility shared by each and every manager and is not solely something that HR does.
Applying TPS, the enterprise takes a step towards becoming a learning organisation. Top management run a major risk when they fail to participate in the adaptation of TPS, and instead become passive observers while leaders in mid-management positions pass them by in terms of knowledge. Top management is responsible for coaching and delegation and for involving as many areas in TPS activities as is possible. Communication may be delegated to the Marketing Department; performance measurement to the Controlling Department; and system development to the Production Department or to the HR Department. It is important that we do not approach the individual elements of TPS as opportunities for playing power games. Rather, participating in the work of the Kaizen Committee should be seen as a service. It is an all too frequent error that no links are established between TPS content and other HR tools: employee satisfaction surveys do not probe into kaizen implementation; the management’s system of goals do not include indicators for training activities, positive feedback, savings achieved, or standardisation; the enterprise’s grade system does not include any TPS expectations; the talent pipeline is not interconnected with TPS system building. If Lean is not interconnected with the various tools at the disposal of the various departments, Lean will only be just another frustrating campaign-type task in the life of the enterprise.
As a major change in the life of the enterprise, people chatting away in the cafeteria will be talking about processes instead of gossip. The experience of joint success will invigorate the associates. They will learn more about the processes of adjoining areas as well as the people working in those areas. Personal relations will strengthen and people will undertake more responsibility in their work and activities. More and more of us will become aware of what any specific change might imply for others in their daily lives. As a result, helping each other will become easier and more natural for all actors within the organisation. Internal training programmes and expert circles will be launched in order to spread knowledge. It is very important that all such initiatives and receive our support in the form of accessories, rooms, resources, and positive feedback. But–how do we know whether our experiment is progressing the right way?
Well, if we have worked well, the enterprise will carry on improving even when we’re not there, and we might as well leave our cell phones at home while on vacation. I wish you all a good trip!
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