|
| WebNote |
|
|
Click Here to go...
BACK |
The Empowerment of Front-Line Teams |
|
| |
Volvo President Pehr G. Gyllenhammar, describes how in the Kalmar plant, front line assembly work is done by semi-autonomous teams of empowered employees. Instead of a continuous pace assembly line (which forces workers to chase after their work), Kalmar uses self-propelled carriers to carry cars through the plant. After a number of assembly steps and work teams, the car goes through an inspection station. If any problems are uncovered, the assembly team responsible for the problem gets an immediate message on their computer terminal, along with advice on how the problem was solved in the past. The defective car, on its self-propelled carrier, automatically returns to that specific work area.
|
|
| |
It is interesting to note that Volvo implemented this transformation of their final assembly process, with technology they created themselves. Volvo's battery-powered, computer controlled car carriers follow moveable magnetic tapes placed on the floor. Each assembly team has its own separate work and rest areas (to foster team identity), and can control the route the carriers take with the push of a button, or by simply moving the tape on the floor. This allows front line workers to control the pace of their work, and focus on quality instead of quantity.
|
|
| |
|
| |
Gyllenhammar, Pehr G. "How Volvo Adapts Work to People" in Harvard Business Review. Harvard Business School Press. Boston: MA. July-August, 1977.
|
|
|
