ABSTRACT
In order to support, teach, and promote (STP) a fast-paced, continuous improvement, a strong organizational structure must be in place, a team-based organization. Ideas, information, and solutions to issues must be able to flow unimpaired. In most organizations it is completely the opposite, starting with policies that minimize the contributions that frontline workers can make: jobs are designed to be idiot-proof. Technology is used largely for monitoring and control. Pay is poor. Training is minimal. Performance expectations are abysmally low. There is no structure of support; “us and them” thrives. Successful companies are developing a service-driven logic where there is an interdependent and responsibility system of internal supplier and internal customer all along the value chain. This system provides a natural support system and a strong connection to the external customer, something missing in today’s value stream. Every organization has its experts and unsung heroes, but their knowledge and abilities are like floating bubbles within the value streams; it takes too long to transfer. Employees have many ideas; the problem is they go unheard due to the hierarchical organizational structure of command and control. When the structure is less vertical and consists of empowered employees, ideas are put into place without one, two, or three other levels having to make decisions, which subsequently slows and suppresses the implementation of the ideas. The idea behind a resilient organizational structure is mainly support-the support required for people to feel comfortable in contributing toward meeting the strategy, the support in feeling comfortable to take a risk, the support in feeling comfortable in using newly acquired skills, and the support when a mistake is made. Self-directed teams provide the main organizational structure, but structures also need
to be in place for the implementation of key programs like Lean Sigma and TWI (Training Within Industry).
