I don't know how Toyota does it, but IBM used to (and may still) have a Suggestion Department attached to HQ in each country - all suggestions were sent there and then forwarded to the applicable department for evaluation (section, group, division, or company). Awards were given for accepted ideas based on short and long-term savings, and having a centralized department kept amounts fairly distributed and only awarded to the first person suggesting an idea. They were then re-evaluated two years later for possible additional savings/awards. They were also published so everyone could know what ideas had been adopted and hopefully start new ideas coming in.
Firstly, I am not sure where the 30,000 number came from.
There are many ideas. Simple change that doesn't cost anything can make huge difference.
It can be changed within the department, but many times, we need to have the concensus among the departments.
That need the proper communication channel. and the most of the managers and the directors are too busy, there is no time to discuss such ideas and change.
So my suggestion is, make right channel of the communication. We can create a system, like approval board. We mention the improvement opportunities, once approved, we implement it.
When someone write it, it should include, why the idea is need to be implemented. Then although the idea is not the right way to fix the problem, we can come up with better idea.
So we need the system that anyone can write their idea. And keep track of the idea. And the head of organization need to monitor it.
One main difference between Toyota and LGE is the second pillar of the Toyota Way: "Respect for People." Toyota says, "We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust". When employees in an LGE factory are treated badly by the Korean management, and when the Korean management does not respect the employees' culture, continuous improvement and fresh ideas will not happen.
Oi, achei teu blog pelo google tá bem interessante gostei desse post. Quando der dá uma passada pelo meu blog, é sobre camisetas personalizadas, mostra passo a passo como criar uma camiseta personalizada bem maneira. Até mais.
Again, where did the 30,000 number come from? And is it equivalent to the 990,000 number of Toyota (and where did that come from)?
Too often, ideas are shot down by LG's top management without good reason. The only answer we get is that the proposed idea not currently feasible. And the few times that they accept the idea, there is no reward or recognition.
If the 30,000 and 990,000 figures are correct (and equivalent), then there is a reason for that. When management says it wants ideas but refuses to accept them or refuses to acknowledge them, employees become less willing to speak up when they have good ideas.
Since we have no formal suggestion program - at least that we've been told about - there are probably many suggestions made to managers that are not counted, not evaluated properly, and not implemented because managers are under the gun for so many other things. A formal, company-wide program must be started and MAINTAINED if suggestions are to be treated with respect and implemented to increase quality and/or save money.
First time writing actually did not had a time even read Your comments. My e-mail is aleko@lge.com and my name is Aleko. I very much liked an idea about setting up a system of writing and shearing our ideas with each others. Frankly speaking, this notorious Cultural Differences does not quite cut it any more. Idea is what is important, modifications can be made on local level, according to the situation we are in. There are no universal recipes for every solution, as if You did not knew that. I would like to ask all of You, to write openly, anonymous is not helping. Liked to read that someone knows some insides about TOYOTA Company, where can I learn more, please write. IBM idea monitoring system is also interesting. My General Affairs department is handling way to many different tasks and I do need some important problems to solve. Korean FSE are helping but there solutions are not exactly adequate to the present situations. Lets get acquainted at e-mail level and maybe later we manage to set up portal where we can better shear interesting for us information.
I don agree. If your immd. manager or to one whom you are presenting IDEA, if he ignore due to lack of ability or knowledge ... It dies at that stage. What extra can a individual employee at his level do at that time ?
15 comments:
Totally agree, they must be accepted, once this happens, the ideas will pour in.
Have a question. When I have an idea relating to a different department, Whom should I tell the idea? And, how?
I don't know how Toyota does it, but IBM used to (and may still) have a Suggestion Department attached to HQ in each country - all suggestions were sent there and then forwarded to the applicable department for evaluation (section, group, division, or company). Awards were given for accepted ideas based on short and long-term savings, and having a centralized department kept amounts fairly distributed and only awarded to the first person suggesting an idea. They were then re-evaluated two years later for possible additional savings/awards. They were also published so everyone could know what ideas had been adopted and hopefully start new ideas coming in.
Firstly, I am not sure where the 30,000 number came from.
There are many ideas.
Simple change that doesn't cost anything can make huge difference.
It can be changed within the department, but many times, we need to have the concensus among the departments.
That need the proper communication channel. and the most of the managers and the directors are too busy, there is no time to discuss such ideas and change.
So my suggestion is, make right channel of the communication.
We can create a system, like approval board.
We mention the improvement opportunities, once approved, we implement it.
When someone write it, it should include, why the idea is need to be implemented. Then although the idea is not the right way to fix the problem, we can come up with better idea.
So we need the system that anyone can write their idea.
And keep track of the idea.
And the head of organization need to monitor it.
One main difference between Toyota and LGE is the second pillar of the Toyota Way: "Respect for People." Toyota says, "We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust". When employees in an LGE factory are treated badly by the Korean management, and when the Korean management does not respect the employees' culture, continuous improvement and fresh ideas will not happen.
Oi, achei teu blog pelo google tá bem interessante gostei desse post. Quando der dá uma passada pelo meu blog, é sobre camisetas personalizadas, mostra passo a passo como criar uma camiseta personalizada bem maneira. Até mais.
Could you please translate this to English? Thanks.
Again, where did the 30,000 number come from? And is it equivalent to the 990,000 number of Toyota (and where did that come from)?
Too often, ideas are shot down by LG's top management without good reason. The only answer we get is that the proposed idea not currently feasible. And the few times that they accept the idea, there is no reward or recognition.
If the 30,000 and 990,000 figures are correct (and equivalent), then there is a reason for that. When management says it wants ideas but refuses to accept them or refuses to acknowledge them, employees become less willing to speak up when they have good ideas.
This isn't the only difference between Toyota and LGE. I can think of one other thing that is drastically different - quality.
Since we have no formal suggestion program - at least that we've been told about - there are probably many suggestions made to managers that are not counted, not evaluated properly, and not implemented because managers are under the gun for so many other things. A formal, company-wide program must be started and MAINTAINED if suggestions are to be treated with respect and implemented to increase quality and/or save money.
Got the new Top 3 Worldwide in my email, but it's not posted here - what's up?
Another week - got the latest in my email but nothing is updated here - no reply here either - ???
Guess NAHQ doesn't care about posting these. BAD MESSAGE to send employees!
Fellow LG members,
First time writing actually did not had a time even read Your comments.
My e-mail is aleko@lge.com and my name is Aleko.
I very much liked an idea about setting up a system of writing and shearing our ideas
with each others.
Frankly speaking, this notorious Cultural Differences does not quite cut it any more.
Idea is what is important, modifications can be made on local level, according to the situation we are in.
There are no universal recipes for every solution, as if You did not knew that.
I would like to ask all of You, to write openly, anonymous is not helping.
Liked to read that someone knows some insides about TOYOTA Company, where can I learn more, please write.
IBM idea monitoring system is also interesting.
My General Affairs department is handling way to many different tasks and I do need some important problems to solve.
Korean FSE are helping but there solutions are not exactly adequate to the present situations.
Lets get acquainted at e-mail level and maybe later we manage to set up portal where we can better shear interesting for us information.
With outmost respect,
Aleko
I don agree. If your immd. manager or to one whom you are presenting IDEA, if he ignore due to lack of ability or knowledge ... It dies at that stage. What extra can a individual employee at his level do at that time ?
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