The Only Capability That Matters: The Willingness And Ability To Learn | Becky Morgan | Industry Week

“Research shows that over a million manufacturing jobs sit unfilled right now. That number is expected to increase to over 3 million by the end of this decade. A skills shortage is to blame, say most. ‘We need CNC operators, robot operators, and mechatronics skills’ say all too many manufacturing companies. […] How does a manufacturing company leader solve that problem? By emphasizing the only capability that truly matters: The willingness and ability to learn.”

Sourced through Industry Week

Michel Baudin‘s comments: As usual, I tend to agree with Becky Morgan. In the article’s featured image, I also noticed the learner’s gray hair and his obvious willingness to take instruction from a younger man. It reinforces Becky’s points. When you desperately need a CNC programmer, you are tempted to seek someone with just this skill to fill just this pigeonhole. What Becky says is that, not only are you unlikely to find this rare pearl but, even if you did, it wouldn’t serve you well because the skill in question would be obsolete in 5 years. Instead, she argues, you should recruit team members to learn and grow with the company.

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Lean Human Resources Seminar In The Philippines

“…the first ever management seminar on how to eliminate wasteful activities in the HR function…”

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Michel Baudin‘s comments:

As Mike Hoseus put it at the Lean HR summit in Florida last May:

“The important question is not ‘what is Lean’s role in HR’ but ‘what is HR’s role in Lean.’ HR’s role in a Lean Transformation is critical and essential.  For a Lean Transformation to be successful and go beyond implementing tools, an organization must address Purpose, Process, People and Problem Solving.  HR’s role is critical in all 4, but especially Purpose, People and Problem Solving.”

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Human Resources at Toyota

With Respect for Humanity, bowdlerized as “Respect for People,” made into a pillar of The Toyota Way, you might expect Toyota’s Human Resources (HR) policies to be studied, scrutinized, discusses extensively in the Lean literature, and argued over in numerous forums. But it’s not the case.

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Internal Threat to TPS due to new Hiring Practices | Christoph Roser

See on Scoop.itlean manufacturing

“Toyota with its Toyota Production System is the archetype of lean manufacturing, which also makes it to one of the most successful companies on earth. This success is due to outstanding management at Toyota; however, recent changes in hiring practices threaten the Toyota Production System at its core.”

Michel Baudin‘s comments:

Now a professor at Karlsruhe University, Christoph Roser is an alumnus of Toyota Research in Japan, so he has first-hand knowledge of the topic.

Toyota’s response to the Aisin Seiki fire of 1997 is certainly a shining example of its supply chain management practices at work, but its relevance to employee hiring practices is not clear to me.

Also, one should not confuse dominating a meeting with getting decisions to go your way, and learning to say “No” rather than “It would be a little difficult” is just being culturally sensitive.

Having this ability carries no implication on a person’s character.  Being articulate and assertive does not mean being selfish. Being selfish means only looking after yourself. Making sure that what you mean comes across clearly to the other side in a negotiation is perfectly compatible with seeking win-win solutions.

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Team building at work

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“According to a recent survey of over 1,000 U.S. office workers conducted by Wakefield Research Study (and commissioned by software company Citrix), three out of every four workers (74%) dislike participating in at least one of their company get-togethers.”

I have long thought of these “fun” activities as inappropriate and counterproductive. Inappropriate because they are an invasion of privacy. Leisure activities are supposed to happen with friends and family outside of work, not with co-workers and bosses at work. Being playmates  is not what employees  signed up for when they joined. It is counterproductive because it shows disrespect for the work. You build teams by having people work in teams on projects, not by playing silly games.

According to the survey, “team-building” actually is second to costume contests for unpopularity:

“[…] anything that smacks of “team-building” similarly gets the thumbs-down from employees, with 31% saying they dislike these activities.”

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