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New Work Organisation ETUC Conference “Challenging Times” 17th November 2005 Presented by Larry Lynam SIPTU Shop Steward - PowerPoint PPT Presentation


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New Work Organisation ETUC Conference “Challenging Times” 17th November 2005 Presented by Larry Lynam SIPTU Shop Steward. Tegral Metal Forming is a supplier of metal components and Systems for roofing, cladding and flooring . Insulated Roofing & cladding. Composite Flooring. Flat Roof

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New Work Organisation

ETUC Conference “Challenging Times”

17th November 2005

Presented by Larry Lynam

SIPTU Shop Steward


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Tegral Metal Forming is a supplier of metal components and Systems for roofing, cladding and flooring.

Insulated Roofing

& cladding

Composite Flooring

Flat Roof

Decking

Single Skin

Purlins


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Company Background Systems for roofing, cladding and flooring

  • Manufacturer supplying profiled steel sheeting and accessories to the Construction Industry

  • Established as a subsidiary of the Tegral Group in 1977

  • Wholly owned subsidiary of the ETEX Group (Privately held Belgian Multinational)

  • 80 employees: 50 in manufacturing and 30 in management, sales and administration

  • Union membership: SIPTU(68) and TEEU(2)


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Background to Partnership Systems for roofing, cladding and flooring

  • History of good but adversarial relations

  • Overtime compensation agreement for new technology prompted search for alternative forms of development

  • Agreed to participate in New Work Organisation Programme (NWO)

  • Diagnostic carried out by consultant from the Irish Productivity Centre in late 1997

  • Formed a steering Group with diagnostic acting as terms of reference


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Historical Approach Systems for roofing, cladding and flooring

Management

  • Management

  • Decision Makers

  • Control

  • Strategy

  • Problem Solvers

  • Organisers

  • Union

  • Hands & feet

  • Protectors

  • Vulnerable

  • Low skilled

  • Negotiators

Joint Decisions

Consensus

Union

Adversarial Approach

Negotiated Settlements

Compromise

Industrial Relations

  • NWO Approach


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Goal of Partnership Systems for roofing, cladding and flooring

  • Higher Skilled Employees

  • Better Educated Employees

  • Higher Paid Employees

  • Higher Participation

    Goal

  • Better than the competition

    • Able to develop new products and processes

    • Able to adapt to market changes more rapidly

    • Increase profitability and secure long term viability


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Admin. Systems for roofing, cladding and flooring

Sales

Engineering & Maintenance

Team

Sales & MarketingTeam

Marketing

Manuf’ing

Team

Incoming Goods Team

Customer ServiceTeam

Logistics Team

Materials, Accounts& C.C. Team

Specification

Technical Support

Technical & NPD

New Product Development

Work Organisation

Systems Development & Support

MD


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Partnership Structure Systems for roofing, cladding and flooring

I.R.

T.M.F

Management

Trade

Unions

Partnership Forum

Diagnostic

Steering

Group

T.T.

T.T.

T.T.

T.T.


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SIPTU - Clerical Systems for roofing, cladding and flooring

SIPTU - General

TEEU

Unions

Management

Non-Union

Partnership

Co-ordinator

Partnership Council

Facilitators (3)

Steering Group

Permanent Teams (13)

Task Teams (4)

Other Teams

Recruitment & Personal Development

Manufacturing (4)

Systems

Logisitcs (2)

Safety First

Scrum

Customer Service (1)

Scrap

Sales (1)

Monitoring Team

Technical (1)

Operations (2)

H&S Committee (1)

SDS Committee (1)

Work Organisation


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Elements of Change Systems for roofing, cladding and flooring

  • Extensive use of external facilitation

    • Partnership - ICTU, SIPTU, IPC

    • Facilitation

    • Team Working

    • Mentoring

  • Introduction of Team Working, Team Leaders and KPI’s

  • Significantly increased spending on training

    • 1999 < 1% Payroll ; 2004 > 5% of Payroll

  • Cross-skilling and up-skilling of employees


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    Elements of Change Systems for roofing, cladding and flooring

    • Introduction of new reward systems

      • Skill based pay

      • Gain sharing

      • Profit sharing

      • Annual time contracts

      • Flexi-time

      • Part-time Working

  • Introduction of structured appraisal system

  • No redundancy, no loss of guaranteed earnings


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    Key Learning Points Systems for roofing, cladding and flooring

    • A new way to do business

    • How to build a framework to let everyone have a say

    • Need to learn to trust the process

    • Partnership needs to be seen as permanent rather than “temporary little arrangement”

    • Need for leadership at the highest level in the Union as well as Management

      • ICTU, SIPTU Central & Regional, TEEU


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    Key Learning Points Systems for roofing, cladding and flooring

    • Change must be based on clearly defined, measurable objectives

      • Improved Business Performance

  • Major culture change, very slow process (not suitable in crisis situation)

    • Started in 1997

  • Need a Champion from both Partners

  • Apathy is the biggest enemy

    • passive participation


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    Key Learning Points Systems for roofing, cladding and flooring

    • Importance of ensuring reward systems are complimentary

      • Skill Based Pay was very effective

      • Difficulties with Gainshare System - 3 revisions

  • Difficulty in moving on from “Pioneer” phase (danger of losing touch)

  • Underestimated desire for stability

  • Desire to have more say v’s tendency to choose easy option


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    Key Learning Points Systems for roofing, cladding and flooring

    • Need for Clarification of Roles

      • Management Lead

      • Team Leader Facilitate

      • Team Member Participate

  • System is as important as Structure

  • Importance of recognising skill gaps


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    Impact of Change Systems for roofing, cladding and flooring

    • Improved Safety performance

      • 1999 - 16 accidents, 230 days lost

      • 2004 - 4 accidents, 45 days lost

  • Cost Neutral

    • Increased Basic Earnings

    • Static Volumes

    • Maintained Strong Profitability

  • Increased Productivity & Flexibility

    • Inclusive Capital Investment

    • Increased output, reduced employee numbers

    • Focus on New Product/Business Development


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    Impact of Change Systems for roofing, cladding and flooring

    • Reduced Customer Complaints

      • Initially negative due to up-skilling

      • 55% reduction

  • Improved Customer Service

    • Reduced Lead Times

    • 96% on-time delivery

  • Introduced new ERP System

  • Achieved “Excellence through People” Award


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    Next Step Systems for roofing, cladding and flooring

    • Widen ownership of process

    • Move focus away from people issues to task issues

    • Become more self-sufficient, reduce dependency of external facilitation

    • Realise more consistent performance from all teams


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    Next Step Systems for roofing, cladding and flooring

    • Develop an ingrained culture of continuous improvement and change

    • Continue to increase employee skills, education and qualifications

    • Back up Culture with integrated and practical operational systems


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