很久沒遇到這種簡易的個案編寫. 姑且貼在此當讀者之參考. 輪胎業的製造對工人而言是個辛苦的產業. 我去新竹的橫濱輪胎廠? 參觀過.
沒想到台灣會有世界級的廠商......
上海米其林輪胎脫困樣本
Michelin overcame cultural gulf at Shanghai joint venture
The story. In 2008 Shanghai Michelin Warrior Tyre Company was among the worst-performing Michelin
factories worldwide. The seven-year-old organisation was a joint
venture between Shanghai Tyre and Rubber Company, a Chinese state-owned
enterprise, and the French tyremaker. Its products were inferior and its
safety record was very low by international standards. Reject rates for
its tyres and turnover of production line staff were both high.
There was a persistent cultural and organisational gulf between the
two partners. Reversing the situation had been beyond successive plant
managers.More
The challenge. Bertrand Ballarin moved from France in 2008 to take the role of plant manager. Michelin’s head office was pressing him to implement its own management system of daily production (MDP) to try to improve the factory’s performance.
But on settling in, Mr Ballarin felt that employees were not ready for the MDP. He judged that the Chinese employees, especially the production line workers, had poor morale and discipline because of a lack of trust in the company’s management team.
Even more difficult was that Mr Ballarin lacked a coherent foreign-and-Chinese management team with sufficient leadership capabilities to help him. He had to make changes at the factory before the MDP could be implemented, but at a pace that would be palatable to both his reluctant employees and his anxious bosses at Michelin headquarters.
The strategy. Mr Ballarin developed what became a six-part strategy. He began by identifying early supporters, and then consolidating their support by sharing his vision with them. The third step was to rebuild trust to help lessen resistance to management changes. Fourth, he trained a management team – including Chinese staff – to lead the changes, including helping to develop their leadership skills. The fifth element was a well-designed, step-by-step change process. The final piece of the puzzle was gaining autonomy from Michelin headquarters.
The step-by-step process took three and a half years. Mr Ballarin spent the first three months observing and assessing the attitudes, morale and capabilities of the management team and staff. In October 2008 he began making and celebrating small changes, such as improving the work environment and raising some employees’ salaries.
In 2009 and 2010 he implemented initiatives aimed at equipping employees with new skills and motivating them. The latter included making some bonus-related targets more achievable and, for the first time, inviting all employees to a dinner to celebrate the Chinese New Year.
Mr Ballarin regularly communicated his intentions, the challenges the plant faced and its successes to the staff, including production line workers. One of the most important moves was convincing headquarters to spend Rmb45m on upgrading machines in 2009-10; this demonstrated that Michelin was willing to invest.
Although it was difficult to persuade head office to delay implementation of the MDP, Mr Ballarin found the answer was to keep it up to speed on plans and progress. In this way, he won more time to prepare employees at the plant for change.
The results. Once the MDP was implemented, the factory improved its industrial performance indicators substantially. By the end of 2010, the “first-pass rate” rose 64 per cent, and the reject rate fell 32 per cent; productivity rose 20 per cent; satisfaction of white-collar employees rose 46 per cent; and turnover of production line workers dropped 44 per cent.
The lessons. Effective leaders of change focus on the organisation, not just the eventual results they want to achieve.
Regular communication with employees at the plant and with head office helped smooth changes.
It was possible to overcome cultural differences by listening and showing respect to employees.
The authors are, respectively, a professor of management at Ceibs and members of its case development centre
故事：2008年，上海米其林回力輪胎公司
(Shanghai Michelin Warrior Tyre
Company)在米其林全球工廠中處於業績最差之列。這家成立7年的公司是中國國企——上海輪胎橡膠集團股份有限公司(Shanghai Tyre
and Rubber
Company)和法國輪胎製造商米其林集團(Michelin)的合資企業。該公司產品質量低劣，安全記錄按國際標準衡量也十分糟糕。輪胎廢品率高，生
產線員工流動率高。
合資雙方在企業文化、組織方面一直存在巨大差異，連續幾任工廠經理均未能扭轉局面。挑戰：貝特朗•巴拉蘭(Bertrand Ballarin)2008年從法國赴華，接任工廠經理一職。米其林總公司敦促他實施公司自己的日常生產管理系統(MDP)，以圖改善工廠業績。
剛上任時，巴拉蘭感覺到員工尚未做好接受MDP的準備。他認定，中國員工（尤其是生產線工人）士氣低落，紀律性差，原因是他們不信任公司管理層。
更麻煩的是，工廠的中外管理團隊並非站在一條線上，也缺乏足夠的領導能力，幫不了巴拉蘭多少忙。他必須先在工廠里推行改革，然後才能貫徹MDP，但改革速度既要適應工廠里不滿的員工，也要迎合米其林總部焦急的上級。
戰略：巴拉蘭制定了分六步走的戰略。他首先找出早期的支持者，然後與他們分享自己的設想，進一步爭取他們的支持。第三步，重建信任，減輕員工對管理 層變動的抵觸。第四，培訓管理團隊（包括中方員工）來領導改革，包括培養他們的領導技能。第五，精心設計一套循序漸進的改革步驟。最後一步是向米其林總部 爭取工廠的自治權。
循序漸進的改革耗時三年半之久。巴拉蘭在頭3個月觀察和評估管理團隊和員工的態度、士氣和能力。2008年10月，他開始進行小規模改革，如改善工作環境和給部分員工加薪，並取得成效。
2009年和2010年，他採取了一些措施，培訓員工新技能，並鼓舞他們的積極性。激勵措施包括制定更切實可行的獎金掛鉤目標，以及首次邀請全體員工參加慶祝中國農歷新年的晚餐。
巴拉蘭時常跟員工（包括生產線工人）談起他的打算、工廠面臨的挑戰和它所取得的成功。最重要的舉措之一是說服總部在2009-2010年度斥資人民幣4500萬元升級機器；這表明米其林願意投資。
盡管說服總部推遲實施MDP絕非易事，但巴拉蘭發現瞭解決辦法：及時匯報計劃和進展的最新情況。這樣，他贏得了更多的時間來讓員工準備好迎接改革。
結果：在實施MDP後，工廠的行業績效指標顯著提升。到2010年底，產品的“一次合格率”提高64%，廢品率下降32%；生產率提高20%；白領員工滿意度提高46%；生產線工人流動率下降44%。
經驗：能有效推動改革的領導者關註組織本身，而不只是他們希望取得的最終結果。
與工廠員工和總部定期溝通有助於改革順利進行。
聆聽員工意見，尊重員工，就有可能剋服文化差異。
本文作者是中歐國際工商學院(CEIBS)管理學教授李秀娟以及該院案例研究中心的三位成員
譯者/劉鑫
沒有留言:
張貼留言