Motivating employees is not easy. In previous posts I described that the carrot and the stick approaches don’t work very well. What in my experience works best to improve the system is Respect for People!
This is actually a very important aspect of the Toyota Production System, and Toyota puts in lots of effort to show respect to all people. This includes not only employees (the focus of this post), but also customers, suppliers, neighbors, and pretty much everybody else it comes in contact with. At Toyota, it is actually called Respect for Humanity (人間性尊重, ningenseisoncho). Unfortunately, all too often I find this lacking in Western lean implementations. Continue reading Employee Motivation and Lean Implementation – Part 4: Respect for People
Motivating employees for change is tricky. What often helps is respect, but in reality the opposite is common. While managers claim that of course they respect their people, the employees feel very differently, and quite often there is a lack of respect. In this post I want to talk about this lack of respect and why it happens, before showing how to do it better in the next post. Continue reading Employee Motivation and Lean Implementation – Part 3: Lack of Respect
Lean improvements often fail in implementation, meaning the employees do not follow the new standards. In my last post we already saw that pressure (“the stick”) doesn’t work very well. The second option is the carrot. In this post I will show different “carrots” that are sometimes used to get employees to follow the new standard. However, most of them won’t work very well either. What often works best is actually simply treating people with respect – but I will talk about this in my next post. Continue reading Employee Motivation and Lean Implementation – Part 2: Money
All too often, good ideas for a lean implementation fail because workers won’t use the new ideas. They simply stick to their old habits. And, no matter how good the ideas are, if they are not used, then the improvement project is a failure. In this post I want to talk about this common problem in industry. The solution is – in theory – easy: Get your people motivated! Doing this in reality, however, is an extremely challenging task with an often-unknown outcome. Continue reading Employee Motivation and Lean Implementation – Part 1: Carrot and Stick
Most of the material you purchase eventually goes (hopefully) to the customer. Some will be waste, others may be scrap. Yet a small part is also likely to be stolen, probably by your own employees.
In this post I will look at the effects of theft and give you some industry examples. Continue reading Loss of Material: Theft!
In the last months, there has been an unprecedented power struggle between Volkswagen and its suppliers. Two of the suppliers stopped delivering, leading to a full stop of multiple production lines at six Volkswagen plants, including its main plant Wolfsburg. This whole mess comes on top of the separate problems Volkswagen has had with its Dieselgate. In this post I would like to look in more detail at what happened. Continue reading Volkswagen Supplier Relations Failure
Motivation is a key aspect to success. This applies not only to individuals, but also to corporations. Since this is not really any new revelation, many companies put in quite a bit of effort into raising corporate morale. One popular morale booster is corporate events. It is difficult to make such events truly exceptional, but most companies manage to do at least a decent job. Others, however, produce just cringe-worthy results. Or, you could say they create a night to remember. Luckily for us, these are there for all to see on YouTube . Let’s have a look! Continue reading Using Lots of Effort and Money to Demotivate Your People
Employment is an exchange of work for money. In my last post I showed a few tricks on how operators keep management in the dark about the true workload. However, management is also not giving out all the details on their side either. Naturally, the true value of the work is difficult to asses. Even if companies could know exactly how much each employee contributes to the success, they probably would keep this information top secret.
More interesting, however, is the value of the target workload, where operators are able to work continuously at 130% capacity without problem. The following are my own thoughts, as I have never seen these conclusions anywhere else before.
Continue reading The Curious Case of 100% Work Performance