"...Much is being toted about worker empowerment
and the benefits to be realized switching over to the various modular manufacturing
methods that utilize that concept. I operate a traditional, harmonious, line system
with about 150 direct labor workers. I want to improve. What form of modular manufacturing
is best, and what, in your opinion, are any pitfalls to empowerment programs that I should
be aware of while considering a possible changeover?..." - Name withheld upon request
INDUSTRY ADVISOR
IS EMPOWERMENT RIGHT FOR YOU?
Gene Levine - www.genelevine.com
When discussing a failing empowerment program with a company
executive, he candidly said, "I didn't know what happiness was until, I authorized
the installation of modular manufacturing. Now, it's too late." When this CEO asked
me to determine the problem, it required I spend time on the factory floor, observe the
installation and talk to the people. I was shocked by what I found and uncovered. A once
profitable company had turned into a battleground. In full view was a verbal, hostile,
"we/they" gloomy attitude amongst the entire
work force. Production was down, costs and rejects were up. People problems had
dramatically increased in direct proportion to in-process lead time. As a fact, if the
company had specifically designed a course of action that would lead to its ultimate
demise, they couldn't have better succeeded then by installing their premature,
ill-conceived modular manufacturing setup.
During this visitation I spoke to a sampling of the direct labor workers and supervisors. It soon became evident that the company leaders did not possess the necessary trust in people or have the necessary people dealing attitudes that is required to make so significant a change work. The executives gave me every excuse in the book why it was the employee's fault the system was failing. When I advise them on what they had to do to solve their problem, it appeared they couldn't wait to get me back to the airport. In saying good-bye to them, I felt like a person on the dock waving good-bye to someone sailing on the Titanic. It's only a matter of time.
"Empowerment cannot replace a management style that is unwilling to examine practices that undermine faith and trust in people".
Now, to answer your question, let us go back 40-50 years ago to the sales people who hawked computers. These computer sales professionals painted a rosy picture of the vast benefits that would accrue to companies who would enter the "Information Age." They sold the "why," not the "how." Entrepreneurial ego driven management didn't have enough facts to make a knowing decision yet, took the bait and installed computerized systems in their company long before their people or company was ready. They wanted to brag how "modern" they were. Those companies were the very ones horror stories were written about. They didn't want to listen to the industrial gurus who advised them that,
"...no computer system can replace bad manual systems".
Today, a firm that does not utilize computers is the exception. So, the hawks are at it again. This time, with a new ploy. Their panacea to unknowing management is employee empowerment. The benefits seems so good; faster turn time, lower manufacturing costs, improved quality, better market responsiveness, less people problems, etc. What is there to lose? For openers, let's try losing your business! That's exactly what can happen to you if you, or your people or your company isn't ready.
Many firms who, in recent years, attempted empowerment programs, have now abandoned their quest for euphoria. These firms decided the flame isn't worth the candle. I submit, these firms failed only because they didn't follow history. Those who failed didn't learn from the those that experienced computer failures. The "it can't happen to me" syndrome was at work again. The new ideas are worthwhile but only when all the facts are in, the people are receptive and fully trained to meet the demanding challenge of change. Don't confuse desire with results. Listen to the Gurus,
"Empowerment will not strengthen management's people dealing skills, knowledge and abilities if they weren't there in the first place".
Although prudent changes are always necessary in today's factories, the one fact of change is that people who do not like change will resist change, and can, by peer pressure, make any good idea fail. Install a change the wrong way and you are courting disaster.
"Empowerment will not make employees trust management".
The above is the bad news, now, let's tell you the good news. What to look for and install before considering changing your management and/or manufacturing style.
Empowering means just that -- pushing the decision making process as far down the organization as possible. Putting the control of your organization in the hands of the lowliest person who does a job for you. Janitors buy mops, brooms and cleaning supplies. Machine operators buy the machines they use. Eliminating quality control people because there is no longer a need for them. Eliminating supervision because supervisors will have no one to supervise. Data entry clerks program the computer machines they use. Customer service people work in the factories and the factory workers speak to your customers, etc. Are you ready for that, and more? If you cant conceive it and believe it then you'll never achieve it.
Empowerment cannot change a dictator into a coach.
To succeed with empowerment programs management and supervision must first . . .
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