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Work organisation and innovation: Case study: Abbott, Ireland

Abbott, a global, broad-based healthcare company, employs almost 4,000 people in Ireland. The scope of this case study is the commercial operation located in Dublin Citywest Business Campus, which employs 158 people. The staff level in this organisation has remained stable during the past five years. In 2008 they started implementing a programme called Life Navigation which should allow employees to be more efficient and productive but at the same time to have a greater balance between work and private life. It is designed to have gains for both the individual employee and the company. The programme?s principles emphasise the importance of teaching employees how to have a flexible approach to work and also creating an organisational context of social acceptance for this flexibility.

Work organisation and innovation: Case study: Kellogg, Spain

Kellogg Spain, a subsidiary of the multinational with the same name, started activity over 30 years ago. This case study considers some HR practices that are global at Kellogg and common across many other countries, but it pays special attention to specific practices that the company has adopted in recent years in Spain. These practices are innovative and in some cases courageous, in terms of the effort required from the company to put them into place. In 2010 Kellogg used the opportunity of changing office to adopt a new approach to work organisation. This new approach, the so-called ?Kwork?, implies working in a flexible way, combining different locations (office, home, or ?on the move?).

Work organisation and innovation: Case study: Elica, Italy

The Italian company Elica has manufactured cooker hoods since the 1970s. Elica has instigated many work organisation innovations over the past five years. The Harvard Business Review collectively labels Elica?s developments as ?proposition innovation?. The innovation is a series of processes which generate suggestions for innovations from employees. Management develops a process for bottom-up ?propositions? which form the basis of change at the organisation. This case study presents four company-wide innovations. These are: Elica Life, World Class Manufacturing, Supplementary Agreement, and Matrix Structure. These innovations demonstrate the organisational processes that have been developed to incorporate participation.

Work organisation and innovation: Case study: The Productive Ward Programme, UK

The Productive Ward (PW) programme was designed by the NHS Institute for Innovation and Improvement, in partnership with nurse leaders and industry partners, in 2005. The programme was intended to increase the efficiency of NHS working practices, therefore creating more time for staff to devote to patient care. In more recent years, however, it has also been designated an important tool in helping the NHS confront ?the biggest challenge of its history? as recent cuts to public spending mean it must make GBP15?20 billion worth of efficiency savings by 2014.

Work organisation and innovation: Case study: Bombardier, Belgium

Bombardier Inc. is headquartered in Montr?al, Canada and is structured around two businesses: aerospace and transportation. It has 76 production and engineering sites in more than 60 countries, and employs 65,400 people. At Bombardier in Bruges, workplace innovation is undertaken in two main ways. The first dimension of workplace innovation aims at improving process efficiency and product quality. The second dimension of workplace innovation, which is more specific to the site in Bruges, is teamwork, which was promoted by dramatically redesigning the work organisation at the production site. Teamwork was implemented to shorten communication lines, to increase the sense of ownership at the shopfloor level, to avoid disturbances in the production flow, and to enhance the problem-solving capacity on the shopfloor.

Work organisation and innovation: Case study: Radiometer, Denmark

Radiometer is a multinational company that produces medico-technical products and services for hospitals. The company?s vision is to build a team and a reputation for Radiometer?s products and services that result in extraordinary loyalty from associates, customers and, not least, shareholders. The innovation described in this case study ? the introduction of the DBS/Lean strategy ? is critical to achieving these business goals. The Danaher Business System (DBS) is based on the principles and tools developed within the Lean system and philosophy. DBS tools are 80% Lean. The underpinning principles of the Lean system are to eliminate waste in all its aspects, including waste materials, time wasted, too much stock or inventory, wasted efforts, etc., and to produce up to an agreed quality and productivity level defined by the management at minimum cost. Minimum cost means maximising the use of limited resources (staff, time, space, materials, and money).

Work organisation and innovation: Case study: Care Home X, Finland

Care Home X is a long-term care unit with traditional elderly care wards but which also has psychiatric wards and a Swedish-speaking elderly care ward. In Finland arranging care for the elderly is the responsibility of the municipalities. The ward hosts/hostesses are in charge of various recreation activities. The goal of the group activities was to mobilise the seniors to use their hands. In 2010 activity records showed that the ward host?s work consisted of planning and organising the work, hosting clubs, working on the ward and helping seniors personally. The ward activity consisted of singing, doing crafts and spending time together.

Work organisation and innovation: Case study: FAVI, France

FAVI is an SME based in Hallencourt in the Picardy region of France. It is a pressure die-casting company specialising in copper alloys that currently employs 406 people. The company designs, optimises, smelts, machines and assembles copper alloy pieces. In the automotive subcontracting sector, which has been hard hit by delocalisation, FAVI is the undisputed leader in the gearbox market. Guided by the imperative of protecting local jobs and safeguarding the company?s future, the SME is convinced that the key to success is to ensure that it is organised, via mini-factories each dedicated to a particular client (PSA, Renault, Volvo, Audi, etc.). The company's motto is ?Par et pour le client? (?By and for the client?).

Work organisation and innovation: Case study: Rabobank, Netherlands

Rabobank Nederland (RN) is part of Rabobank Group, which provides financial services and insurance. It is the largest financial services provider in the Netherlands. The innovation described in this case study is an integral new concept of work called ?Rabo Unplugged?. The new work style unites the organisation?s customer focus with the employees? entrepreneurship. It enables the organisation to better respond to all needs of customers, while at the same time giving more freedom and responsibility to the employees to prevent them ?becoming robots?, as one employee interviewed for this case study put it.

Work organisation and innovation: Case study: LHT, Germany

Lufthansa Technik AG (LHT) provides aircraft-related technical services to a worldwide customer base comprising airlines, aircraft leasing companies, maintenance organisations, and operators of business and VIP aircrafts. In the past 10 years, one major innovation in the field of work organisation at LHT has been the creation and implementation of a Lean Production System affecting all areas of the company. This involved not only starting a series of Lean projects but also investments in workforce qualification and equipment including the creation of a Lean department, a training academy and the continuous education of ?Lean specialists? from within the existing LHT workforce. The motivation behind this innovation was to increase efficiency and to reduce costs by minimising the wastage of time and resources and by optimising existing work processes and investments in people management.

Work organisation and innovation: Case study: ROFF, Portugal

Founded in 1996, ROFF is a Portuguese firm dedicated to the implementation of SAP solutions. Since its early days, the company has grown significantly and currently employs just over 500 people. The nature of their activity, developing and implementing IT solutions for different clients, is based purely on people delivering services to clients. Therefore, their business can only be successful if based on committed and satisfied employees. The company founders are well aware of this and have developed a company culture and a working environment that promotes patterns of high individual engagement.

Work organisation and innovation: Case study: Volkswagen Pozna?, Poland

The core idea of the ?Demographic challenges at VWP? project at Volkswagen Pozna? is to maintain a healthy and motivated staff despite the demographic changes taking place in society and the increasing average age of employees. The project motto is ?Tomorrow is now?. An innovative approach to staff management in the past few years led to the implementation of numerous projects and activities aimed at the employees. The innovation of ?Demographic challenges at VWP? consolidates the activities scattered throughout the company and adds an additional dimension by taking into consideration the age and health of the employees.

Work organisation and innovation: Case study: Company X, Slovenia

Company X is one of the largest and most successful commercial grocery retailing chains in south-eastern Europe (Euromonitor, 2011). It was established over 60 years ago in Ljubljana, Slovenia. A study by Fortune magazine (2011) shows that world?s top retailers are making employees? health and happiness a priority. With its recent innovations - certification as a ?Family-Friendly Company? and the Health Promotion project discussed in this case study - Company X is trying to follow this trend. Company X?s HR strategy is developed at corporate level but it is adapted according to local needs and is revised every four years.

Source: http://iwsdocumentednewsdaily.blogspot.com/2013/03/iws-dublin-foundation-work-organisation.html

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