Employee SuggestionDevelopment and TheirOperational ImpactTrends in employee suggestions over time and their impact onplant performance: A case study
Başlık çevirisi mevcut değil.
- Tez No: 727255
- Danışmanlar: PROF. DR. TORBJÖRN NETLAND
- Tez Türü: Yüksek Lisans
- Konular: Çalışma Ekonomisi ve Endüstri İlişkileri, Labour Economics and Industrial Relations
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2019
- Dil: İngilizce
- Üniversite: Eidgenössische Technische Hochschule Zürich (ETH)
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 63
Özet
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Özet (Çeviri)
The employee suggestion system where workers in the shop floor can contribute their ideas to improve the work has been in place since 2001 in Georg Fischer Schaffhausen piping factory. The systems has seen changes in 2005, introduction of an acceptance interview, and in 2009, start of digital recording of suggestions. The system is going through changes currently as there is a new lean roll-out in the factory and suggestions system will be adjusted accordingly to work together with other Kaizen initiatives. In this environment aim of this study is to assess the underlying trends of suggestions, assess the qualitative aspects of the system and investigate if there are any causal relationship with the operational metrics. The digital recording of the suggestions and the operational metrics were available for different departments, which was discovered through exploratory analysis for trends, statistics, and potential correlations. Additionally, the suggestions were categorised based on the area they address. The results of this analysis was discussed with managers in different teams and departments together with different themes such as resources spent, autonomy, perception, and incentives in semi-structured interviews. The results revealed that the improvements in the operational metrics do not come from the suggestion system itself but from the trainings that are being deployed regularly. The main reason behind this was found to be the lack of on-the job training aspect. The system currently incentivises quantity which leads to a large workload on a few people who is responsible for implementing the suggested changes. The proposed changes are very technical and in most cases has to be handled by experts in certain areas. In those cases, implementation can take a long duration and create additional load to the workers in supportive teams. The current system is simple and does not encourage ease of implementation or creativity. It has also been observed that the language of German can be a barrier in writing suggestions. Workers come from a diverse background and they are in some cases hesitant of writing a suggestion that will be hanged on the wall for every worker to see. The arguments made for difference between Japanese and American type of suggestion systems in the past holds for the current case of Georg Fischer. The system is currently maturing and has not yet converted the factory in to a Kaizen mind set completely. However, the large body
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