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The Practical Realities Of Motivating And Developing Your Local Workforce In Central & Eastern Europe: Tackling T

The Practical Realities Of Motivating And Developing Your Local Workforce In Central & Eastern Europe: Tackling The Cultural And Social Challenges. Jan Vlasak March 16 , 200 5 AUTOEUROPE 2005, Stuttgart, Germany. Introductions. Name : Jan Vlasak

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The Practical Realities Of Motivating And Developing Your Local Workforce In Central & Eastern Europe: Tackling T

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  1. The Practical Realities Of Motivating And Developing Your Local Workforce In Central & Eastern Europe: Tackling The Cultural And Social Challenges Jan Vlasak March16, 2005AUTOEUROPE 2005, Stuttgart, Germany

  2. Introductions • Name: Jan Vlasak • Job Title: Managing Director and Site Manager • Arvin Exhaust s.r.o. = Joint Venture of ArvinMeritor Inc. (66%) and Karsit s.r.o. (34%) • www.arvinmeritor.com, www.karsit.cz,

  3. DAY 2 – 16 th March 2005, 16:15 – 16:45 Introduction Young Organization Market Overview - Business Environment Key Success Factors Employees as a key factor Employment Strategy Advantage and disadvantage of the local skill base Case Studies SDP and HR Metrics – as a tool to motivate and retain high quality staff OEE – as a tool for direct labour Local Culture versus Global Company Standards Agenda

  4. Young Organization

  5. SKODA Fabia, Octavia, Superb 450 000 cars/year Mlada Boleslav HYUNDAI/KIA (2006) 200 000 cars/year 65 km Kolín 360 km TPCA (2005) 300 000 cars/year Žilina - Teplička nad Váhom 360 km 340 km Trnava PSA (2006) 300 000 cars/year VW Slovakia Polo, Ibiza, Tuareg, Cayen 280 000 cars/year OEM´s Chart Czecho – Slovakia

  6. Overcapacity feeds battle for global share Truck/SUV segmentunder siege Big 3 continue to lose share Margins declining/Price pressure Increase in new model launches Pushing more responsibility and cost into the supply chain Market Overview Excess Capacity Capacity Demand Industry in Turbulence

  7. Labour Costs per hour in EU in 2003

  8. Key Success Factors • Recognize the majority of our components are commodities today • Invest in technology and innovation – Jewels in the System • Reduce our dependency on traditional customers • Become system integrators with “real value added” • Achieve cost structures needed to compete with emerging countries – Clear understanding and focus on cost • Operational excellence through continuous improvement a must • Refine roles, streamline decision making, drive “Profitability Ownership” to all cost centers / plants.

  9. Employment strategy • All our employees has got unique personality – so we have to take the advantage from this individuality • We are a human, we have got needs, wishes, good and bad behaviour, etc. – so, we have to: listen and hear, watch and see, speak and understand,….. • Take care of national habits and differences but establish the worlwide corporate culture and standards • Support employees positive working activities, training and education, team spirit • Diversity

  10. ArvinMeritor CAPABILITIES AND COMPETENCES IN THE CZECH REPUBLIC Our people are educated in : • Integrated Management SystemTS 16949, • ISO 14001 - EMS, ISO 18001 - OHSAS • (FMEA, statistical methods, and so on) • Continuous Improvement • Lean Management • KAIZEN • 5 S • Internal Program of ArvinMeritor - WSP, • 20 keys of Excellence, AMPS,………..

  11. Diversity versus Productivity and Performance • Diversity • Male, Female • Age • Religion, etc. • Productivity • Employee at the age of 50 physically can not do the same as he is 20 years old, the same is for learning new systems and technologies • Loyal, want to be helpful, work exactly in according of instruction, is experienced

  12. Staff Motivation • Salary (in according of goals and objectives result) • Benefits • Self fulfillment • Competence and responsibility • Employer interest and behaviour • Training and education

  13. Direct Labour Motivation • Payroll • Current situation - Fixed part (75%), Variable (25%) • Near future - Fixed part (50%), Variable (50%) • Employer interest and behaviour • Benefit • Training and education • Self fulfillment • Competence and responsibility

  14. Evaluation, Measurement • Average salary per some period • Goals and objectives review • Overall Equipment Efficiency, Labour Efficiency • PPM • SDP • HR Metrics • Customer, Owner and Emloyees satisfaction • Etc.

  15. Succession Development Plan

  16. HR Metrics

  17. OEE

  18. The END Thank you for your attention

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