Pot zilina october 2014
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Transcript of Pot zilina october 2014
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Workplace Innovationfor
better jobsand
organisational performance
Frank Pot
“National Productivity Forum”, SLCP, Zilina, 9 Octo ber 2014
Honored to be back again because
• Slovakia is the EU country with the relatively highest growth in product innovation, market share and competitiveness (labour productivity and/or return on investment) according to political economist professor Stefan Collignon, Sant’Anna School of Advanced Studies, Presentation 25 September 2014 in Brussels (ETUC/ETUI Congress “Europe at the crossroads”)
• The National Productivity Forum is not only about technological innovation and product innovation but also about work organisation, ergonomics and shop floor management
• SLCP includes also Health and Safety (e.g. HESAPRO project 2011 – 2013)
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Definitions
• Workplace innovations are new and combined interventions in work organisation, human resource management, work relations and supportive technologies.
• Workplace innovation• is a process of productive reflection as part of everyday
working life,• derives from interaction between stakeholders within and
outside the organisation,• builds bridges between the strategic knowledge of the
leadership, the professional and tacit knowledge of frontline employees and organisational design knowledge of experts,
• Works towards win-win outcomes as a creative convergence rather than a trade-off
Is job quality a luxury in times of crisis?
• Many countries focus on employment to combat poverty• Many countries focus on fair wages and a fair tax system as
well, as covered by the conceopt ‘decent work’ (ILO)• However, new jobs and higher wages can only be attained
if the economic sectors are competitive and innovative.• Competitiveness and innovativeness cannot be achieved by
new technology and capital alone.• Even more important is the optimal utilisation of the
potential workforce.• ‘Workplace innovation’ offers such an approach and
includes high quality jobs and higher productivity.
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Societal relevance workplace innovation
• Competitive economy:• Global competition and knowledge based economy �
development of competences and skills needed• Future decreasing workforce � increasing labour
productivity needed• General values• Democratic and prosperous society, societal wellbeing,
good work• Economic model based on the ‘high road’
• ‘National’ programmes in Finland, Germany, Belgium, the Netherlands, Norway, UK, Ireland, Sweden
Organisational relevance of workplace innovation (private and public organisations)• Workplace Innovation claims simultaneous improvement of
organisational performance (in particular productivity and innovation capabilities) and quality of working life (learning opportunities, wellbeing, stress prevention).
• Making new technology work through innovative work organisation
• Workplace innovation explains a larger part of innovation success than technological innovation does
• These claims are supported by a number of theories and research projects Unfortunately there is no time today to refer to those. The next slides give an impression.
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Overlap of OSH and workplace innovation
Workplaceinnovation
Health Wellbeing Performance
Work organisation ����
HRM ����Employment relationship ����
Ergonomics ����
Working times ����
Job autonomyEmployability
InvolvementComfort
Work-life-balance
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Empirical evidence: Best and poorest performers on both dimensions in Finland (409 self assessments)
Poorest group31 projectstop-down
interventions
Best group152 projectsparticipation
internal collaboration
Per
form
ance
+
-
Source: Ramstad, 2009
Quality of working life+ -
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Working Smarter and Performance (NL)
Performance criterionSMEs without
working smarterSMEs with
working smarter
Company results 2 18
Company turnover 7 15
Productivity 5 14
Employment 6 11
Economic Institute for SMEs. Source: Hauw et al., 2009; n = 650
% change in performance last 2 years
Core theories to support WPI-claims
• Job demands-control-support model (Karasek): active jobs, high strain jobs; mainly on individual task level
• Modern Sociotechnology (De Sitter), included JDC-model in 1981.. From complex organisations with simple jobs to simple organisations with complex jobs. Internal control capacity (individual task level) and external control capacity (department/organisation level)
• Single loop learning (autonomy on individual task level) and double loop learning (participation on department/organisation level) (Argyris & Schön)
• Action regulation theory (Hacker, Volpert): sequentially and hierarchically complete jobs; mainly on individual task level
• Democratic dialogue (Gustavsen) 10
Ergonomics
• Workplace ergonomics serves not only as the objective of reduction of physical workload (allowing better postures and movements; reducing lifting) and health promotion (physical exercise) but also that of productivity (easier and faster handling and processing; better lay-out)
• Ergonomics is an important field of interventions both for OSH and for workplace innovation
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Case Bronkhorst
Bronkhorst HIGH-TECHin Ruurlo, the Netherlands
• Develops and produces thermal mass flow meters andcontrollers
• Clients all over the world; surface treatment, processindustry, life sciences, automotive, bio-technology, etc.
• Continuous innovation of product technology andmanufacturing process
http://www.bronkhorst.com
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Innovation of manufacturing process
• Demand flow
• Lean Manufacturing
• Workplace innovation
• Training on the job (developingcompetences)
• Involvement
• Partner TNO
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Results• Productivity plus 20%
• Throughput time minus 30%
• More flexible work organisation
• Enthusiastic staff
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Case: company in climate control equipment
Company:- climate control equipment- 85 employees- development, engineering, process planning, sheet
metal, coating, assembly, packaging, installation
Old situation - long lead times, lot of stock on shop floor- Inflexible manufacturing by batches- material handling (physical workload); - searching for parts- unplanned overtime work (stress)
Impression of work sessions : involvement of various disciplines
Flow, factory lay-out and work organisation
Improvements:
Redesign of the factory and work organisation
according to demand flow & lean thinking
Redesign of factory lay-out, logistics and routing
Redesign of the product
Ergonomic improvements
Involvement of employees in work sessions, training
and implementation
.
Effects
• An increase in organisational commitment: Employees motivated to improve their workstations on the shop floor = innovation capability
• Reduction of change-over-time: flexible production of small batches, less work in process
• Reduction of physical workload• Zero overtime work, less stress• Improvement of communication between engineering and
production: Design for assembly and work instructions• Increase of financial turnover by 40% with same number of
employees
• Commissioned by DG Enterprise and Industry for 2013 – 2015/2016
• International Consortium, coordination Netherlands Organization for Applied Scientific Research TNO
• 6 regional events (Linköping; London; Vienna; Aveiro; Rouen 6 November), plus 2 major events (Sofia 29 September 2014; Leuven 2015), Trade Unions Event Copenhagen April 2014 and workshops/sessions at other conferences (ILERA/Amsterdam, Wellbeing at Work/Copenhagen; Bounderies of Work/Wroclaw 15 Nov 2014, etc.
• Networks coming together (innovation, productivity, HRM, occupational safety and health), practitioners, researchers
• Building alliances social partners, governments, researchers
• Examples through knowledge bank, videos, site visits, workshops
EUWIN: changing the political agenda
› Six regions :
› Denmark, Sweden, Germany, Finland, Norway
› France, Spain, Italy, Portugal, Belgium (Wallonia)
› Austria, Hungary, Slovenia, Croatia, Czech Republic, Slovakia
› Bulgaria, Romania, Greece, Former Yugoslav Republics, Turkey
› UK, Ireland, Netherlands, Belgium (Flanders)
› Lithuania, Poland, Latvia, Estonia
› Partners : TNO (NL), UKWON (UK), ARC Consulting (BG), KSU (LT), KUL (BE), Flanders Synergy (BE), PT-DLR (DE), ZSI (AT)
› Associate partners: TEKES (FI), ANACT (FR), Syntens (NL), ISSK-BAS (BG), IRES-ER (IT), SFS TU Dortmund (DE)
› Project Board : Steven Dhondt (coordinator, TNO), Peter Totterdill (UKWON)
EUWIN: changing the political agenda
Work organisation• Job autonomy• Self-managed teams• Integration of technology• Flexible working
Structure and systems• Reducing organisational walls
and ceilings• Supporting employee initiative• Fairness and equality• Trust
Workplace partnership• Dialogue• Representative participation• Involvement in change• Openness and communication• Integrating tacit and strategic
knowledge
Customer focus
Employee engagement
Enabling culture
Resilience
Positive employment relations
HIGH PERFORMANCE
GOOD WORK
SUSTAINABLE ORGANISATIONS
WORKPLACE INNOVATION
THE FIFTH ELEMENT
Learning and reflection• Continuous improvement• High involvement innovation• Learning and development • Shared knowledge and experience
Discussion 1
• Concept ‘workplace innovation’ has gained policy profile.• Core characteristic: direct employee participation reflecting
combined interventions in work organisation, HRM, work relations and supportive technologies
• All research shows wide variety of better performance• Quality jobs contribute to competitiveness through higher
productivity and innovation capability. Win-win outcomes as a creative convergence rather than a trade-off
• Research on organisational level focusses more on performance than on QWL, which is mostly investigated on individual level
Discussion 2
• National programmes can be supportive• Alliances of employers’ associations, trade unions,
governments and research institutes such as the SLCP • Slovakia can build on experiences on sector level during
crisis (e.g. working time adjustments, internal flexibility, and training rather than lay-offs)
• Different options: information, consultancy, workshops, research
• Funding: ESF, national and sector funds, private and public organisations themselves
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Concept workplace innovation used by• Eurofound, Dublin (2005 – recent EWCS, ECS, cases)• European Economic and Social Committee (opinion 2011)• EANPC Eur.Ass.Nat. Productivity Centres (incl. SLCP)• European Commission (since 10 October 2012)• EU OSHA, Bilbao (since 2012)• European Parliament (18 December 2013)• IndustriAll Eur. Trade Union( Manifesto 2 April 2014)• English translation of Finnish, Flemish and Dutch progr’s• National tripartite initiatives in UK and Ireland• Number of institutes in USA
• Disadvantage: Sometimes associated with individual workplaces or with work(ing) environment only.
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Examples national programmes
• Finland:• http://www.tekes.fi/en/programmes-and-services/tekes-
programmes/liideri/• Germany:• http://www.bmbf.de/pubRD/Zukunftsbild_Industrie_40.pdf• http://www.bmbf.de/pubRD/Umsetzungsempfehlungen_Ind
ustrie4_0.pdf• http://projekte.fir.de/elias/sites/projekte.fir.de.elias/files/mtm-
schriften-ie-ausgabe-1-lernforderlichkeit_20140625.pdf• http://www.bmbf.de/de/7771.php• http://www.bmbf.de/de/24637.php• http://www.bildungsspiegel.de/bildungsnews/verschiedenes/
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Join the network
• If you want to join EUWIN, if you want to become an ambassador, register at http://portal.ukwon.eu/
• Trade Union Group: http://portal.ukwon.eu/trade-unions
• For more information on DG Enterprise’s activities, visit the website at:
• http://ec.europa.eu/enterprise/policies/innovation/policy/workplaceinnovation/index_en.htm
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