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
......
Affichage des articles dont le libellé est Getz. Afficher tous les articles
Affichage des articles dont le libellé est Getz. Afficher tous les articles
vendredi 31 août 2012
jeudi 1 mars 2012
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 :
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 :
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