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KEY 14:  Empowering Employees
We implement identified potentials for improvement as far as possible by ourselves, in order for these to become able to take effect preferably on the short term.
The situation
In the course of time, every employee develops an intuition for those places in his/her area where processes may be improved, where production steps may be shortened, and where working time may be used reasonably. Often, however, it is difficult to specify possible solutions in such way that other persons may and want to implement these on our behalf.
The solution
We introduce improvement ideas, discuss these with all related employees, implement these, and then benchmark their effectiveness. Here, not always the first attempt will bring the desired success, but both by trial and error and willingness to try something new, often, we have a yield of amendments which then may be successfully implemented.
 
In order for us to become able to implement our ideas by ourselves, the related necessary preconditions exist in the company (e.g. Kaizen improvement corners).
The benefit
We can put into practice those ideas which we implement by ourselves, in a quicker and more effective way.
The independent implementation of ideas is both motivation and incentive, in order to search for other optimisations, and thus improve - step by step - the own working environment.
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Bild: © Karin Schmidt / Pixelio
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Picture: © Karin Schmidt / Pixelio
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