Autonomous work groups
It is in the best interest of corporations to have employees work in teams that embrace taking responsibility, that develop a good atmosphere, and work along shared values, towards shared objectives. Successful companies build upon the experience and knowledge of their co-workers and actively maintain and develop these values. They create organisational structures and cultures which enables these people to better exploit their capabilities and talents; to regularly contribute ideas and initiatives aiming to enhance quality, to reduce costs and to improve efficiency.
Concordia can assist the creation of such a corporate culture and structure by creating and preparing autonomous work groups, using our proprietary model.
Operations building on autonomous work groups will enhance the competitiveness of corporations because
- employees make a better use of their talents and capabilities
- there are more ideas, more initiatives
- the pyramid is flatter; management is less costly
- the organisation can respond quicker
The model of creating autonomous work groups
Expected results on various levels of the organisation
- Important indicators (e.g. quality, down times, production efficiency, cost sensitivity. etc.) show improvement within production
- A reduction of absenteeism
- More efficient and faster decision making in production
- Lower operative costs (especially when combined with lean processes)
- Synergic cooperation between management support staff blue collar workers
- Improvement and development are part of everyday operations
- Increasing dedication to the company
- An attitude of “I want” rather than “I have to”
- More satisfied employees
- Co-workers with better self-esteem
- Management is now free to develop, plan and rationalise employees
- Better work place atmosphere
The steps of creating autonomous working groups
Over the years we implemented, trained and developed autonomous work groups, as well as created and reshaped related corporate culture, at some of the most prestigious corporations (Ford, Visteon, Loranger, BorgWarner).
Please do not hesitate to contact our colleagues via email or phone.
"The first time I met Concordia and their team was in 1999. I was attending a vision building workshop which ended up serving as the springboard for a process that transformed an oversized, inert, state-owned, socialist firm into a competitive, dynamically growing and highly successful international company.
Two years later, in 2001, I was a major player participating at subsequent, now legendary workshops. One of them, titled “How to reduce our stock to 700 000 tonnes”, is now considered a legend in its own right because it was a milestone that enabled a company wide optimalisation of corporate operations within the fields of mineral oil processing and sales.
Therefore in 2008, when as top tier managers we decided on the reorganisation and modernisation of the company, and on clarifying the vision of the organisation, I had absolutely no doubts that we would be doing this with no other than Imre Lövey and Concordia. Yet, despite our previous experience, they still managed to surprise us with new concepts. Their proprietary theory of Healthy Organisation and the attached questionnaire was hugely helpful in showing us the current position of the company but no less importantly enabled most of our colleagues to understand the necessity of change.
…they never settled for just doing things. They have always wanted to get things done, and they still do like pros…."