The view of manual employees as mindless machines dates back to the Industrial Revolution, when most workers were poorly educated, and was entrenched by Frederick Taylor, whose bureaucratic model institutionalized a caste system of thinkers and doers that still persists—which is unfortunate, because that model allows a vast reservoir of human ingenuity to go untapped. As a result, firm performance suffers. But there is a path out of this trap, as the French tire manufacturer Michelin has found. Since 2012, under the banner of responsabilisation (French for “empowerment”), the company has dramatically increased the authority and accountability of workers on the front lines. The firm kick-started this change through a bottom-up process involving targeted experiments in a handful of plants and slowly scaled up successful approaches. The outcome: a workforce that’s deeply knowledgeable and relentlessly inventive—and that had delivered half a billion dollars in manufacturing improvements by 2020. [ABSTRACT FROM AUTHOR]
Copyright 2020 Harvard Business Publishing. All Rights Reserved. Additional restrictions may apply including the use of this content as assigned course material. Please consult your institution's librarian about any restrictions that might apply under the license with your institution. For more information and teaching resources from Harvard Business Publishing including Harvard Business School Cases, eLearning products, and business simulations please visit hbsp.harvard.edu. (Copyright applies to all Abstracts.)
Zaloguj się, aby uzyskać dostęp do pełnego tekstu.