How to Change a Culture: Lessons From NUMMI. How to Change a Culture: Lessons From NUMMI. case study. John Shook. Save; Share. Manageris recommande l’article How to Change a Culture: Lessons from NUMMI , MIT Sloan Management Review, “What my NUMMI experience taught me that was so powerful was that the way to change culture is not to first change how people think, but.
|Published (Last):||7 February 2005|
|PDF File Size:||3.98 Mb|
|ePub File Size:||17.52 Mb|
|Price:||Free* [*Free Regsitration Required]|
This example shows the hw of learning from others with a different perspective and welcoming change that can make all the difference. And, oh yes, the plant had produced some of the worst quality in the GM system.
The best example numm how the culture was changed at NUMMI is the famous stop-the-line — or andon — system on the assembly line. For growth, there must first be a willingness to learn, followed by a readiness to apply what has been learned.
It wanted to put an idle plant and work force back on line. As a result, employee behavior dramatically improved, and NUMMI — nearly over night in the business world — because the greatest success GM, and American auto manufacturers, ever saw. Toyota could have just chosen to go it alone, which would have been quicker and simpler.
The training included long hours of lectures but, most importantly, practical on-the-job training in which they worked alongside their counterparts to learn what was to be their job back in California. His team leader will come to provide assistance bummi his job cycleor the time available to complete his assigned responsibilities.
Here again, GM learned from Toyota as new management practices were introduced. Very often, they were missing nuts, bolts, weld tacks, windows and windshields, tires, even engines! For Toyota, of course, that was no decision at all — it was a given.
Learning for Change: the NUMMI Experience
The concept of learning from others and embracing change reminded me of NUMMI, which I learned about a while back in my education. It was already trailing Honda Motor Co.
The only thing that changed was the production and management system — and, somehow, the culture. Employee relations was improved with open door policies, direct communication, continuing education programs, and peer mentoring.
Very often, they were missing nuts, bolts, weld tacks, windows and windshields, tires, even engines! Apparently, is simple, but is very complex and difficult issue. All that was left was a change in culture for those who showed up for work at the new oessons.
Shook explained how the new training plan was implemented and started a complete turn-around of the Fremont plant employees Shook, For each of us, every day, every moment, work comes at us. In fact, according to Toyota manager John Shook in an MIT Sloan Management Review article, culture change was not the goal, but the natural by-product of how people were treated and a new […].
The joint venture was a true exploration of the power of cultural influence, learning, and adaptation Shook, First, it deals with how people do their work right now.
The Leading Question How can managers change the culture of their organization? What better way than to get started with an existing plant Fremontand with a partner helping it navigate unfamiliar waters? Krafcik experienced the […]. Why was the joint venture attempted? For example, some aspects of Japanese management may meld well with American management, while some practices from each culture do not work well in the other culture Moran et al, In early at an assembly plant on the outskirts of Detroit, I observed a worker make a major mistake.
Instead of focusing on the mindset of everyone involved in the change, it is more effective to focus on the actions of those involved in the change Shook, And with the work-around, he managed to attach the wrong part on a car. For growth, there must first be a willingness to learn, followed by a readiness to apply what has been learned. What do we do when someone else finds and exposes one? Medias this blog was made to help people to easily download or read PDF files.
There may be bumps in the road, as Moran et al. So I decided ot read up on it.
How to Change a Culture: Lessons From NUMMI
That is the lean cultural shift. Part of doing their job is finding problems and making improvements. Employee relations was improved with open door policies, direct communication, continuing education programs, and peer mentoring.
The answer may not even be within the same culture. A red button was located about 30 paces away. The work force in those days had a horrible reputation, frequently going out on strike sometimes wildcat strikesfiling grievance after grievance and even sabotaging quality.
Thanks again for discussing this, -AJ. How to Change a Culture: Photo retrieved from http: All of this was just happening. To this day, no one knows what happened there except that worker and me.
Apparently, is simple, but is very complex and difficult issue. The famous tools of the Toyota Production System are all designed around making it easy to see problems, easy to solve problems, and easy to learn from mistakes. Remember, this was the early s. A regular automated process was down for the day, so the worker was making do with a work-around.
The stop-the-line andon process is just one example of acting the way to thinking, but it is a good one for two reasons.