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: Exposure at FORD :
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AUTOMOTIVE S ECTOR
Quality at Ford
AUTOMOTIVE S ECTOR
Management Systems
Enterprise Model Customer Dealers
Management Systems
Order to Delivery
Suppliers
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AUTOMOTIVE S ECTOR
Quality at Ford
VALUES :
PR O
DU
CT
O PR TS FI
AUTOMOTIVE S ECTOR
Quality at Ford
Guiding Principles :
Quality Comes First Customers are a focus of everything we do Continuous improvement is essential to our success Employee involvement is our way of life Dealers and suppliers are our partners Integrity is never compromised
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AUTOMOTIVE S ECTOR
Quality at Ford
Empowered People Empowered People
AUTOMOTIVE S ECTOR
Quality at Ford
FAO Seven Strategies
Lead in Customer Satisfaction
BUSINESS OBJECTIVES
Metrics 1997 1998 Long Term Obj
PEOPLE
Empowerment Diversity Competency
PROCESSES
FPDS OTD FPS Aftersales Service Customer Satisfaction
PRODUCTS
Empowered People Nimble through Process Leadership Be a Low Cost Producer Achieve Worldwide Product Excellence Lead in Corporate Citizenship Achieve Worldwide Growth
CUSTOMER SATISFACTION
POLICY DEPLOYMENT
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AUTOMOTIVE S ECTOR
Quality at Ford
Matrix Managemen t Freedom to Fail
NC
E M POW E
Trainin g
O M PE T E C
ME
PEOPLE
IV
E RS I TY
NT
Growt h
D
Minority Reservation s
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Teamwor k
AUTOMOTIVE S ECTOR
Quality at Ford
Management Systems
OBJECTIVE : Support Organisational Requirements Create Business Process Excellence & People Excellence
AUTOMOTIVE S ECTOR
Quality at Ford
RE-ENGINEERING PROJECTS FOCUSED IMPROVEMENT PROJECTS
Management Systems
OPERATING PRINCIPLES :
RAPID PROJECTS
Develop Competencies among people Identify & Develop World Class Practices, Tools, Methodologies, Processes - suit, validate, integrate & standardise for organisational requirements and Implement while working closely with Operations
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AUTOMOTIVE S ECTOR
Quality at Ford
RE-ENGINEERING PROJECTS FOCUSED IMPROVEMENT PROJECTS
Management Systems
OPERATING PRINCIPLES (contd..) : Use Organisational Learning (OL) to accomplish breakthrough results Develop Infrastructure to facilitate effective improvements
RAPID PROJECTS
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AUTOMOTIVE S ECTOR
Management Systems
AUTOMOTIVE S ECTOR
Management Systems
Behaviours Communications Accountability Performance incentives Commitment to integrity
PROCESS Task Description Duration Relationships between Tasks Roles & Responsibilities Deliverables
TECHNOLOGY C3P System New Computer Applications New Testing Facilities Enhanced computetional capabilities
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AUTOMOTIVE S ECTOR
Management Systems
To understand, develop and nurture organisations / companies or enterprises, we must first understand Human Beings People are the most important resources of an organisation People management encompasses
Committee Structure People training Pulse survey etc.
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AUTOMOTIVE S ECTOR
Management Systems
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AUTOMOTIVE S ECTOR
Management Systems
Support : . L Metrics e a d Data 1997 e Source Target r Pulse Data
Completion on Deployment
Champion : .
W H H O Actions A W T 1 Empowerment/Leadership Develop an empowered workforce lead by a highly qualified and dedicated management team A Use the policy deployment process to align objectives internally with customers and other organisation 2 Competency/Personnel Planning 3 4 Diversity Organisation
Timing
Status
C o m m e n t
90%
Favorable
Cascade Dept. Objectives
Ongoing
By 31/1/97
ET & DO O & PP
SPPI Operating management O & PP
A Ensure that dept. is properly organised to execute the Business Plan and that a robust process for managing change is established to respond to changing organisation needs 5 Communications (Shared with SPPI)
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AUTOMOTIVE S ECTOR
Management Systems
Technical Skills
Subject Matter Experts Quarterbacks CAD/CAM/CAE Problem Solving Skills Henry Ford Award
People Skills
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AUTOMOTIVE S ECTOR
Management Systems
M S
P E ( H O . R P TL O E . )
A Y
N S
T
G T E
E M
M S
L T C I MO ES T & D ( M e e t in g
A s
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AUTOMOTIVE S ECTOR
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AUTOMOTIVE S ECTOR
Management Systems
People Management :
Contents
Organisation Structure Leadership Development Process - Personnel Development Commitees (PDCs) Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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AUTOMOTIVE S ECTOR
People Management
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AUTOMOTIVE S ECTOR
People Management
8 Direct Reports
MANAGER
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AUTOMOTIVE S ECTOR
People Management
Matrix organisation
Administrative (Dotted line-line of discipline) Functional (Solid Line-line of business)
Cross Functional Team promoted at workplace Superior also rated on the performance of the team
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AUTOMOTIVE S ECTOR
People Management
Contents :
Organisation Structure Leadership Development Process - Personnel Development Commitees (PDCs) Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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AUTOMOTIVE S ECTOR
People Management
- Personnel Development Commitees (PDCs) What is PDC ? Role of PDCs PDC Structure Steps of PDC development
Tiering Filing Open Positions Developing Career Path Models Succession Planning
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AUTOMOTIVE S ECTOR
People Management
Facilitate Employee Career Planning throughout Ford on a global basis Enhance employees development & build replacement strength for key positions Best utilisation of talent of all employees Identify & develop companys future leaders
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AUTOMOTIVE S ECTOR
People Management
What is a PDC ?
Committee made up of supervisors representing their respective activities Members gather data from multiple sources in order to assess the potential of employees within their scope PDCs form development and succession plans Ensure employees have proper skills and experiences required to contribute to the Companys strategic objectives
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AUTOMOTIVE S ECTOR
People Management
Role of PDCs
Cornerstone of the Leadership Development Process Vehicles used to drive personnel development planning & implementation to achieve strategic leadership capability RIGHT PEOPLE WITH THE RIGHT COMPETENCIES FOR THE RIGHT JOBS AT THE RIGHT TIME
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AUTOMOTIVE S ECTOR
People Management
PDC structure Chairperson, Committee Members and Facilitator Five Levels in most functions
PDC - 1 PDC - 2 PDC - 3 PDC - 4 PDC - 5 : : : : : Top Level (E-Band) PSR SCR Management Role Lowest Level (GSR)
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AUTOMOTIVE S ECTOR
People Management
Sustain competitive advantage for the company through its people Improve linkage to the business plan Value diversity as a competitive advantage Promote development as more than a job reassignment
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AUTOMOTIVE S ECTOR
People Management
Involve employees in career development Empower PDCs at lowest appropriate levels Provide simple/effective tools to drive process Ensure technical development of personnel continues
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AUTOMOTIVE S ECTOR
People Management
Business Plan drives the activities of PDCs The PDCs focus on People Planning and Position Planning These PDC activities provide support to the achievement of long-term business success e.g.suitably experienced employees for emerging markets
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AUTOMOTIVE S ECTOR
People Management
Business Plan And Metrics
Workforce Planning (demographic analysis) ID organisation and people requirements Changes in marketing and staffing issues
PDCs
Multiple perspectives Dynamic Process - real-time data Alignment with other Initiatives Accountable to metrics
Position Planning
ID Key positions Forecast turnover ID learnings and challenges
People Planning
ID employee interests Tiering ID development needs Provide feedback to supervisor for employee discussions
Employee Development
Match people and positions Identify high potential people early Determine development needed Provide development experiences Determine succession planning needs Communicate metrics Communicate development plans to supervisors for employee discussions
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AUTOMOTIVE S ECTOR
People Management
Getting Started First Steps to Effectiveness Gaining Effectiveness Operating at Optimal Effectiveness
PDCs - Getting Started and Moving to Optimal Effectiveness
Getting Started
First Steps
Gaining Effectiveness
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AUTOMOTIVE S ECTOR
People Management
First Steps Gaining Effectiveness
Operating at Optimal Effectiveness
Getting Started
Getting Started
Employee Roles and Responsibilities
Select PDC members Ensure diversity of membership Adapt charter for local needs Roles and responsibilities Establish linkage to other PDCs horizontally and Vertically
Compentency Analysis
Observe Performance Document observations Conduct discussions Gear discussions to specific tasks to be done
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AUTOMOTIVE S ECTOR
People Management
First Steps Gaining Effectiveness
Operating at Optimal Effectiveness
Getting Started
First Steps
Data Gathering And Discussion
Review of corporate competencies Add and adapt to create local competencies based on local business plan
Tiering
Initial assessment of personnel into corporate tiering definitions Revisit as process continues
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AUTOMOTIVE S ECTOR
People Management
First Steps Gaining Effectiveness
Operating at Optimal Effectiveness
Getting Started
Getting Effectiveness
Filling Open Positions Developing Career Path Models And Planning Development Priorities
Use competency analysis to identify key experience needs Analyse past experience of personnel by tier against Career Path Model
Start to build capacity for open, honest discussion Meeting Rules Plan for next meetings
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AUTOMOTIVE S ECTOR
People Management
First Steps Gaining Effectiveness
Operating at Optimal Effectiveness
Getting Started
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AUTOMOTIVE S ECTOR
People Management
1. Employee Communicates To Supervisor Aspirations Self-awareness Strengths/Weaknesses Commitment to Change Performance accomplishments Promotability Employee aspirations Strengths/Weaknesses Reassignment experience requirements Performance to PDC
Realisms of aspirations Accuracy of self-awareness Strengths/Weaknesses Suggestion to change Performance feedback Promotability feedback to the employee (if the employee requests)
3. PDC Communicates To Supervisor Realism of promotability Tiering Job opportunity and experience matching to supervisor
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AUTOMOTIVE S ECTOR
People Management
Officer Vehicle Line Director Chief Engineer Engineering Manager Engineering Supervisor Product Design Engineering Production Management Manufacturing Process Engineering
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AUTOMOTIVE S ECTOR
People Management
Corporate Technical Specialist PSR
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AUTOMOTIVE S ECTOR
People Management
Tiering :
Identifying an employees potential early in their career with the Company and acting on that potential using multiple inputs facilitated by the PDCs Continuation of assessment on a regular basis to avoid overlooking Late Bloomers
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AUTOMOTIVE S ECTOR
People Management
: High Potential Employees
(Advance at least 2 rolls within 5 years)
Tiering :
Tier 1 Tier 2
: High-Professional Employees
(Advance at least 1 roll within 5 years)
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AUTOMOTIVE S ECTOR
People Management
Driven by the corporations and business plan and plan of the functional organisation Common and consistent method for obtaining information about the candidate consideration
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AUTOMOTIVE S ECTOR
People Management
5. Make selection 6. Obtain approvals 7. Make offer and provide feedback 8. Make announcement and conclude
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AUTOMOTIVE S ECTOR
People Management
PDC Representative : Supervisor : Communicates opening to PDC representative PDC : Reviews positions profile PDC : Reviews development priorities PDC : Creates short list of candidates Supervisor : Selects people to interview from short list of candidates and may request additional candidates
Supervisor : Gives feedback to PDC data for future planning and on quality of candidates
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AUTOMOTIVE S ECTOR
People Management
Contents :
Organisation Structure Leadership Development Process - Personnel Development Commitees (PDCs) Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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AUTOMOTIVE S ECTOR
People Management
Tasks & Projects for individuals defined for the year based on previous data base jointly with superior Targets and Stretched Targets set jointly with superior Performance review - monthly (Informal) and Half yearly (Formal)
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AUTOMOTIVE S ECTOR
People Management
Employees are evaluated for their proficiency in job-related skills Each skill is accompanied by four levels of benchmark descriptions
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AUTOMOTIVE S ECTOR
People Management
Planning & Organising Problem Analysis & Decision Making Written Communications Oral Communications Working with others Job Knowledge
Motivation to Achieve Innovation/Creativity Concern for Quality Safety & Housekeeping Dependability Delegation & Control Employee Involvement
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AUTOMOTIVE S ECTOR
AUTOMOTIVE S ECTOR
People Management
AUTOMOTIVE S ECTOR
People Management
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AUTOMOTIVE S ECTOR
People Management
Excellent (E) :
Overall performance is characterised by high quality and quantity of work in the accomplishment of position tasks and projects Uses job-related skills in a more than acceptable manner Requires a degree of supervision that is typical for the position and experience level of the employee
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AUTOMOTIVE S ECTOR
People Management
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AUTOMOTIVE S ECTOR
People Management
AUTOMOTIVE S ECTOR
People Management
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AUTOMOTIVE S ECTOR
People Management
Unsatisfactory (U) :
Employee has had a reasonable period of time (initiated by a documented evaluation of Satisfactory Minus) to improve performance Employee continues to fail to accomplish assigned position tasks and projects Continues to use job-related skills in an inadequate manner Upon consultation with the local Industrial Relations Manager, the employee will either be reassigned to a position of lesser responsibility or terminated
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AUTOMOTIVE S ECTOR
People Management
Problem Analysis & Decision Making : Obtaining and evaluating pertinent information to determine source of and alternative solutions to problems; recognising when a decision is necessary; willing to make necessary decisions even if available information is incomplete
Has difficulty in obtaining or evaluating pertinent information and/or puts off making decisions considering facts at hand Adequate routine decisions are made when required considering information that is readily available In addition to obtaining and evaluating pertinent information and making sound and timely decisions, is exceptional at considering the long-term effects of decisions Recognises when additional information is necessary for non-routine decisions; makes timely decisions considering the best information available Does Not Apply
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AUTOMOTIVE S ECTOR
People Management
Structured Program for Graduate Trainees Orientation with all functions for a period to get a feel of the work Choice of selection of department at the end of program Final placement based on liking and inclination
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AUTOMOTIVE S ECTOR
People Management
About 30 % personnel rotate in different departments The specialist do not rotate out of their specialised field The rotation is after formal internal notification and interviews e.g. After the program is launched and handed over to respective plant, the PMT members rotate
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AUTOMOTIVE S ECTOR
People Management
Involvement of other functions with HRD by formation of Steering Committee for decisions on above matters The committee is also responsible for policy decisions in HRD
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AUTOMOTIVE S ECTOR
People Management
Contents :
Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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AUTOMOTIVE S ECTOR
People Management
Pulse Survey :
Pulse Survey is conducted annually to know what do the employees feel about the organisation It is a computerised questionnaire of 90 to 100 questions It is revised by various functions by adding questions pertaining to their functions 100 % employees are surveyed but response is generally from 60 % employees
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AUTOMOTIVE S ECTOR
People Management
Pulse Survey :
Mini-Pulse survey is also conducted in between before end of year The data gathered from the Pulse Survey is used as a Metric for Policy Deployment of People Empowerment The results are tallied and submitted to each section manager Manager discusses the survey results in the section meeting
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AUTOMOTIVE S ECTOR
People Management
: Example of Mini-Pulse Survey :
Strongly agree 1 Agree Neither agree nor disagree 3 Disagree Strongly Disagree 5
Very Satisfied 1. How satisfied are you with the information you receive from management on whats going on in the company ? 2. How satisfied are you with the recognition you receive for doing a good job ? 1
Satisfied
Dissatisfied 4
very Dissatisfied 5
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AUTOMOTIVE S ECTOR
People Management
General Observations : Clearly defined Roles & Responsibilities and Expectations from each position Total Empowerment Meeting & Time Management Customer & Cost focus at all levels in each activity Disciplined way of working
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AUTOMOTIVE S ECTOR
People Management
To maintain technological advantage, Ford has decided to increase the technical workforce from earlier 12 - 14% to 30% To retain the technocrats, there are position of equal status of that as managers
General Management Stream Personnel Growth Opportunities
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Technocrats Stream
AUTOMOTIVE S ECTOR
Management Systems
Contents :
Organisation Structure Leadership Development Process - Personnel Development Commitees (PDCs) Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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AUTOMOTIVE S ECTOR
Management Systems
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AUTOMOTIVE S ECTOR
Management Systems
What is Skills Management Process ? Means for managing the skills of employees in an organization It is a Personal Needs Assessment but is is not a performance review Each salaried position reviewed skills required for the position are listed on the Job Skills Profile Each skill has a Proficiency Rating, representing the ideal level of attainment
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AUTOMOTIVE S ECTOR
Management Systems
Output of personal needs assessment is a Training/Development Plan for each salaried employee agreed by both, the employee and supervisor
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AUTOMOTIVE S ECTOR
Management Systems
Why implement SMP? Effective & realistic foundation for continuous improvement of an individual Better understanding of the skills & skill levels needed for a job Cost effective use of training expenses Better alignment of individual performance initiatives with organisations objective Meets ISO 9000 requirements & aligned with the competency of the workforce for FORD 2000 strategy
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AUTOMOTIVE S ECTOR
Management Systems
Directions for implementing SMP Complete your personal job Skills Profile Complete or update the Work History and Career Development Matrix form Meet with your supervisor Enter your Training Plan into the Education Management System(EMS) and sign up for classes Retain copies for subsequent reviews of progress
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AUTOMOTIVE S ECTOR
Management Systems
AUTOMOTIVE S ECTOR
Management Systems
AUTOMOTIVE S ECTOR
Management Systems
Job Skills Profile
Job Skill Level Skill Level
0 = Not aware 1 = Awareness : Indicates an understanding of what the skill/task is or the process for doing something 2 = User : Requires sufficient knowledge, skill or experience to perform the task effectively without assistance 3 = Highly skilled : Has extensive knowledge, skill & experience. Highly proficient. Comfortable
teaching others
NA = Not Applicable
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AUTOMOTIVE S ECTOR
Management Systems
Job Skills Profile
Quality/Reliability/Safety
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AUTOMOTIVE S ECTOR
Management Systems
Job Skills Profile
Final Assembly - Manufacturing Engineer
Non-technical
Work/Task Management Interpersonal Skills Computer Application
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AUTOMOTIVE S ECTOR
Management Systems
Training Plan Worksheet
Supervisor : ___________ Date :_ /_ /_ Signature : ______________
Skills/Task Plan Development/training Activity Quarter Planned Needs Priority (1,2,3,4) (from Profile) #1 #2 #3 #4 #5 List on what can be realistically accomplished in one year Education Management System (EMS) provides on-line course catalogue
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AUTOMOTIVE S ECTOR
Management Systems
Work History and Career Development Matrix
Subsystem Experience Exp. Level Comments/Details/Program/Year Electrical/Vacuum Sealing-Water/Wind/Noise Hardware & Mechanisms Interior Trim-IP/Console/Seat Exterior Ornamentation Chassis/Powertrain Other Core Business Experience Upstream Program Process Strategies & Plant Interface Tooling Facilities Launch Plant Experience Industrial Engineering Foreign Service
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AUTOMOTIVE S ECTOR
Management Systems
Work History
Location Time On Job Assignment Description
Date To / From
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AUTOMOTIVE S ECTOR
Management Systems
Developing the Individual Training Plan Individual Training Plan should be jointly developed with supervisor or manager In developing plan, consider
Mandated Training Job Proficiency Versatility Developmental Training New Technologies
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AUTOMOTIVE S ECTOR
Management Systems
Developing the Individual Training Plan. Training is not confined to a traditional classroom setting.Non-classroom ways :
On-the-job, Job Rotation, Cross-training Special job assignments or Projects Participation on committees or teams Mentoring, serving as mentor for another Discussion with local subject matter expert
Training should be as near in time as possible to the actual application of skills or knowledge on the job
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AUTOMOTIVE S ECTOR
Management Systems
Customer
People
Q
Process
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AUTOMOTIVE S ECTOR
People Management
Contents :
Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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AUTOMOTIVE S ECTOR
People Management
Institute a vigorous program of training. New skills are required for changes in techniques, materials, and services
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AUTOMOTIVE S ECTOR
People Management
Evolution : FDI - Ford design Institute EQUIP - Engineers Quality Improvement Programme ( For Europe Operations ) FTDC - Fairlane Training & Development Center
FTEP - Ford Technical Education Programme
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AUTOMOTIVE S ECTOR
People Management
40 Hours per annum mandatory Provision of Refresher training FTDC (Fairlane Training & Development Center) to conduct training throughout year Retired FORD employees on contract besides other contract trainers Suppliers training alongwith FORD employees
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AUTOMOTIVE S ECTOR
People Management
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AUTOMOTIVE S ECTOR
People Management
Training requirements clearly identified for each job Three levels of training
Awareness Knowledge Expert
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AUTOMOTIVE S ECTOR
People Management
Pre and Post test for each course The scores represent knowledge transferred & digested by participant The scores also used to rate the trainers for their performance
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AUTOMOTIVE S ECTOR
People Management
AVT (Advanced Vehicle Technology) Major role in deciding course curriculum and training material for participants as well as trainers for FTEP courses
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AUTOMOTIVE S ECTOR
People Management
Typically Programs at FTDC can be classified as : Management & General Business Training Computer Training Technical Training Personal & Professional Development University Programs
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AUTOMOTIVE S ECTOR
People Management
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AUTOMOTIVE S ECTOR
People Management
Computer Training
Application Development Computer Fundamentals Database Management Graphics and Presentations Microsoft Office Project Management Spread Sheets Systems Administration Word Processing
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AUTOMOTIVE S ECTOR
People Management
Technical Training
CAD/CAM/CAE Environmental Fire Protection FTEP Manufacturing & Engineering Support Mechanical & Electrical Equipment Training Product Development
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AUTOMOTIVE S ECTOR
People Management
Prototype Parts Quality Planning and Problem Solving Reliability Methods Safety Simulation Technical Management Skills Transportation of Hazardous Materials Vehicle Operations Warranty Methods & Systems Worldwide Engineering Release System
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AUTOMOTIVE S ECTOR
People Management
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AUTOMOTIVE S ECTOR
People Management
Training Services Catalog released every 6 months Training Courses distributed throughout year and participants can choose course based on own schedule Application oriented courses useful in regular work
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AUTOMOTIVE S ECTOR
People Management
Trainer Development Process
Satisfy Assessment Centre Criteria Attend FTEP Foundation Attend Specialist Module as Participant
Attend T3 for Specialist Module Attend Advanced Presentation Skills Co-Lead Course Delivery for Specialist Module Lead Course Delivery for Specialist Module Facilitation skills Workshop Attend Deeper Dive Workshop for Specialist Subject Complete Trainer Accreditation for Specialist Subject End
AUTOMOTIVE S ECTOR
People Management
Employee Annual Training Process
Manager/Supervisor reviews Skills Profile and employee capabilities
AUTOMOTIVE S ECTOR
People Management
Take away our Business, Land, Property and Money but give us our People, and we will build another empire within a short time
- Henry Ford
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People Management
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AUTOMOTIVE S ECTOR
TCM - One of the principle tools of Ford2000 Disciplined approach for achieving material cost reduction Integrate quality, cost & weight improvements without sacrificing a single element at the cost of others Designed to establish an Affordable Business Structure
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AUTOMOTIVE S ECTOR
Ford / Suppliers cross functional team participate in series of events for identifying opportunities through the development of a Target Achivement Process (TAP)
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AUTOMOTIVE S ECTOR
TCM cascade activities focuses on the identification of non-design and design cost improvement opportunities between the Supplier and their Sub-suppliers The Cascade Activities include
Kick-off Pre-meeting Cascade workshop (TAP & VA)
AUTOMOTIVE S ECTOR
Optional Initiatives
Complexity Workshop Warranty Workshop Value Chain Theme Workshop Plant VA Engineering Pre-Blitz Value Analysis KAIZEN
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AUTOMOTIVE S ECTOR
Kaizen Workshop (Lean Deployment) 5 Day Workshop Demonstrate lean manufacturing tools & Techniques Implement changes on the shop floor Eliminate waste and reduce cost Self sufficient team to use techniques
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AUTOMOTIVE S ECTOR
Commoditywise Workshop for Lean Deployment Map the Process Produce Benchmark data Conduct Value addition sessions Plan Lean Action Monitor the implementation
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AUTOMOTIVE S ECTOR
AUTOMOTIVE S ECTOR
AUTOMOTIVE S ECTOR
Continuous Flow
AUTOMOTIVE S ECTOR
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AUTOMOTIVE S ECTOR
Meeting Management
General Observations : Meetings are Decision Oriented Perfect Time Management Attendance ensured making use of PROFS communication
No overlap of meetings No calls from superiors / colleagues from department Mobiles are given a rest
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AUTOMOTIVE S ECTOR
Meeting Management
General Observations : (Contd.) Agenda circulated well in advance Agenda and related papers available outside the meeting room as a set People come prepared
No comments like; Ill come back or I have to check up Decision makers attend the meeting or the person attending is empowered to take decision
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AUTOMOTIVE S ECTOR
Meeting Management
General Observations : (Contd.) Agenda includes item, name of speaker, time allotted The time is strictly adhered to (e.g. 1 min. for an agenda) Every meeting has people designated as time manager, scribe, recorder etc. Generally no meeting continues for more than an hour
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AUTOMOTIVE S ECTOR
Meeting Management
Techniques like warm up are used at the initial stage of meeting to bring everyone present to a comfort level
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AUTOMOTIVE S ECTOR
Meeting Management
General Observations : (Contd.) Extensive use of IT by having video conference to save time, money and to have early resolution of issues Not all items are discussed; those who have a significant comment to make, only speak others say Pass Luncheon meetings expenses debited to the host section Generally all meetings end by summing up all that was accomplished in the meeting
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AUTOMOTIVE S ECTOR
Meeting Management
For meetings to be effective Step 1 : Plan Step 2 : Inform Step 3 : Prepare Step 4 : Structure & Control Step 5 : Summarize and Record
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AUTOMOTIVE S ECTOR
Management System
Next Steps...
Structured way for Deployment of Policies up to the bottom most level Clearly defined Roles, Responsibility and Authority at every level and each function Human Resource based on the above Appraisals based on the annual targets and stretched targets emanating out of above
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AUTOMOTIVE S ECTOR
Management System
Next Stepscontd.
Drive out fear / Job Security (Manifestation of Evolving Value - Dignity of Individuals) Effective communication with the Top to drive business sense down the line Effective meetings and time management Structured career path development for developing the successors (The Key Leaders)
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AUTOMOTIVE S ECTOR
Management System
Next Stepscontd.
Managing the People Skills for CHANGE Development of Skills by giving more & more thrust on training Development of internal faculties Special efforts to develop and retain subject matter experts Constant interaction with Educational Institutes and Universities
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AUTOMOTIVE S ECTOR
Management System
Next Stepscontd.
Concept of Training Center as a Profit Center/S.B.U./P.U. charging the course fees to various sectors, P.U.s, Suppliers etc. Pioneer in starting a course in Quality Engineering at our Management Institute at Pune
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