HOW TO CHANGE A CULTURE LESSONS FROM NUMMI PDF

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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Get semi-monthly updates on how global companies are managing in a changing world. Indeed, many of the same employees that worked at old plants who had disciplinary problems were also going to start working at NUMMI.

Here again, GM learned from Toyota as new management practices were introduced. Their answer was invariably the same: This causes their values and attitudes to change, which, in turn, leads them naturally to start lessona the right things.

That really is all there can be said on it. Global leadership strategies for cross-cultural business success 8th ed.

How would they support the concept and practice of teamwork? Almost all themes realated with quality need a thinking change. Skip to toolbar Sites at Penn State. Now, prior, GM had severe issues.

HOW TO CHANGE A CULTURE LESSONS FROM NUMMI PDF

But the most disastrous aspect of the GM production process was the typical American way of thinking about manufacturing and production back then. And if problems repeated or if the same individual repeated the same mistake, individuals would be called out — loud and clear.

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Toyota could have just chosen to go it alone, which would have been quicker and simpler.

As someone who was there at its launch and witnessed a striking xulture of phenomenal company culture reinvention, I am often asked: Video retrieved from https: Apparently, is simple, but is very complex and difficult issue. What changed the culture was giving employees the means by which they could successfully do their jobs.

Learning for Change: the NUMMI Experience

Very often, they were missing nuts, bolts, weld tacks, windows and windshields, tires, even engines! For Toyota, of course, that was no decision at all — it was a given.

Fix those cars out in the back lot, but the line keeps moving! Findings Start by changing what people do rather than how they think. A world that is in such a constant state of change must cgange met with minds that leasons equally willing to adapt and change.

Remember, this was the early s. As a result, thousands of cars would end up at the end of the production line in pieces! How to change a culture: On the other side of the fence, Toyota faced pressure to produce vehicles in the United States. Quality, support, ownership — these things were integrated within the design of each job. Add a comment Cancel reply You must sign in to post a comment.

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He could walk over and push that button, which would immediately chanye down the entire line. What I mean to say is, learning from others may lead to incorporating what has been learned, or it may mean discovering what will not work.

Employee relations was improved with open door policies, direct communication, continuing education programs, and peer mentoring. Krafcik experienced the […]. What do we do when we find them?

Learning for Change: the NUMMI Experience

I worked on all the major processes of car assembly. Very often, they were missing nuts, bolts, weld tacks, windows and windshields, tires, even engines! For example, some aspects of Japanese management may meld well with American management, while some practices from each culture do not work well in the other culture Moran et al, The Leading Question How can managers change the culture of their organization?

Part of doing their job is finding problems and making improvements.