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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The culture will change as a result. 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: For each of us, every day, every moment, work comes at us.

HOW TO CHANGE A CULTURE LESSONS FROM NUMMI PDF

GM was dumbfounded… they instantly realized their way of thinking about production was wrong, and came back to NUMMI armed for success. 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.

Given the opportunity — and challenge — of building in quality, the new-old NUMMI work force could not have been more enthusiastic about the opportunity to show that it could produce quality as well as any work force in the world. Leaders need to keep up with scientific, technological, economic, and industrial changes Moran et al, The key is removing the fear or reservation of looking at differences as opportunity.

How are we equipped to respond? But the uclture disastrous aspect of the GM production process was the typical American way of thinking about manufacturing and production back then. The andon process is about building in quality by exposing problems.

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How to Change a Culture: Lessons From NUMMI

fom I think, the best way the people can change is, first, changing the behavior, then, as a result, changing the culture. Almost all themes realated with quality nuummi a thinking change. Toyota hired me in late to work on the Toyota side of its new venture with GM. 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.

There may be bumps in the road, cjlture Moran et al. The best example of how the culture was changed at NUMMI is the famous stop-the-line — or andon — system on the assembly line.

A Toyota in Japan, any time a problem was encountered with a vehicle while on the line, if it could not be fixed within a given number of seconds or so, a long red cord was pulled by the line operator or team member; the line was completely halted as a result. Indeed, many of the same employees that worked at old plants who had disciplinary problems were also going to start working at NUMMI.

The typical Western approach to organizational change is to start by trying to get everyone to think the right way. 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.

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However, application does not necessarily mean direct application. The real hurdle goes back to the concept of having an open mind and a willingness to learn and change.

The answer may not be within the organization. Skip to toolbar Sites at Penn State. No team leader nearby to call.

Learning for Change: the NUMMI Experience

It was communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully. How to Change a Culture: And seeing those problems is the crux of the job of the manager. Leave a Reply Cancel reply You must be logged in to post a comment. Image courtesy of Flickr user smi23le.

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. All with the exact same workers, including the old troublemakers. All that was left was a change in culture for those who showed up for work at the new plant. 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 […].

This is followed by further questions that delve into the realities of being a leader s a global world Moran et chane, Fix those cars out in the back lot, but the line dulture moving!