Satisfied employees through Lean (6): Productive meeting culture
Several studies have shown that employees in German companies spend an average of 19% of their working time in meetings. However, only a good half of the to-dos planned in these meetings are actually implemented. Own estimates from several large companies are …
Satisfied employees through Lean (5): Positive working atmosphere
A positive working atmosphere is an essential prerequisite for job satisfaction. You like going to the office if you get on well with your colleagues. Also, well-functioning teams perform significantly better than in the case of conflicts within the team. Unfortunately, today’s …
Satisfied employees through Lean (4): Working in flow
We know from happiness research that it is not money and material prosperity that guarantee happiness and contentment, but the moments in life when we are intensely absorbed in something and forget the space and time around us. The well-known happiness researcher …
Satisfied employees through Lean (3): Use skills and take responsibility
Job satisfaction depends to a large extent on being able to use and apply one’s skills and competencies. It is always important to find the right balance. If the requirements clearly exceed the abilities, stress occurs (“burn out”) – but regular under-challenging …
Satisfied employees through Lean (2): Happy through a sense of achievement
Success experiences make us happy and strengthen our self-esteem and well-being. Providing the customer with exactly what he needs or having the right information at the right time makes us feel that our work is needed and contributes to job satisfaction. …
Satisfied employees through Lean (1): Striving for meaning
Striving for meaning is a basic human need. Of course, this also applies to our daily work tasks. If we don’t see any sense in it, frustration and dissatisfaction arise. It is very difficult to motivate someone through external incentives – as …
Start of a new series: Satisfied employees through lean management
The lean management approach is always used in connection with improving customer satisfaction. Lean can also significantly increase profitability and competitiveness, which a number of companies have now proven. The effects of lean on the satisfaction of the employees have been discussed …
Lecture: Satisfied employees through lean administration
On February 25th, I will be giving a presentation at the ‘LeanAroundTheClock’ congress on how Lean can contribute to employee satisfaction. More information will follow here on the blog. Ideas and suggestions for additions are very welcome. …
Lean Around the Clock – 2-day event in February in Mannheim
On February 25th and 26th, the event ‘Lean Around the Clock’ will take place in Mannheim with a large number of interesting speakers and contributions. Further information can be found here in the brochure Brochure LeanAroundTheClock or < a title="LeanAroundtheClock" href="http://www.leanaroundtheclock.de/">here. …
The types of waste (8): Misuse of employees
Originally, there are seven types of waste in Lean Thinking. Declaring the wrong use of employees as an additional type of waste definitely makes sense, because valuable resources are also lost here. This type of waste occurs when highly qualified employees, specialists …
The types of waste (7): Over- or under-performance of work processes
This type of waste means that the processes, procedures and work tasks are not supported by the right instruments, aids, tools etc. A classic example of this type of waste are unsuitable IT systems. This can be the break between manual and …
The types of waste (6): errors, queries, rework
Errors, queries, rework are generally to be regarded as waste. There is no added value and the goal of flowing processes is prevented. Errors that only occur with the customer have particularly negative effects: A negative image is created for the company …
