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work organisation – is that something we used to do in the 70’s?

work organisation – is that something we used to do in the 70’s?. TERRY WALLACE BOR ÅS 2006. VOLVO 21 st CENTURY. Holistic Reflective Participative Innovative. ISSUES & QUESTIONS 1?. Begin a Dialogue Movement Work Organisation Work Organisation and Productivity Productivity

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work organisation – is that something we used to do in the 70’s?

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  1. work organisation – is that something we used to do in the 70’s? TERRY WALLACE BORÅS 2006

  2. VOLVO 21st CENTURY • Holistic • Reflective • Participative • Innovative

  3. ISSUES & QUESTIONS 1? • Begin a Dialogue • Movement • Work Organisation • Work Organisation and Productivity • Productivity • Productivity and Work Organisation??? • How far is • Volvo ‘State of the Art’ • Negatively affected by ‘decentralised structure’

  4. ISSUES & QUESTIONS 1? • Is there a continuing role for the Trade Unions? • How far does Volvo want to ‘Learn from Japan’ (TPS) • How can Volvo regain the role as a leading company in the areas of ‘Work Organisation’ and ‘Systems Design’

  5. Roger Holtback • In 1989 he said ‘we are saying farewell to the traditional assembly line …I hope that one day in the future somebody will be able to stand here and say ‘Henry Ford invented the assembly line but Volvo did away with it – in a profitable way” We are going back to the ‘old well-proven system of apprentice and master craftsman” and matching leading edge technological developments in order to build “the best foundation for creating true friendship and co-operation”

  6. Skövde Plant Manager • I have seen things of work organisation and in the end of the 60s we had problems in Paris, the student revolution and there were in Sweden a lot of strikes. After that the pendulum came over and the emphasis was on new work organisation, new situations for the employee. Productivity was not necessary, only for us to have good people, to have human relations, to be the best. We took from Norway and tested the ideas of work organisation and built up groups. But that was the beginning of the 1970s. We were a little bit naïve in Sweden; we thought work organisation would resolve all the problems we had. I think the 1980s was better when we found the right balance between work organisation and productivity.

  7. Lars Krister Jonsson • I started in Volvo in 1971 and a young manager said to me there was some problem with the gate – our main problem is our gate. There are people coming from outside of here who have families, children, they are taking care of their own lives, they are chairmen of different types of organisation and when they pass through our gate they cannot take any responsibility at all. There is something happening at out gate and we have to redesign our gate.

  8. PRODUCTION MANAGER - SKÖVDE • if you have success in team work you need to have the right kind of competencies in people. You have to give information, education and you must give them the right environment for the people to live in. We want to make people participate in the problems we have and to find solutions. It is not having a production organisation and a problem solving organisation - they have to link. You cannot say I will give you all the problems tomorrow and solve them, they cannot manage. We have to give them time in order to get step by step. It is small steps that count. This takes years of training.

  9. PRODUCTION LEADER SKÖVDE • I will learn you a Swedish word which is essential for us at the plant. It is Medarbetarskap – this is when all employees are active and co-creative people with the ability and will to create, gather and use knowledge.

  10. PRODUCTION MANAGER – SKÖVDE • It is important for us that we don't only have the people who are 20 to 25 listening to Metallica or drinking beer and so on. We must create somehow the right environment for people and give them the possibility to do something with their lives.

  11. MANAGEMENT DEVLOPMENT GHENT • it is my conviction that one of the major characteristics of our culture is permissiveness. I could trace it another way - meaning a lack of discipline when it comes to applying the agreements, routines, procedures - sticking to what has been said and what has been agreed upon. For me TQM is the tool to confront myself and my colleagues in the organisation and we should increase our degree of discipline in whatever we are doing in the organisation. If we do not reach a common agreed level of discipline it will be very difficult to implement process & holistic thinking, & caring and for each other.

  12. QUESTION • How significant is the shift from ‘The Volvo Philosophy’ to ‘The Volvo Way’ • What are the major • Similarities • Differences • Do you still hold the values of the Volvo Philosophy?

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