Norman uses Toyota and Technicolor as a model- the average value of an employee idea is only about $200, yet collectively, Toyota attributes $300m per year in savings from these small ideas. Technicolor saves about $10m per year from a plant with 1,800 employees by using Quick & Easy.

But with Ford’s new “web-based system”, how will their executives react when employees submit an idea that’s worth very little? Will Bill Ford praise and encourage the idea sent to him for relocating the trash bin to incrementally reduce motion? My concern is that they may dismiss it as not significant, thereby unintentinally discouraging future ideas.

Again, this should be a process to create problem solvers, engage employees and improve labor relations…not to just cull out the few blockbuster ideas. We’re trying to change behavior, not just look for ROI.

See http://www.leanlibrary.com/BodekInterview.html

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Unless, maybe, that suggestion is “quite building boring lame cars like the 500.”

That one’s a little tougher for average Joe worker to implement. :-)

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“Bill Ford on Monday announced a new Web-based system that allows employees to submit ideas directly to his senior management team. ‘Sometimes our bureaucracy can be ponderous and not always receptive to a different approach,’ Bill Ford said.

“More than just a clearer conduit for communicating ideas to the top, the new Web site forces employees to think their ideas through before submitting them. It asks employees to classify their ideas as technical innovations, business improvements, operational efficiencies, competitive advantages or ways to improve relations between the company and its workers, suppliers or customers. The Web site also asks employees to rate the potential impact of their ideas. Are they on par with the sort of innovations that made Ford great? Will they change the lives of consumers? Will they open new markets? Will they lead to industry-firsts or improve Ford’s competitive position? Ultimately, employees reach a screen that lets them type in an outline of their proposal or submit a previously prepared document.”

Now how long do you think Ford executives will have the patience and time read, evaluate, approve, and implement all of these employee ideas flowing from their “new Web-based system? Isn’t this just another bureaucratic process?

Bodek’s Quick & Easy process doesn’t require executives’ approval. The employee has a good idea for his/her own job, writes it up on a brief form, shares it with their team, and then implements it. Quick, easy, no bureaucracy.

Another irony: Norman has attempted for years to bend Ford’s ear about how to engage employees. No response.

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I recall when Norman and I were meeting with a client who had a “suggesstion system” with a rule that only ideas worth $2,000 or more would be considered. After listening to Norman’s message of the importance of encouraging all ideas, the plant manager asked why should they bother encouraging small ideas with no significant “ROI”.

Norman thought for a second, and said, “You’re not just trying to solve problems, you’re creating problem solvers.”

That was an “ah ha” point for all of us.

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