Germany Archives - Page 56 of 59

How the work is done

Germans are results-driven. The strength of their economy underscores this. For Germans work results and work processes are synonymous, inseparable, integrally linked with each other. Germans focus on the details of how the work is done.

Processes are, therefore, results. They are how the work is done. If something does not function properly, if a product has an imperfection, the Germans analyze rigorously how the work was completed.

All problems, product deficits, signs of diminished quality are from the German perspective a failure in work processes. If something new has been developed, Germans not look first at its benefits for the user, but how it is made. How something is done, processes, craftsmanship, approach is always the focus of Germans.

Processes and Communication

In the American business context the communication within and during a process is very important. In fact, the forward movement of a process is dependent on communication. Parties involved in the process must remove roadblocks, anticipate slow-downs. The process may not come to a halt.

Constant communication is the prerequisite for quick response time. Constant communication also secures a common understanding of the process’ goals. It motivates. Feedback within the process is given on a regular basis.

Not to be underestimated is also the value of communicating interim results upwards, to those on the next level of management who exert influence on the process in general, and who might also be the recipient of its ultimate results.

Haimer in Germany

CNC Machine Shop Tour. Titan Gilroy takes you on a VIP Tour through the Haimer manufacturing plant in Germany. Epic innovation. 170 CNC Machines and a workforce that is highly skilled.

YouTube comments:

“We need more Titan videos. As a German I should add that we also need to bring manufacturing back. Our industry has been very keen on outsourcing production to other EU and non-EU countries. It starts with the identity and our core competences. Time to get that back, especially in the minds of the general public.”

“Glad to see a CEO who knows what he’s talking about and leading from the front….from tools to machining processes to tolerances etc….German engineering at its best….would love to walk through that shop.”

“Absolutely incredible, as a CNC instructor it’s been extremely difficult to get full classes going. Granted our program is 12 weeks and not 3.5 years but its fully funded. I feel like they pulled the trades out of schools and pushed college onto high schoolers when the trades are a more realistic approach for many teenagers. Honestly I wish I had known sooner how satisfying a career in machining could be now I’m trying to inspire a new generation who has no idea that there’s a career path for them that doesn’t involve 4 years of college.”

Pet Rocks

In 1975, Gary Dahl, a freelance copywriter, bought several smooth Mexican beach stones and began selling them in the United States as “pet rocks.” But what was initially meant as a joke soon became what Newsweek called “one of the most ridiculously successful marketing schemes ever.”

Within a few months, Dahl had sold over 1.5 million rocks. He was a guest on The Tonight Show, and at one point Gary was selling approximately 6,000 rocks per day.

The reason for his success was largely due to marketing: every pet rock came in a carrying case (with air holes), nestled on a bed of straw. Additionally, the purchase of a pet rock also bought its new owner a manual on the care, feeding, and house training of their new pet. Other factors, especially processes, were of very little importance in driving this pet trend.

Bureaucracy

1. Non-elected government officials. Administrative policy-making group. 2. Specialization of functions, adherence to fixed rules, hierarchy of authority. 3.A system of administration marked by officialism, red-tape and proliferation. From French bureaucratie: bureau desk and –cratie a kind of government. (MerriamWebster)

Rules

Gesetz. Law, passed by the government; legally binding directive; an inherent way of doing something, an order of things; an unchangeable set of relations in nature.

Verordnung. A directive set by a governmental body.

Anweisung. A command, order; a written document communicating what is to be done.

Richtlinie. A guideline; an indication, recommendation, suggestion of how one should behave, handle a certain situation.

Regel. Rule. Latin regula, a standard, a set of measures; an agreement about behaviour, for how to do something; how in general something is done.

Leitplanke. Literally a guard rail along a road or highway; a guideline.

Max Weber

For the German thinker Max Weber bureaucracy was positive, modern, effective, efficient, just.

German processes, and the way in which German colleagues live them, can come across to non-German colleagues as bureaucratic.

But what if German processes possess the qualities that Weber described in bureaucracy?

Tesla Giga Factory Berlin

Elon Musk wanted the factory in Germany. Why? Great automobile culture. Largest economy in Europe. Central geographic location. And, perhaps most importantly, great engineers. It makes you wonder what Henry Ford would have thought of this.

YouTube comments:

“This might just be the coolest car related video ever made. I can just imagine the person in the production meeting that suggested this and you just know when Elon heard about it he was like ‘Yep that’s sick’.”

“Tesla makes the best car commercials without making car commercials.”

“One of the best process walkthroughs I have ever seen. Amazing footage. Amazing piloting. Amazing process. Well done!”

“I’m a Tesla employee in Berlin and I was there on our ceremonial day. I can say that I saw with my bare eyes the guy who is controlling the drone. He has some amazing skills, so this video is made by him and its not fake. Cheers!”

Herrenknecht. Trumpf.

2012. USA. The PBS Newshour. During the European debt crisis. About two great German Mittelstand companies, small- to medium-sized companies.

https://youtu.be/Uad1Ma5DSMA

German artisans

Germans believe that processes — how the work is done — are the key to success. Americans, however, favor relationships, or how to gain and retain customers.

By tradition, Germany is more a culture of artisans (Handwerkerkultur) than of traders (Händlerkultur). The Germans have always made things. And they believe that process — how the work is done — is the key to success. Good processes lead to good products, bad processes to bad ones.

One well-known German manager, Klaus-Hardy Mühdeck, the CIO of ThyssenKrupp, is even nicknamed the Prozesspapst, the Process Pope, and has changed his title to Chief Process Officer. Because processes govern the internal workings of a company, whoever has the say over process has the say over how the work is done, and thus over the company. As the Germans see it process is power. And Germans want the power. Who doesn’t?