Since already 1.5 years, my occupational activities have been consisting in “improving things” - this is an exciting, interesting and challenging activity for a young person like me. More precisely, my activity is in the field of „in-house production consulting” with lean-manufacturing principles. Even more precisely: It is the supervision and organization of the KAIZEN-Office1in an assembly centre of an European manufacturer.
Because of this background, I’m familiar with the application and implementation of many Kaizen and Just-In-Time principles. By introducing the production system it was continued to improve the continuous improvement process and standardized it corporation-wide. Implementing a continuous improvement process (CIP) or rather the production system proved to be very successful. Quality improvement with a failure reduction in front of customers up to 90 %, increase of efficiency up to 40 % within five years with a delivery reliability of 100% are only parts of the reached success. However, it can increasingly be noticed that the huge potentials at the beginning of the implementation of the lean-manufacturing-principles cannot be reached anymore - the ”low-hanging fruits” are already harvested. But not without a reason, one of the core messages of the Kaizen-philosophy is: The current state has always to be seen as the worst.
Consequently, three things accumulated:
- The insight that the success of a pure use of “hard improvement methods” (for instance lean manufacturing) is limited and that the limited part were not the methods themselves, but the human beings who use them or rather should use them.
- My aroused interest for the theories of Nikolai D. Kontratieff and the conclusions of the current literature about the 6. Kontratieff (see chapter 1.2.) - And the search for a topic for my MBA-dissertation
Consequently, the topic for this work was ’only’ a purely logical conclusion. For me, an educated engineer, who has always been trained to purely technical, mathematical and systematic ways of thinking in my previous education period before my MBA-studies, the chosen topic is a very tempting challenge. But in my opinion, there is just here a high potential to consider organizational psychological processes from a different point of view.
Inhaltsverzeichnis
INTRODUCTION
Aims of the dissertation
Abstract methodology
Plan of the Dissertation
Uses of terms
1. FUTURE AND TODAY - KEY SUCCESS FACTORS OF ENTERPRISES AND THE SOCIETY
1.1 Lean manufacturing – it origin, elements and significance for this work
1.1.1 Manufacturing in the last century and today
1.1.2 Basics and origin of Lean manufacturing
1.1.3 The continuous improvement process (CIP)
1.1.4 Continuous improvement process in case object
1.2 Kontratieffs „Theory of the long economic waves“
1.2.1 Introduction of the „Theory of the long economic waves“
1.2.2 The 5th Kondratieff – Human being: the new row material
1.2.3 The 6th Kondratieff – and the new key success factor human competency
2. BASICS – MANAGEMENT CONSULTING
2.1 Origins and Definitions of Management Consulting
2.2 The management consulting process
2.2.1. Phases of the consulting process
2.2.2 Consulting products
2.2.3 Consulting product stencil and structure of a consulting approach
3. ORGANIZATIONAL IDENTIFICATION AND COMMITMENT
3.1 The Social Identity Approach
3.2 Basics of organizational identification and commitment
3.2.1 Definitions of identification and commitment
3.2.2 Dimensions of identification and commitment
3.2.3 Foci of organizational identification and commitment
3.2.4 Distinctive features
3.3 Development of Identification and commitment
3.3.1 Development of Identification
3.3.2 Development of commitment
3.3.3 Summary development identification and commitment
3.4 Negative aspects of identification and commitment
4. BENEFIT OF IDENTIFICATION AND COMMITMENT
4.1 Benefit generally
4.2 Benefit under consideration of foci and dimensions
4.3 Organizational Citizenship Behavior (OCB)
4.3.1 Definitions of organizational citizenship behaviour
4.3.2 Dimensions of organizational citizenship behaviour
4.3.3 Development of organizational citizenship behaviour
4.3.4 Continuous improvement efforts among employees as a manifestation of OCB
4.4 Deduce a model of the interrelationships between identification, commitment and OCB
5. EMPIRICAL PART
5.1 Methodology
5.1.1 Introduction
5.1.2 Research question and hypothesis
5.1.3 Research Design
5.1.4 Sampling
5.1.5 Research technique – Development of the questionnaire
5.1.6 Bias and Limitations
5.1.7 Execute survey
5.1.8 Approach of data evaluation
5.2 Field Research findings and conclusions
5.2.1 Data evaluation and presentation of the survey findings
5.2.2 Development the interview guideline
5.2.3 Preparing and carrying out the Interviews
5.2.4 Presentation of the interview findings and main conclusions
5.2.5 Future Research
6. DEVELOPMENT OF THE CONSULTING APPROACH
6.1 Models of actualizing and manage Identification and Commitment
6.1.1 Summary of the model “identification politics” [Identifikationspolitk]
6.1.2 Summary of the “ASPIRe” model
6.1.3 Main conclusions of the models
6.2 Deduce the consulting Approach
6.2.1 Abstract of the consulting approach
6.2.2 Detailed description of the segments
6.3 Final conclusions
Zielsetzung & Themen
Diese Arbeit zielt darauf ab, den positiven Zusammenhang zwischen Organizational Citizenship Behavior (OCB) bzw. kontinuierlichen Verbesserungsprozessen (CIP) und organisationaler Identifikation sowie Commitment empirisch nachzuweisen und auf dieser Basis einen ganzheitlichen Beratungsansatz zu entwickeln, um die Mitarbeiterpartizipation am CIP zu steigern.
- Analyse von OCB, organisationaler Identifikation und Commitment in Fertigungsunternehmen.
- Untersuchung der Bedeutung von Dimensionen und Foci für die Mitarbeiterbindung.
- Empirische Überprüfung des Zusammenhangs mittels quantitativer Umfrage und Experteninterviews.
- Entwicklung eines 12-stufigen Beratungskonzepts zur systematischen Förderung der Identifikation.
- Fokus auf die Identifikationsobjekte Aufgabe, Produkt und Unternehmen.
Auszug aus dem Buch
1.1 Lean manufacturing – it origin, elements and significance for this work
„In their search for a sustainable and holistic manufacturing system, companies world-wide focus more and more their attention on one company and its production philosophy and system, which proved to be extremely successful over the last 50 years: Toyota and the Toyota Production System (TPS).“ (Ene. 2004, p.19)
But the history of Toyotas success started much earlier: A family named Toyoda decided to join the automobile industry after a visit of the Ford plants in the USA in 1910. Since then, the former producer of looms was a very small automobile manufacturer. In the following years the small “automobile manufactory” could secure its existence only very hard. After a further visit of the Ford factories in the USA in 1930, they recognized that they have to change their production methods basically and radically, but that a pure copying of the American mass production would not be the solution.
„The scarcity of capital in the post-war Japan also heavily influenced the demand of Toyota’s production system by severely limiting Toyota’s ability to invest in westerns-style production technologies. However, this limitation probably turned out to be a blessing in disguise, since investment in the huge, monolithic production machines commonly used in the West would have been inconsistent with the highly flexible, quick-change equipment needed for manufacturing low volumes of many vehicle models. […] The concept of ‚customer-defined value’ became the linchpin of Toyotas new approach. Once customer value had been defined, it became necessary to determine specifically how this value could be created and delivered in the most efficient and cost-effective manner. […] Clearly, the entire approach to manufacturing goods had to be re-examined from scratch. The batch and-queue mentality was woefully inadequate“ (TTL, p.34)
So, the most distinguishing fundamental feature to mass-production is the one-piece-flow principle. Inspired by western influences as for instance the PDCA-cycle (Deming) or the supermarket principle, Taiichi Ohno continued to make the TPS perfect within 40 years. Today, the TPS is based on two pillars:
Just-In-Time: The right parts, with the right quality, at the right time, in the right amount, at the right place“
Jidoka/Autonomation: „Build in Quality“; automation with human touch; Production lines that stop for abnormalities, perfection in every process
Zusammenfassung der Kapitel
INTRODUCTION: Einführung in das Thema, Motivation aus der Kaizen-Praxis sowie Definition der Zielsetzung und methodischen Vorgehensweise.
1. FUTURE AND TODAY - KEY SUCCESS FACTORS OF ENTERPRISES AND THE SOCIETY: Untersuchung der wirtschaftlichen Relevanz durch Lean Manufacturing und Kondratieff-Zyklen als Basis für zukünftige Wettbewerbsfähigkeit.
2. BASICS – MANAGEMENT CONSULTING: Beschreibung der Grundlagen der Unternehmensberatung und der Notwendigkeit einer standardisierten Methode durch Beratungs-Produkte.
3. ORGANIZATIONAL IDENTIFICATION AND COMMITMENT: Wissenschaftliche Fundierung der psychologischen Konstrukte Identifikation und Commitment mit Fokus auf Dimensionen und Identifikationsobjekte (Foci).
4. BENEFIT OF IDENTIFICATION AND COMMITMENT: Erläuterung der Vorteile von Identifikation und Commitment, insbesondere in Bezug auf Organizational Citizenship Behavior (OCB) und CIP-Beteiligung.
5. EMPIRICAL PART: Darstellung der empirischen Untersuchung bei einem Nutzfahrzeughersteller, inklusive Methodik, Ergebnissen und Experteninterviews.
6. DEVELOPMENT OF THE CONSULTING APPROACH: Ableitung eines ganzheitlichen Beratungsansatzes zur Steigerung der CIP-Partizipation basierend auf den theoretischen und empirischen Erkenntnissen.
Schlüsselwörter
Organizational Citizenship Behavior, OCB, Organizational Identification, Commitment, Continuous Improvement Process, CIP, Kaizen, Lean Manufacturing, Kondratieff-Zyklen, Identifikationsobjekte, Foci, Management Consulting, Arbeitspsychologie, Human Capital, Beratungsansatz.
Häufig gestellte Fragen
Worum geht es in dieser Arbeit grundsätzlich?
Die Arbeit untersucht, wie Unternehmen durch eine stärkere organisationale Identifikation und Commitment der Mitarbeiter deren freiwilliges Engagement, insbesondere in Form von kontinuierlichen Verbesserungsprozessen (CIP), steigern können.
Was sind die zentralen Themenfelder?
Die zentralen Felder umfassen die organisationspsychologischen Konstrukte Identifikation und Commitment, deren Anwendung in Lean-Manufacturing-Umgebungen sowie die Entwicklung eines praktischen Beratungsansatzes.
Was ist das primäre Ziel der Arbeit?
Das Hauptziel ist der empirische Nachweis des Zusammenhangs zwischen Mitarbeiteridentifikation/Commitment und der Partizipation an Verbesserungsprozessen sowie die Entwicklung eines systematischen Beratungskonzepts hierfür.
Welche wissenschaftliche Methode wird verwendet?
Es wird eine Methoden-Triangulation angewandt: Ein theoretischer Teil (Desk Research) wird durch eine quantitative empirische Umfrage bei einem Nutzfahrzeughersteller und ergänzende qualitative Experteninterviews validiert.
Was wird im Hauptteil behandelt?
Der Hauptteil analysiert die theoretischen Grundlagen, die Vorteile von Commitment für Unternehmen, die empirischen Daten zur CIP-Partizipation und leitet daraus 12 Beratungssegmente ab.
Welche Schlüsselwörter charakterisieren die Arbeit?
Die Arbeit zeichnet sich durch Begriffe wie OCB, Organizational Identification, Commitment, CIP, Kaizen, Lean Manufacturing und Foci aus.
Warum ist die Identifikation mit der "Aufgabe" so wichtig?
Die Untersuchung und Expertenbefragung zeigen, dass die Identifikation mit der spezifischen Arbeitsaufgabe den stärksten positiven Korrelationsfaktor zur Partizipation an CIP-Maßnahmen darstellt.
Welche Rolle spielt die Gruppenzugehörigkeit für den CIP?
Überraschenderweise zeigte die empirische Untersuchung, dass die Identifikation mit der Arbeitsgruppe eine geringere Bedeutung für die CIP-Beteiligung hat als vermutet, im Gegensatz zur Identifikation mit der Aufgabe oder dem Unternehmen.
Was bedeutet "kontinuierliches Commitment" in der Arbeit?
Kontinuierliches Commitment beschreibt eine Bindung an das Unternehmen, die eher aus Kostenüberlegungen (z.B. Verlust von Privilegien) resultiert. Die Arbeit zeigt, dass dieser Typus einen negativen Effekt auf das aktive Verbesserungswesen haben kann.
- Quote paper
- Peter Bebersdorf (Author), 2006, Identification and commitment as a catalyst of a strong organizational citizenship behavior on the shop floor level of manufacturing companies, Munich, GRIN Verlag, https://www.grin.com/document/68392
