FACTORY STRUCTURE

''SMALL TEAMS" AS BASE OF IMPROVEMENT

1. LEARN BY YOURSELF & CHALLENGE YOUR WAY OF DOING

 

WHY

To create an organization that will allow the achievement of objectives. And better meet the expectations of customers and staff.

HOW

Making a team autonomous means giving it:

  1. Financial resources

  2. A clear perimeter of actions

  3. Resources in terms of human resources

  4. Means in terms of time

  5. The necessary and sufficient skills

  6. A dedicated area

  7. Clear objectives

  8. A process on which the team is Owner

  9. Self-monitoring processes to self-insure quality of work and achievement of objective.
     

Finally build your activity to be organized in small teams, using few hierarchical levels. Manageable team sizes. A manager does not manage more than 20 operators (15 is an optimal size). A flat organization is targeted (no more than 4 hierarchical levels, from site manager to operator) in order to be responsive and support rapid decision making, problem-solving, and to create efficient communication flows. Support functions are organized in order to support production.

BENEFITS

  • By proximity of staff, improve and facilitate contacts with other members of the team

  • Have a management on a human scale

  • Decompartmentalize services to facilitate sharing between function

  • Facilitate the culture of customer orientation

  • Facilitate flexibility

  • Reduce the number of hierarchical levels

  • Increasing the skills of all

  • Accelerate decision-making and quality

WHAT

The principle is to give autonomy in the knowledge, skills and decision-making power necessary for the proper functioning of a production unit.

In most organizations, we find a so-called functional organization. It consists in regrouping the staff by skills and thus creating "services". We generally find the services qualities, production, R & D...

Each manager is therefore specialist in his type of skill.

In an autonomous organization as we targeted, the personnel are united in Autonomous Production Units, in which one or more persons of each type of competence are found. Some services, however, remain "outside" this organization. We find the Human Resources, HSE or IT and Finance departments which remain in functional organization.

To support this strategy, Job are transformed to roles. The objective is to permit to the factory to go fast and to become more agile. People can play one or several roles.

It exists 4 main roles:

  • Referent: You are a reference person in a subject you excel in (something you do) and for which we are recognized by the community

  • Resource: We are all actively contributing to the company's project

  • Leader: You are the leader for a project, heading up a team that may or may not be hierarchical, to support an "internal client" who is funding this project and who therefore expects to get something out of it (measure the added value created = progress report, etc.)

  • Coach: You coach a person to help them progress by giving them sympathetic yet demanding feedback regularly and over time, and are physically available and working towards a clear deal. It is a tripartite choice.

 

2. COPY & IMPROVE ASSOCIATED BEST PRACTICES

Practice from: DFM factory

Contact: Issam Chaouki

What: Production line without line leader.

Gains: Autonomous teams

Assessment level:

 

3. GO FURTHER WITH OUR COACHING OFFER

Please contact: AML / DFM factory

 

4. VALIDATE YOUR SKILLS

Competency = To coach on Team structure [CIET]

 

5. EVALUATE YOUR ORGANIZATION

Assessment = OPEX

Chapter = E11

 

6. SHARE WITH US YOUR PRACTICE

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