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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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Recognize that the way that problems are treated reflects your corporate culture. That is the lean cultural shift. Cilture fact, according to Toyota manager John Shook in an MIT Sloan Management Review article, culture change was not the goal, but the natural by-product of how people were treated and a new […].

Instead of focusing on the mindset of everyone involved in the change, it is more effective to focus on the actions of those involved in the change Shook, Read the Full Article: Global leadership strategies for cross-cultural business success 8th ed. The culture will change as a result. This is followed by further questions that delve into the realities of being a leader in a global world Moran et al, The best example of how the culture was changed at NUMMI is the famous stop-the-line — or andon — system on the assembly line.

Global leaders must consider the contributions of other cultures as a way to further their organization and effectively move with the flow of change.

Employee relations was improved with open door policies, direct communication, continuing education programs, and peer mentoring. And seeing those problems is the crux of the job of the manager. To this day, no one knows what happened there except that worker and me. Sign up Please enter a valid email address Thank you for signing up Privacy Policy. Now, prior, GM had severe issues. For growth, there must first be a willingness to learn, followed by a readiness to apply what has been learned.


To enjoy the full article sign increate an accountor buy this article. Findings Start by changing what people do rather than how they think. Sign inbuy as a PDF or create an account. Why was the joint venture attempted? One of the decisions to be made in establishing production at the joint venture was whether to install the stop-the-line system.

Thanks again for discussing this, -AJ. Instead of focusing on the mindset of everyone involved in the change, it is more effective to focus on the actions of those involved in the change Shook, How to change a culture: So I decided ot read up on it.

This is a summary of the full article. And, interestingly, there is no one who is more skeptical than Schein about claims of easily making wholesale changes in corporate cultures.

The typical Western approach to organizational change is to start by trying to get everyone to think the right way. How would they support the concept and practice of teamwork? Indeed, many of the same employees that worked at old plants who had disciplinary problems were also going to start working at NUMMI.

If we as management want people to be successful, to find problems and to make improvements, we have the obligation to provide the means to do so.

The only thing that changed was the production and management system — and, somehow, the culture.

The key is removing the fear or fo of looking at differences as opportunity. I worked on all the major processes of car assembly.

Making it easy to learn from mistakes means changing our attitude toward them.

How to Change a Culture: Lessons From NUMMI

Almost all themes realated with quality need a thinking change. What I mean to say is, learning from others may lead to incorporating what has been learned, or it may mean discovering what will vhange work. Toyota wondered how workers with such a bad reputation could support it in building in quality.


For Toyota, of course, that was no decision at all — it was a given.

Learning for Change: the NUMMI Experience

Sometimes those problems are of our own making. 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 instead to start by changing how people behave — what they do.

In early at an assembly plant on the outskirts of Detroit, I observed a worker make a major mistake. Skip to toolbar Sites at Penn State. He could walk over and push that button, which would immediately shut down the entire line. It was just a dream.

Quality, support, ownership — these things were integrated within the design of each job. While this stopped production from continuing, nummmi team lsesons able to address the problem right then and there, and after the problem was fixed, the lone restarted, the end result was a finished product at the end chlture the line FREE of problems, issues, and missing parts.

A world that is in such a constant state of change must be met with minds that are equally willing to adapt and change.

It was already trailing Honda Motor Co. How do we think about them? Krafcik experienced the […]. Apparently, is simple, lesssons is very complex and difficult issue.

And, oh yes, the plant had produced some of the worst quality in the GM system.

As a result, thousands of cars would end up at the end of the production line in pieces! This is a summary of chane full article.