With the objectives of changing mindsets, creating space for new approaches and focusing on effective and robust processes in mind, we are working to constantly expand our knowledge and share it with colleagues around the world by the most direct means possible. This also includes making and being allowed to make decisions independently based on our expertise and then subsequently taking responsibility for these and of course implementing them.
In a blog article a few weeks ago, I explained who the members of the Injection Molding and Welding Lead Team are and what we do. I would like to take this opportunity to describe how we have developed, into Lead Team 2.0. In theory, all of the Lead Team’s activities can be derived directly from our strategic corporate objectives. This essentially means that the Lead Team’s activities are initially divided into the areas of ‘Innovation’ and ‘Support’ in order to achieve further ‘Improvement’.
Allow me to introduce the ISI concept
The ‘Innovation’ area of focus encompasses all the activities, ideas and opportunities that create something new for MANN+HUMMEL. However, we are also collating improvements under this heading as part of our operational duties. These include activities that help to standardise processes; prime examples of our success with these projects include our best practice experiences and the implementation of global standards.
In parallel to this, under the heading of ‘Support’ we are focussing on current quality issues and operational support measures within and between the individual MANN+HUMMEL plants. This mainly involves the exchange of experiences and discussion of current HSE issues. The final pillar of this concept is based on ‘Improvement’ and this is relatively easy to explain. We are counting on the fact that all of the individual activities in the areas of innovation and support will lead to ongoing improvements. And experience has proven this to be the case time and again.
Now, that we have defined the theoretical processes, how can we implement these in practice? Our global F2F meetings are an important milestone for the implementation of the ISI concept. The focus there is on networking and, as a by-product of this, improved communication. The improvement and expansion of the expert network itself is also a top priority. To see the importance of face-to-face communication, you just have to look at situations where different approaches are used to tackle essentially similar problems in different plants. I can recall how in the past we often came up against the same challenges in different regions, without actually discussing them or indeed finding an international solution to them. However, this is no longer the case today.
The improvements we have achieved to date are down to the increased efficiency of our meetings. Each member of the Lead Team presents the issues from their plant following a defined structure. With around 15 presentations per subject area, this would soon fill the time available so we have developed a clear presentation structure that makes it possible to present the maximum possible content in the shortest possible time.
The dedication shown by our colleagues around the world and the fact that they are continually willing to learn has enabled us to make great progress. Together, we have created something new, optimised our existing set-up and expanded our expert network. This proves our theory on the subject of ‘Improvement’: teamwork leads to success!