Abstract
The research presented in this article shows the experience of implementing new Managerial tools in context of management and employees’ development which is carried out in the large vehicle manufacturing company GM Uzbekistan. The paper describes the details of some new management techniques implementation and evaluated the results of implementation. Analysis of the results of innovation activity, questionnaire survey and special interview reveals of main influenced factors. Result of the research illustrates the importance of in-company culture and managerial style, empowerment and involvement of personnel, top management support and managerial stress, education and training programs. The management of the JVC General Motors Uzbekistan has actively tried to induce new managerial tools and techniques as Continuous Improvement activity through Employee’s Suggestion System, Quality circle, 5S, TPM and others and MBO — Management by Objectives as tools for activation personnel potential and establishing self-managed teams within company employees. Within the framework of the visions of the Continuous Improvement a common understanding has developed, and the future direction of development has been negotiated. The history of Continuous Improvement in General Motors Uzbekistan demonstrates that success of new managerial techniques is not easy. The focus on the real problem areas, as quality, was, however, not a failure even though the targets were not met. The new managerial technology of human factor activating was later successfully utilized in the introduction of the focused Improvement team. The conclusion drawn from this is that management of company should, if possible, focus on collectivism aimed for real, vitally important areas and creative leaders.
Highlights
Globalization processes, i.e. increasing flow of goods and technologies puts pressure on companies to improve their efficiency in a continuous way [1, 8, 9]
Continuous improvement often defined as a process of sustained incremental problem solving and company-wide innovative activity based on mass involvement, i.e. participation of main part of the workforce
Many companies learnt that successful implementation of the Continuous Improvement tools as Employees Suggestion System (ESS), Quality Circle (QC) activity, Total Productive Maintenance (TPM) increased of productivity and efficiency, let to save lot of money, and improved of quality
Summary
Globalization processes, i.e. increasing flow of goods and technologies puts pressure on companies to improve their efficiency in a continuous way [1, 8, 9]. Main part of effective company are modern management, there has been increasing awareness and implementation new Managerial tools and techniques in context of Continuous improvement (CI) or Kaizen in management of any companies. Many companies learnt that successful implementation of the Continuous Improvement tools as Employees Suggestion System (ESS), Quality Circle (QC) activity, Total Productive Maintenance (TPM) increased of productivity and efficiency, let to save lot of money, and improved of quality. Today productivity of Uzbek workers is considerably low by international standards, triggering the need to enable and motivate Uzbek workers to actively participate in development of production and increasing its effectiveness. In this regard, Powell (1999) states that implementation. It would be interesting to learn how this company aligns Quality of management to Human resources development through Continuous Improvement as the part of development strategy
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