Simply the best - give the problem a chance

Steinbeis trainers share problem-solving methods for employees from manufacturing

New production concepts, changes in business organization and technical transformation are placing higher demands on employees at all levels of company hierarchy. Add to that growing complexity, cooperation across workspaces, and shifts in the distribution of leadership responsibilities. These are all key components making up the duties of the workshop personnel serving as shift and plant manager or group coordinator. Bosch and Siemens Household Appliances (BSH) equipped its employees to improve processes through a comprehensive training program. The program focused on the “shop floor belt” and was held by the STW unisono training+consulting. The employees are not only encouraged to report deviations from the standard, breakdowns and problems, but also to become active while essentially driving the problem-solving process – even across workspaces. In doing this, they learn to sustainably overcome not only the symptoms, but also the causes of problems.

More than 70 participants from the first manufacturing squad of the assembly workshop got to know more about various thought and information processing methods in order to react adequately in different problem situations. With the practiced problem-solving techniques, they can quickly, confidently and systematically analyze, describe and solve problems – with little effort, but lots of impact. Their knowledge of workplace organization according to the 5S method minimizes loss and maximizes security through order and cleanliness. The total productive maintenance (TPM) method expands their overall understanding of zero-error production and loss.

The training was organized in three theoretical and three practical compo­nents. During the four-week practical portion, participants were able to apply their new knowledge in their own work areas. Manufac­turing managers were present for regular feedback sessions. The partici­pants could discuss the results and management demands directly. Many issues were discussed and solved during the training, which created trust and acceptance.  

The methods and instruments used in the training have been around for a long time, and are just as reliable as ever. Focus was placed on social skills like communication, appreciation and trust. By including all involved parties in the workshops, a foundation for successful, sustainable im­plementation of the strategies and work processes was laid. The im­plementat­ion concept is “simple”, yet effective. The key aspects:

  • Rules for work and communication
  • Collaborative definition of method purpose and benefits
  • Alignment of theory with practical requirements of the workspace
  • Employee flexibility for strategy/process design
  • Active employee involvement for better acceptance
  • Supported employee contribution, breakdown of barriers
  • Celebration and honoring of successes  

The presence of management staff contributed significantly to theoverall success. Numerous prospective projects generated from the trainings also offered reason to celebrate. After roughly a year, over 70 employees were granted their “shop floor belt” certificates at a commencement ceremony with the management and STW unisono trainers.  

The closing statement of the BSH management says it all: “Our ex­pectations have been more than met. The certification has already paid off! During the “shop floor belt” practical training, our workshop managers developed the skills they needed to practice, implement, and sustain the methods of modern shop floor management. New improvement projects have been tackled with lots of motivation; great solutions have been established and implemented – in part, at little expense. A success story that is sure to continue!”

Contact

Vera Bütow | Gudrun Jürß
stw unisono training+consulting (Ulm)

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