HOW TO CHANGE A CULTURE LESSONS FROM NUMMI PDF

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.

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And, oh yes, the plant had produced some of the worst quality in the GM system. Krafcik experienced the […]. I think, the best way the people can change is, first, changing the behavior, then, as a result, changing the culture. Toyota had many concerns about transplanting perhaps the most important aspect of its production system — its way of cultivating employee involvement — into a workplace as poor as Fremont.

The andon process is about building in quality by exposing problems. Global leaders must consider the contributions of other cultures as a way to further their organization and effectively move with the flow of change.

What I mean to say is, learning from others may lead to incorporating what has been learned, or it may mean discovering what will not work.

Get semi-monthly updates on how global companies are managing in a changing world. Very often, drom were missing nuts, bolts, weld tacks, windows and windshields, tires, even engines!

Learning for Change: the NUMMI Experience

Image courtesy of Flickr user smi23le. The real hurdle goes back to the concept of having an open mind and a willingness to learn and change. Photo retrieved from http: It was communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully. It was just a dream. Toyota wondered how workers with such a bad reputation could support it in building in quality. What better way than to get started with an existing plant Fremontand with a partner helping it navigate unfamiliar waters?

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This is followed by further questions that delve into the realities of being a leader in a global world Moran et al, While this stopped production from continuing, the team was able to address the problem right then and there, and after the problem was fixed, the lone restarted, the end result was a finished product at the end of the line FREE of problems, issues, and missing parts.

However, application does not necessarily mean direct application. Their answer was invariably the same: Here again, GM learned from Toyota as new management practices were introduced. Sign up Please enter a valid email address Thank you for signing up Privacy Policy. You must sign in to post a comment.

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The challenges global leaders face in the twenty-first century include how to effectively deal with change and where to look for solutions to the problems they face. Shook explained that the NUMMI experience gave him a new way of thinking from the general Western approach to organizational change Shook, As someone who was there at its launch and witnessed a striking story of phenomenal company culture reinvention, I am often asked: Employee relations was improved with open door policies, direct communication, continuing education programs, and peer mentoring.

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It wanted to put an idle plant and work force back on line. All of this was just happening.

How to Change a Culture: Lessons From NUMMI

A regular automated process was down for the day, so the worker was making do with a work-around. Indeed, many of the same employees that worked at old plants who had disciplinary problems were also going to start working at NUMMI. All with the exact same workers, including the old troublemakers. But for that worker on the Big Three assembly line, there was, practically speaking, nothing he could do about the mistake he had lessonw made.

If we as management want people to be successful, to find problems and to make changf, we have the obligation to provide the means to do so.

The key is removing the fear or fo of looking at differences as opportunity. He quickly realized his mistake, but by then the car had already moved on, out of his work station.