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Sheer driving pleasure
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg
EFQM-FORUM
23rd October 2013
Sustainable LeadershipDr. Andreas Wendt
BMW Plant Regensburg.EFQM FORUM 2013.
BMW Plant RegensburgTR23.10.2013
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We inspire our customers –in series.
We are the most flexible plant in the productionnetwork with outstanding launch expertise and
maximum cost efficiency.
EFQM
BMW Plant Regensburg.Target scenario Plant Regensburg.
BMW Plant RegensburgTR23.10.2013
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We inspire our customers –in series.
We are the most flexible plant in the productionnetwork with outstanding launch expertise and
maximum cost efficiency.
EFQM
BMW Plant Regensburg.Target scenario Plant Regensburg.
Sustainable leadership, BMW work organization
Sustainable leadership, BMW work organization
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Our Vision – and what it means.
We achieve our goals through the following initiatives:
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Core elements of the BMW Group strategy.
BMW Group Strategy Number One
Our Basic Principles
Management House
Respect, Trust,
Fairness
Associates
Leading byexample
Sustainability
Society
Independence
Customer Orientation
Peak Performance
Responsibility
Effectiveness
Adaptability
Dissent/Frankness
BMW Plant RegensburgTR23.10.2013
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1. We have common responsibilities for- the achievement of our targets- the long-term competitiveness- the future orientation- our employeesat our site.
2. We are different personalities with different functions and roles.
3. We are open, honest and have trust in each other.
4. For fundamental topics we take our time to struggle for mutual solutions and implement them consistently afterwards.
5. We act consistently and with one voice.
BMW Plant Regensburg.Our understanding of leadership.
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Dialogue of executives and employees.
It can only work together with the people.
We lead with appreciation, courage and passion.
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BMW Plant Regensburg.Sustainable Leadership – Leadership Web at PlantRegensburg.
4. Assess, challenge and support people
6. Take a stand
7. Be aware of your own role
8. Reflect upon your own attitude and actions
11. Be competent
5. Show appreciation
10. Cooperate organization-wide
9. Be an innovator of development and ideas
Leading people
Leading yourself
Managingbusiness
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Scaling:1 urgent need for improvement 2 strong need for improvement3 medium need for improvement4 ower need for improvement5 No need to improve
3. Set an example
2. Create trust
1. Give meaning
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Sustainable Leadership – Leadership Web at PlantRegensburg.
2. Create trust- be honest and open- be predictable and reliable for employees- coordinate your words with your actions- provide freedom of action- encourage and support employees
3. Set an example- stick to the rules- demand of yourself at least as much as
you do of others- both within and outside the company
4. Assess, challenge and support people- identify employees’ strengths and weaknesses- initiate a change in behavior of individuals and
teams- apply the individual’s strengths for the benefit of
the team
6. Take a stand- express expectations clearly- give both positive and negative feedbac- advance your views courageously- take clear decisions and stick to them- consistently implement resolutions and
agreements
7. Be aware of your own role- show strength- be accessible for the people and issues on site- allow close personal contact while maintaining
the necessary distance- be willing to lead with joy and conviction- accept responsibility for the people
8. Reflect upon your own attitude and actions- request and accept feedback- balance self-perception and perceptions of others- admit and correct mistakes
11. Be competent- acquire necessary skills and knowledge- be able to express expert opinions- demonstrate the ability to judge things- show a strong willingness to learn- think and act in the best interest of the
entire company
5. Show appreciation- provide respect and fairness
also in difficult situations- take your time and listen to the
employee
1. Give meaning- explain not only the „what“, but also
the „how“ and „why“ of things- Convey employees a sense of their
contribution to the overall success
10. Cooperate organization-wide- put the process first, not your area- represent the understanding of excellence in
the process chain- create and accept best practices
9. Be an innovator of development and ideas- develop visions and convey them enthusiastically- set targets and take responsibility for them- be courageous and show it- assess risks and act accordingly
Leading people
Leading yourself
Managingbusiness
Scaling:1 urgent need for improvement 2 strong need for improvement3 medium need for improvement4 ower need for improvement5 No need to improve
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BMW Plant Regensburg.Sustainable Leadership – Leadership Web at PlantRegensburg.
Leading people
Leading yourself
Managingbusiness
External image TR-Kreis 2010External image TR-Kreis 2011External image TR-Kreis 2012Self image TR-Kreis 2012
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Scaling:1 urgent need for improvement 2 strong need for improvement3 medium need for improvement4 ower need for improvement5 No need to improve
2. Create trust
3. Set an example
4. Assess, challenge and support people
6. Take a stand
7. Be aware of your own role
8. Reflect upon your own attitude and actions
11. Be competent
5. Show appreciation1. Give meaning
10. Cooperate organization-wide
9. Be an innovator of development and ideas
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Excellence in strategy and execution.
Targets
Business plan
Sustainable business Excellence
Target scenario
Consistent, sustainable
implementation and continuous
improvement
Principles and
methods
Targets
Strategic excellence Process excellence
Workshops
Leadership
Benchmark
Assessments, Audits
Target management process
Leadership and basic principles
Strategic target fields
Enablers, initiatives
Closed loop, PDCA
Reviews
Methods and tools
Standards and continuous improvement
BMW Plant RegensburgTR23.10.2013
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Exemptexecutives
Staff in support areas
Staff in production
Non-exempt executives/ Foremen
Dialogue-based formats
BMW Plant Regensburg.In-house communication formats.
MFK
TR
InfoscreensIntranet ticker
TR-X headlinesPlant newspaper/BMW Group Newspaper
Topic-specific reasoning guidelines Briefings (letters / emails)
First-handinformation
Works meetingTraining days
FK-InfoTR in DialogueTR Circle in DialogueTR-x-FK Forum
Editorial formats
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Dialogue-based events on current topics, with members of the TR Circle and executives of all hierarchical levels.
BMW Plant Regensburg.Dialogue-based events at Plant Regensburg.
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Sustainable Leadership – through all levels .
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.BMW work organization.
BMW Plant RegensburgTR23.10.2013
Page 16Thank you very much for your attention!
WE BUILD EVERY DAY THE BEST CARS IN THE WORLD.
PREMIUM QUALITY IS OUR BENCHMARK.
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Backup.
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.The BMW Group’s House of Management.
The House of Management describes what we expect of our exempt executives (‘what’ and ‘how’).
BMW Plant RegensburgTR23.10.2013
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BMW Plant Regensburg.Strategy room.
“A room with a different atmosphere than our regular meeting rooms, where people can get together to talk in depth about things and be creative.”