PIOM 2012 – « Dans la marmite de l’innovation organisationnelle »

Le temps d’une journée les participants ont été invités au carrefour de plusieurs domaines des sciences humaines, entre ce que la pratique fait et ce que la science recherche.

· D’environnements favorables à l’innovation (Sol, FAVI,…), il fut question.

· D’interprétation et d’application différenciée du Lean, de la Systémique, de la Toc, du Six sigma, il fut question.

· De la confrontation entre les théories dominantes et de nouveaux cadres de références, il fut question.

· De formulation d’hypothèses nouvelles remettant en cause les idées établies, il fut question.

· De la découverte inattendue liée à la remise en question des croyances habituelles, il fut question.

· Du principe d'action et d'expérimentation confirmant l’intuition initiale, il fut question.

Bref un moment favorable dans un environnement porteur…pour l’innovation organisationnelle.

Au-delà des conférences, j’ai vécu comme un privilège le temps que Jean-François Zobrist m’a accordé. Suite à cette discussion, il m’a précisé avec beaucoup d’empathie les "4 principes systémiques qu’il a mis en place au sein de FAVI : 1 Partager un rêve (Vivre à Hallencourt, rester au village) 2. Interdépendance des tâches des opérateurs permettant l’auto-organisation sans contrôle et 3. la fixation de deux valeurs limites qui « fixent » la liberté de chacun (l'homme est bon et l'amour du client). 4. Un objectif commun : toujours plus et mieux pour moins cher pour mon client."

Ces principes sont présentés en conférence par Jean-François Zobrist comme du bon sens. Par la discussion que nous avons eue ensemble, j’ai cru comprendre que ces principes sont le fruit de son intuition construite autour d’une gestation de 42 ans, d’un solide apprentissage et de metaction (il faut agir pas seulement parler). Pour commencer cette réflexion avant de metagir, je m’en vais donc commander les livres des 2 auteurs qu’il m’a recommandé : SHOJI SHIBA et JC FAUVET.

Merci à Aleks et au CRP Tudor d’avoir rendu cette conférence possible.

A particular thanks to Emma to be there to share her energy and her experience. I will continue to follow your work with attention. Sorry, once again, I’ll do this post only in French.

PIOM 2012

To come : The PIOM second edition will be held on 13th November 2012. 

www.piom.lu
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A venir : La deuxième édition de la conférence PIOM2012 aura lieu le 13 novembre 2012  
www.piom.lu

Speakers :

Prof. Dr. Isaac Getz - ESCP


Jean François Zobrist – FAVI

Jean-Marc Verdure - CIO European Fund Administration

H. William "Bill" Dettmer - Goal Systems International

Dr. Emma Langman - Progression Partnership / University of Bristol

Thomas Mayer- Global Logistics and Supply Chain Manager, IEE International Electronics & Engineering S.A

Andrew King - Senior Director, Global Operations for OpenText Corp
......

The impact on company performance by changing our assumption about people.

Freedom Inc., the book of Isaac Getz and Brian M. Carney, gives us a perspective on enterprises that have decided to free their employees.

A lot of factories are today always managed through Taylor methods. JF Zorbist (FAVI see below) called those companies the “How companies” also called hierarchical, bureaucratic or command-control companies. The authors challenge us by asking the questions : Are those companies managed for the three percents ?

The purpose of Taylor was also to increase performance, but performance expressed as productivity. In his scientific Method, Taylor has specialized supervision, has standardized tools and work methods, has created a management planning function, has rewarded efficiency (doing the things right and fast) and has broken tasks into smaller and smaller tasks,…Scientific management works. But the basic assumption of Scientific Management was that employees were not highly educated, compliant to do exactly what they were told and so just able to perform the simplest tasks. So, this worked. But does it really work today and if "Yes" at what cost to our employees, at what costs to adapt to new demand variety, at what costs to change the way we do the service,…

Are we in the same context than in the industrial revolution ? I don’t think so. Are those scientific management principles adapted to serve our customers, to create joy in work and make our organization agile to adapt to new opportunities ? I do not think so

So are our companies managed for the 3 percents ? What will happen to 97 % of our collaborators ?

A lot of us has learned that Toyota Success is based on a fundamental assumption about people : people’s willingness to do a good job and to learn. Deming has demonstrated that 95% of organizational problems are caused by the company’s operational systems and merely 5% caused by its people. Changing system conditions and thinking behind, it is the best way to achieve sustainable improvements

So...? and if we started before to think about systems, lean,… to challenge our assumption about people ?

Isaac Getz and Brian M. Carney invite us to discover enterprises like FAVI, Harley Davidson, Oticon,... The leaders of those companies were sincerely convinced that all their collaborators are intrinsically equal …Is the relationship between employee freedom and company performance is due to” hazard”  ? I do not think so.

To conclude as I. Getz :  “The only true wisdom is in knowing you know nothing” - Socrates



The link to FAVI : http://www.favi.com/managf.php

The link to the blog of Freedom Inc. : http://www.favi.com/managf.php

The link to the book :