Types of Groups in an Organization
Groups play a vital role in formulating strategies.
Togetherness enhances application in manufacturing systems.
The doctrine of groups is sweeping away the mindless routine of shop floors in corporate across
the country.
“By bringing together workers, supervisors and managers from different disciplines and
organizing them as small group, corporate India is radically tinkering with its manufacturing
process”-A Business Advisor..
As a result factories are turning into group-based entities. And these groups are creating
revolution on the show floor:
Cutting costs
Improving quality
Boosting productivity
Catalyzing innovations
Bettering worker-manager relations
Spurring this metamorphosis is competition, since firms are being forced to redefine the rules as
they whip up performance and shave costs.
No longer is manufacturing best done by breaking a process down to its smallest repeatable
component, as the industrial revolution lay down.
Successive technological revolutions since then have transformed production processes in almost
every industry, smoke stack or green.
, Not are workers best employed as cogs in the giant manufacturing gear shift anymore; educated
and skilled, they can be vital resources in the value chain if properly managed.
Increasingly companies are beginning to realize that clubbed into small groups, workers can be
far more productive than the sum of their individual initiatives.
And motivated are groups – exotically revolutionizing the work place today.
“At Philips India, workers are regarded as collaborators” says its CEO
“I would like to do away the distinction between workers and managers” says Vice President of
manufacturing.
Modi Xerox was one of the first corporate to kick start the Group movement, setting up a six
continuous quality improvement groups. That number had gone up to 28 now.
Cadbury India set up small groups in its factories to enhance worker-involvement and ownership.
Today nearly all the bottlenecks that choke cost reductions or efficiency improvements are
tackled by six to eight member interdepartmental groups.
Impressed by a visit to the production facilities of Japanese manufacturing giant Toshiba and
Hitachi, Videocon International has instituted radical changes in its shop floor. Groups were
formed which compete with each other in attaining targets.
The most common and closest ancestors of the teams in the factory are Quality Circles.
Otis hired group consultants to talk to employees. It sponsored leadership courses and facilitator
courses as well as group relations programs to ensure that it was adequately prepared for form
teams.
Groups play a vital role in formulating strategies.
Togetherness enhances application in manufacturing systems.
The doctrine of groups is sweeping away the mindless routine of shop floors in corporate across
the country.
“By bringing together workers, supervisors and managers from different disciplines and
organizing them as small group, corporate India is radically tinkering with its manufacturing
process”-A Business Advisor..
As a result factories are turning into group-based entities. And these groups are creating
revolution on the show floor:
Cutting costs
Improving quality
Boosting productivity
Catalyzing innovations
Bettering worker-manager relations
Spurring this metamorphosis is competition, since firms are being forced to redefine the rules as
they whip up performance and shave costs.
No longer is manufacturing best done by breaking a process down to its smallest repeatable
component, as the industrial revolution lay down.
Successive technological revolutions since then have transformed production processes in almost
every industry, smoke stack or green.
, Not are workers best employed as cogs in the giant manufacturing gear shift anymore; educated
and skilled, they can be vital resources in the value chain if properly managed.
Increasingly companies are beginning to realize that clubbed into small groups, workers can be
far more productive than the sum of their individual initiatives.
And motivated are groups – exotically revolutionizing the work place today.
“At Philips India, workers are regarded as collaborators” says its CEO
“I would like to do away the distinction between workers and managers” says Vice President of
manufacturing.
Modi Xerox was one of the first corporate to kick start the Group movement, setting up a six
continuous quality improvement groups. That number had gone up to 28 now.
Cadbury India set up small groups in its factories to enhance worker-involvement and ownership.
Today nearly all the bottlenecks that choke cost reductions or efficiency improvements are
tackled by six to eight member interdepartmental groups.
Impressed by a visit to the production facilities of Japanese manufacturing giant Toshiba and
Hitachi, Videocon International has instituted radical changes in its shop floor. Groups were
formed which compete with each other in attaining targets.
The most common and closest ancestors of the teams in the factory are Quality Circles.
Otis hired group consultants to talk to employees. It sponsored leadership courses and facilitator
courses as well as group relations programs to ensure that it was adequately prepared for form
teams.
