World-Class, Lean Performance in the SMEs - Small and Medium Enterprises - by Carlo Scodanibbio, Industrial & Business Consultant - Lean Management Consultant
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Carlo Scodanibbio
Industrial & Business Consultant
Lean Management Consultant

synoptic pages (02)


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about the "Learning Organisation"

Flash concepts for enterprises aiming at world-class status:

Today we need people able not only to "work" but also (and mostly) to "think".

Thinking, individually and in team, should be addressed to understanding. Understanding is learning.

For far too long, in industry, we have seen automatic thinking (very little or no thinking at all, associated with "specialised" jobs) and externally-guided thinking (from management above - in charge of the overall thinking process).
This needs to be replaced by value-generating, hard, creative, self-integrated thinking: Lean Thinking (more »).


thinking - before and after the world changed...
old-world new-world
Automatic Thinking and/or
Externally-guided Thinking

Both lead to: Reactive Thinking (reaction to the ambient/work before the person)
Self-integrated Thinking


Leads to: Projective/Pro-active Thinking (controls and manages the ambient/work before the person)
Based on brain-laziness : needs external authority to be governed Based on own brain-power : has the authority internally
Suitable for fragmented bits of work (work formatted Adam Smith style) Suitable for integrated flow of work (a process)
Maintains only (it may even destroy...) Builds, achieves, generates wealth
Keeps people busy at making things going (deceiving oneself to be working hard) Makes people stick to value generation (working hard for production of Value)
Self-integrated Thinking discouraged (dangerous !!) Self-integrated Thinking promoted (essential !!!)
Push functioning, top-driven/imposed Pull, market/client-driven process
Complexity: many people using specialised thinking to control many others using automatic and/or externally-guided thinking. Absurdity. Simplicity: fewer people using hard, integrated thinking, empowered to manage value generating processes. Simply controlled (in-process and in real-time control through basic indicators).
Based on "delegation" which, in the majority of cases, is not transmission of responsibilities, but evaporation of responsibilities (fresh-air effect). Based on empowerment which is integral/total transfer of responsibilities.
Leads to stagnation (un-integrated, cul-de-sac responsibilities): people stagnating into day-to-day problems that get trapped with Leads to wealth (integrated responsibilities & areas of purpose): people concentrating only into value generation
8-5 attitude/mentality because of little purpose or none at all Entrepreneurial attitude because of areas of purpose
Personnel have little/no purpose, therefore little/no motivation. The typical employee does not know, does not feel, only has cul-de-sac responsibilities.... Entrepreneur's attitude, approach, motivation, knowledge and sensations because of areas of purpose
Generally leads (in a conscious or un-conscious mode) to employees' dissatisfaction - cul-de-sac responsibilities are the best guarantee of frustration, stress and dissatisfaction Generally leads to employees' job-satisfaction - integrated responsibilities are the essence of real values, happiness and excitement
Motto: "...work is a necessary evil..." Motto: "...work is a gymnasium in which people can practise, test themselves, evolve, develop, learn, grow, and be happy and proud of the value they produce..."
Knowledge, associated to specialised work, is the most valuable asset: it must be maintained, preserved and protected Knowledge is not as important. The ability to "learn" and the opening to "learning" and perfecting knowledge are most important.
Traditional, static Organisation Learning Organisation


The Learning Organisation is based on thinking people: Lean Thinkers. People that keep listening to signals. People that know how to deal with "signals". People that like to learn. People that accept and enjoy the challenge of learning. People that understand and love the "lean" road.


Individually or in team, people understand phenomena, and judge the reality on a daily basis. People, sharing the Vision and understanding the direction to follow, keep driving to the target. They are attentive to any internal or external factor of deviation. They notice and manage any discrepancy.
They are people able to think and learn.

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