LITTLE PRODUCTION SYSTEM
Team Work
Team Work - what does it mean? What does it take? Great work can never be achieved alone. If you want to grow and take it to the next level - team work is key. Operations Insider - connecting the dots.
Team Work - what does it mean what does it take. Great work can never be achieved alone. If you want to grow and take it to the next level - team work is key. In this article of the “little production system” we will have a look at it and some self assessing elements.
Definition
Teamwork is characterized by the fulfillment of work tasks by a number of employees with complementary skills. They are committed to these tasks, have a common goal, use an approach for which they are committed as a team.
The targets:
The activation and use of human resources
The technical and organizational possibilities for achieving the company's goals
Key elements:
Defined roles, tasks and communication structures for island teams, project teams, management teams, divisional and departmental teams
Responsibility for quality, costs, time and improvement of standards
Development of social, technical, methodological and leadership competence
Regular development/appraisal interviews by managers
Practical flexibility of use
Regular team meetings
Problem solving activities
Team networking / cooperation
KPI
Team performance
Employee satisfaction
Check your organization with this brief self assessment of level of fulfillment
Work organization level of fulfillment
Level 1
Classical hierarchy, individual workstations division of labour.
Level 2
Spatial grouping of workplaces and plants to islands with classical division of labour.
Level 3
A new form of work organization has been developed and tested in pilot cases in the form of group work.
Level 4
The new form of work organization - all employees work in groups - has been implemented across the board.
Level 5
Within the framework of the agreed objectives, the groups jointly assume responsibility for quality, delivery dates, productivity and optimum use of resources.
Standards - level of fulfillment
Level 3
Standardized processes are documented and visualized.
Level 4
The established standards are lived.
Level 5
The established standards are lived and developed independently.
Communication structure levels of fulfillment
Level 3
Team or group discussion with a lack of efficiency. Established information and communication structures.
Level 4
Regular, efficient team or group discussions. A part of the communication structure is ensured across the board with the help of the "group speaker" function.
Level 5
Existing scope for action is perceived. Defined communication structures exist. Cross-team networking and cooperation serve to achieve goals.
Level of fulfillment – Qualification
Level 1
The level of qualification for professional competence is recorded according to the situation.
Level 2
The level of qualification for professional competence is regularly and systematically recorded and documented. Standardized training programs for occupational safety exist for new employees.
Level 3
The level of qualification in technical, methodological and social competence is regularly and systematically recorded and documented. For new employees, there are area-related familiarization programs.
Level 4
The level of qualification in technical, methodological and social competence is regularly and systematically recorded and documented. Demand-oriented and individual qualification plans are implemented and their effectiveness documented. Divisional and cross-divisional training programs are in place for new employees.
Level 5
The level of qualification in technical, methodological and social competence is regularly and systematically recorded and documented. Needs-oriented individual qualification plans are implemented and their effectiveness documented. Short training courses are a company standard. Divisional and cross-divisional training programs are in place for new employees.
Flexibility level of fulfillment
Level 2
Work tasks, time and place are determined by the supervisor.
Level 3
The employees organize themselves with support in terms of work tasks, time and place according to the standards
Level 4
The employees organize themselves partly independently with regard to work tasks, time and place in relation to the standards.
Level 5
The employees organize themselves independently with regard to work tasks, time and place in relation to the standards.
Payment
The remuneration system describes the link between performance, qualification, commitment and payment.
In this article me make it short and simple.
Definition
The remuneration system describes the link between performance, qualification, commitment and payment.
The targets:
Mobilization and utilization of the performance potentials of people, resources and organization. Remuneration is an important management instrument.
Key elements:
System is simple, transparent and variable (+ / - ) and uniform for all collective agreement employees
Qualification and requirements
Result orientation (company, division)
Coupling to standards for team/employees
Achievement of objectives (team / employees)
Special bonuses
Performance reviews
Level of fulfillment payment
Level 1
The remuneration system is based on a description of requirements and the corresponding needs-oriented qualification for the individual workstation. Service components are partly fixed and partly variable. Target values of the employees are the degree of time and the "front water". Non-systemized, special payment independent of results at company level. No special bonuses.
Level 2
There are several charging systems. Bonus wages and other performance components are partly fixed and partly variable. Linking to performance standards is not practiced. The remuneration systems allow premiums for successful special promotions. Inconsistent, sporadic application
Level 3
Only the premium wage and the time wage exist in production. The first concepts for a uniform payment system have been developed. The remuneration systems are based on a description of requirements and the corresponding needs-oriented qualification related to individual workstations and group work. Service components are partly fixed and partly variable and linked to performance standards.
Level 4
A uniform remuneration system for wage earners has been developed and implemented in a cost-neutral manner. A uniform remuneration system has been developed and adopted for all levels. The basic performance component is linked to minimum conditions (fixed). The variable component is defined and linked to targets. Behavioural characteristics (e.g. compliance with standards) are taken into account. The remuneration system applies bonuses for defined and successful special promotions
Level 5
A uniform fee system has been implemented at all levels without affecting costs. The remuneration system is based on a description of requirements and the corresponding needs-oriented qualification for teamwork (comparison with teamwork). The variable component is defined and linked to targets. Participation in company results, divisional results according to the target agreement.
Human Resources Mgt.
Human Resources Management as part of the series “little production system - short and simple. Including a self evaluation check for your own organization.
In this article we want to have a short read on Human Resources Mgt. and the impact on your production system. As standard procedure in this series we first define our understanding of HRM, the targets and key elements. Further on you will get the 5 levels of fulfillment to have a self check of your organization.
Definition
The manager creates framework conditions, gives orientation and motivates the employees to fulfill their tasks independently and efficiently.
The targets:
Visions and strategies are developed and communicated
Framework conditions are created and maintained
Team building and team promotion is a continuous process
Responsibility and decision-making competences are promoted
Efficient personnel deployment is ensured
Responsible handling of (personnel) resources to achieve the company's goals
Key elements:
Corporate guidelines and objectives
Corporate culture, conflict management, error culture, dispute culture
Management structure / management span
Flexibility, personal responsibility, social competence
Communication and trust
On-site presence of the manager
Compliance with standards
Employee selection and deployment
Teamwork
Decentralized decision-making authority within the framework of agreed rules
Recognition
Role model function (personal conduct and appearance)
KPI
Degree of target achievement - employee satisfaction
Self assessing the levels of fulfillment for your human resources management in your organization.
Goal oriented management structure
Level 1
Responsibility and decision-making powers are not regulated. Arbitrary decision-making processes. Employees are not involved.
Level 2
Responsibility is regulated. Decision-making competence is not regulated. Bureaucratic decision-making processes. Employees are asked about the decision-making process on a case-by-case basis.
Level 3
Responsibility and decision-making powers are regulated. Simplified decision-making processes in daily business. Employees / teams are involved on a case-by-case basis in the preparation of the decision-making processes relevant to them.
Level 4
Responsibility and decision-making powers are regulated and coordinated. Bureaucratic decision-making processes are limited to "high-quality" procedures. Employees / teams are involved in the decision-making processes relevant to them.
Level 5
Responsibility and decision-making competence are in balance. Unbureaucratic decision-making processes. Employees/teams are involved in the decision-making processes relevant to them or make decisions on their own responsibility.
Management, management culture, demands on the management level
Level 1
Differently practiced management styles available. Authoritarian leadership behavior more pronounced - "I have everything under control". Executives have high professional competence and are the "firemen" of the factory/unit.
Level 2
Management guidelines are formulated and are lived very differently. The managers work in cross-divisional projects for system development and design. They develop processes for their employees but cannot yet "let go".
Level 3
Uniform management guidelines are beginning to live. Management development programs support the new leadership roles. They encourage employees to bring in ideas for improvement, jointly draw up new standards and ensure that they are consistently adhered to. They bear responsibility for costs and budgets in their area and make consistent personnel decisions.
Level 4
Managers spend the majority of their working time on system development and on supporting and developing their employees and teams on site. Daily business is delegated. The manager trusts in the abilities of the employees and promotes them systematically, rewards efforts, supports improvements and agrees on Targets. Promotes, demands and trains the Identify and eliminate of waste. They become a leader methodologically assessed and developed.
Level 5
The manager is an "entrepreneur" for his or her area and designs a corporate culture in accordance with the company's guidelines. The Managers possess technical, social and methodological competence and use their scope for action and design. This can be seen, for example, in the promotion of employee/team initiatives and responsibility, agreeing on goals and this includes: increasing the cost of achieving objectives, determining the consequences of deviations (+/-), monitoring compliance with established standards, maintaining uncomplicated, open and honest communication in daily work, acting and acting in an exemplary manner, recognizing and using conflicts and contradictions, communicating visions and initiating innovations.
Human resource management level of fulfillment
Level 1
Planning, selection, deployment and control of personnel takes place at short notice on call.
Level 2
Planning, selection, deployment and control of personnel only takes place on a divisional basis.
Level 3
The planning, selection, deployment and control of personnel takes place across all divisions.
Level 4
Generally applicable rules for the planning, selection, deployment and control of personnel are applied.
Level 5
There is a future-oriented and long-term personnel management system with the components demand-oriented (quantity, quality) personnel planning procurement and deployment according to requirements qualification and development program exploitation of the qualification potential in the entire company. Formation of functional and efficient teams.
Target Setting
Target setting and success management describes a continuous goal agreement process, which starts with the company vision and extends to the executing team or employee. Thus all employees work target-oriented on the success of the company.
Target setting and success management is crucial for the success of all companies. If you don’t know where you want to be, sooner or later you will be lost. In this article of the series “the little production system” we will have a look at the target setting and how you can evaluate it for your organization.
Definition
Target setting and success management describes a continuous target agreement process, which starts with the company vision and extends to the executing team or employee. Thus all employees work target-oriented on the success of the company.
The targets:
The formation of objectives leads to an orientation towards common process and result objectives
The contribution to the corporate targets is ensured by the creation of measurement variables and continuous control of the achievement of objectives
Every employee recognizes his or her contribution to the achievement of the company's targets and feels committed to "his or her" goal
The achievement of objectives increases motivation and willingness to improve performance
Key elements:
Company vision
Company targets
Strategic objectives
Operational objectives
Result targets / process targets
3-level voting
Interdepartmental coordination
Visualization in the responsible area
Consistent, transparent and standardized system
Freedom of action within the framework of concerted action
Dealing with deviations
Adaptation of the objectives to changing conditions (3 levels)
KPI
Degree of target achievement
Target setting and Measurements level of fulfillment
Level 4
Divisional targets are based on strategic and operational planning The goal formation process is consistent in all divisions. The process is coordinated across all divisions. Action plans are in place at divisional/cost center level to achieve the targets.
Level 5
Target agreement is carried out via 3-level coordination
Goals are coordinated across divisions
Goals are quantified
Individual goals and common goals are in harmony
There are goals for all levels up to the group or employee
At least once a year the goal formation process takes place
Measures to achieve the objectives are defined and documented
Level of fulfillment - Success management
Level 4
KPIs are available. Possibilities for success control are used. Adaptation to changed conditions is carried out in part.
Level 5
Achievement of objectives and progress are reviewed regularly
In case of deviations, corrective measures are implemented and visualized
In the event of changes in the general conditions, the goals are adjusted
Information and communication
Level 4
There is a standardized reporting system. Targets/achievement of targets are communicated and visualized in all areas/cost centers/teams.
Level 5
Visualization of goals, achievement of goals and measures
There is a standard for the confirmation (bottom up) in case of deviations (+/- )
An integrated system has been installed and is used and lived in all areas and levels
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