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administration system of knowledge at the enterprise not will work effective, if corporate culture and structure does not encourage workers to the exchange of knowledge. On how hired workers to make by owners in the interview For ayvanu described director on the development of company Audi Thomas nekhaus (Thomas Neuhaus).

Thomas, I heard, which Audi obtains economic effect into tens of millions from the introduction of the ideas of its colleagues. How does act in you the system of "administration of knowledge"?
Yes, about the "administration of knowledge" now much speak. Many different aspects, we this understand as follows in this concept. Each colleague Audi, in whom arose the proposal for improvement, must fill special paper form. In it there are several required for the filling pour on: the description of the existing order, desired, the essence of the proposed solution and the economic effect, which it can give. Very author of idea must approximately estimate effect from the introduction of proposal. The filled form he carries to his chief and they immediately discuss the idea proposed: it is realized in principle or not. If benefit from the idea is obvious, innovator and chief create group and bear joint responsibility for the realization of idea.
Then this form will be brought in into the Internet- system, which covers three plants Audi and is capable of processing 40 thousand claims during the day. The very brief information is introduced into the computer: the number of claim, the author of the idea (or the authors, if them several), its chief, brief description of idea. Chief establishes the course of the claim through other divisions of enterprise and the periods of its examination. Into the system is introduced also the solution on application and bonusu to its author, information about whom then is transferred into the bookkeeping system.
There are two types of the proposals for improvement: such, economic effect from which can be calculated directly (saved materials or straight profit), and idea on the improvement in the sphere of safety of work, protection of that surrounding among and so forth, where the economic effect to calculate complicatedly. So here, after the realization of proposal for improvement the chief is obligated to estimate him - to define both direct and indirect economic effect and to establish the size of reward.
If proposal for improvement is limited by the framework of division, then chief has the right to extract the reward to DM1 to thousand but, in principle, there is four levels of rewards. The first - when idea was deflected, but chief must, as a minimum, praise colleague, stimulating him to further initiative. The second - for the deflected idea chief can extract and DM100, if it was detailed, thought out and described. Third level - for the proposals with the indirect effect: chief has the right to extract the reward to DM1 to thousand, evaluating idea according to several parameters, in accordance with which is calculated the sum of bonusa. Fourth level - for the realized ideas, which bring profit. In this case to colleague it is paid out by 10% of the profit during the year after the realization of idea. Furthermore, colleague can obtain additional money, if even more indirect effect from the introduction of his proposal for improvement is revealed.
Thus, colleague can obtain to DM4 thousand, if economic effect from his idea composes to DM40 thousand if effect more, then it overestimates anew in yr, and maximum bonus of the author of idea can compose DM100 thousand. In the past year we have three proposals for improvement, whose authors obtained maximum sum. Record for Audi effect from the proposal for improvement - DM2 mln. this proposal was inculcated in our new shop for the coloring of the bodies of automobiles. Problem consisted in the fact that for the coloring of machines in the different colors was time-consuming itself to washing and cleaning of hoses and coloring automata. Furthermore, defective index was sufficiently great. One colleague proposed the very simple thing: to decrease the pressure of the washing material (cleaning better and less expenditure) and to make hoses more shortly. This proposal saved Audi 2 million stamps.
A here is an example of the latter on the time of rationalization introduction. In one of our models in the baggage carrier the rug from the facing material is used, and in it into two stages were stamped two openings by a number with each other. One colleague proposed to connect these openings and to stamp them one time. It is ridiculous, but piece of material remaining in this case from the stamping was necessary by us entirely elsewhere. As a result we saved not only time, but also material.

How was achieved collection and examination of proposals for improvement before the introduction of new system? Did become the process of the exchange of knowledge by more effective?
Earlier we have the special division, which was occupied by method and working of proposals for improvement. Its colleagues were obligated to answer questions of the authors about the fate of their ideas. Now decisions about what ideas to inject, but what no, immediate superior makes, and each worker has right to the answer. Furthermore, dedlayny on the claims entered in the computer system drive on all, for whom it is necessary to examine them. If in the 80th years to the realization of one idea departed yr, then now on the average of 3,6 months. In this case the proposals on the optimization of production processes are passed less than in the month, proposals on the optimization of production - in 7 months.
Up to 1993 we obtained approximately 10 thousand proposals for improvement per year. In the past year there were 57 thousand proposals, while in this, I think, we will obtain about 70 thousand earlier group of innovators it counted about 5 thousand colleagues, now already 18 thousand up to 1993 the stage of introduction reached of about 30% of proposals, now - 47%.
Now about the money: in the past year the program brought 17,4 million Euro- to us. This is direct economic effect from the introduction of 1600 ideas, and still were realized 25 thousand proposals with the indirect effect. In the past year we paid to our colleagues as bonusov 4,8 million Euro-.
With development of program deals the division of ideas, which I head. In the division of 9 people, 200 additional people at the plant besides their basic work deal with the management of ideas. Into my division enter only 3,5 thousand proposals for improvement, connected with an improvement in the production. All the remaining ideas are processed on the spot of their appearance - they are discussed by chief and subordinate. And they realize very rapidly. Finally, there is one additional instance - estimated commission (into it they enter 5 people from the plant). It makes decisions by the proposals and bonusam, whose economic effect exceeds DM40 thousand.
I want to emphasize that we reward colleagues not for the ideas, which even without that enter into the sphere of their scope, but for a real improvement in the production processes and production.

Which there was the reaction of personnel of company to the introduction of new system? There were problems in the implementation of this project?
In general the programs of collection and the "utilization" of proposals for improvement exist on Audi already about 20 years. But here this last program, which I head, was accepted in 1994 and by its generation and by success it was obliged to the restructuring, carry ouied at the plants of company. The essence of this restructuring consisted in decreasing of a quantity of levels of hierarchy and increasing the effectiveness of control. Instead of six hierarchical levels we left three and redistributed responsibility inside the working groups. Thus, if earlier linear leaders answered, first of all, for the concrete production matters and by the development of their subordinates they were occupied inasmuch as- since, then after 1993 the responsibility of managers strongly was displaced into the region of control of people, social welfare, they began to be occupied more by budgeting and planning. But workers, now answer for the production processes.
This system assumes entirely other behavior of manager. Now it should think about other: to discuss with the workers projects, to try to organize command work, to stimulate colleagues to the proper performance of their daily responsibilities. Chiefs and workers to the equal degree answer for the projects: chief does not have a right to order, he must convince colleagues in his rightness.
Changed the organization of labor "on the conveyor". Earlier each person clearly knew his place in the production, he was narrow specialist. Now working groups of 8-12 people are sufficiently universal: each of the members of group must be ready to carry out the work of its comrades. Naturally, this organization stimulates people to the search for the ways of the optimization of its work. And we proposed to them the program, which increases the responsibility of each worker and inoculates to them independence in decision making. If earlier we required of the people of the clear performance of our function responsibilities, then now we was required so that they would relate to the members of their group and generally to all workers of enterprise as to the clients. Indeed in each stage of production each worker is the client of previous. All this requires of the workers of the command qualities: the skill to work in the command, to help each other - very important quality. Without this organization of labor our system of the calculation of proposals for improvement would have no chances to the success.
I one additional moment: up to 1993 the purpose of similar programs on Audi was reduction in the expenditures. Present program we consider still and as tool for the involvement of colleagues in the internal processes of enterprise. We want to use their experience and knowledge: who better than workers themselves knows, how it is possible to improve the conditions of their labor? And we attained that the intelligent proposals of colleagues take root much more rapidly than this was with the previous system.

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