MANUFACTURING MANAGEMENT GLOBAL STUDY 2008

1

1. INTRODUCTION

2. EXAMPLES

3. PRELIMINARY RESULTS

4. QUOTES

OVERVIEW

2

THE PROJECT

• A joint London School of Economics, Stanford University and Cambridge University project at the Centre for Economic Performance researching management practices in 15 countries.

• The aim of the project is to document management and organisational differences around the world.

• Collected in depth interviews on management practices with >5000 companies randomly chosen from a sample of manufacturing firms.

• All data is confidential. No companies or people are ever mentioned. No financial figures discussed – only management practices.

• This research is endorsed by twenty five Central Banks, Finance Ministries and Employers Federations around the world.

3

Interviews of about 45 minutes were conducted to examine managerial practices in three main areas

Processes and behaviours that: – Optimise production lines– Create maximal value from

physical assets

Processes and behaviours that:

– Optimise quality of workforce

– Maximise human capital

Processes and goals that:– Mesh physical and

human aspects of business

– Align efforts of the whole organisation

Performance and target

management

Talent management

Lean operations

INTERVIEW METHOD

4

BrazilCanadaChinaFrance

GermanyGreeceIndia

IrelandItaly

PolandPortugal SwedenJapan

United StatesUnited Kingdom

SAMPLE OF 15 COUNTRIES ACROSS 4 CONTINENTS

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60 MBA, MSc and PhD students from leading business schools withextensive background and ongoing training in operations managementand the manufacturing industry.

Universities represented include:

Cambridge OxfordHarvard YaleStanford MITBerkeley Northwestern (Kellogg)London Business School London School of EconomicsINSEAD HECToronto Queens

OUR INTERVIEWERS

6

Sample includes several types of manufacturing firms, including:

– Privately held– Publicly listed– Founder owned– Family owned and family managed– Family owned and professionally managed– Cooperatives/Employee owned– Government owned– Private equity or venture capital– Multinationals

A WHOLE RANGE OF DIFFERENT FIRMS INTERVIEWED

7

0 200 400 600 800 1,000t f t

UKUS

IndiaBrazilChina

CanadaGermany

FranceSwedenPoland

ItalyGreece

PortugalIrelandJapan

Number of interviews run

COVERING A WORLD-WIDE GROUP OF COUNTRIES

8

1. INTRODUCTION

2. EXAMPLES


4. QUOTES

9

Good examplesThe employees of a European firmconstantly analyse the productionprocess as part of their normal duties.They film critical production steps toanalyse areas more thoroughly.

Every problem is registered in aspecial database that monitors criticalprocesses and each issue must bereviewed and signed off by amanager.

Poor examplesAn American firm has no formal orinformal mechanism in place foreither process documentation orimprovement. The manager admittedthat production takes place in anenvironment where nothing has beendone to encourage or supportprocess innovation.

An Asian plant manager revealed thatworkers on the line are notencouraged to act independently.They are expected simply to do theirproduction jobs with no incentives ormechanisms for suggesting processimprovements.

TOP FIRMS HAVE A FORMAL PROCESS OF PROBLEM SOLVING TO ENCOURAGE CONTINUOUS IMPROVEMENT

10

Good examplesAn American firm has screens in viewof every line. These screens are usedto display progress on daily targetsand other performance indicators.The manager meets shop flooremployees every morning to discussthe previous day and the one aheadand uses monthly company meetings.

Another American firm stampscanteen napkins with key targetswhen these are met.

Poor examplesA manager of an American firm tracksa range of measures when he doesnot think that output is sufficient. Helast requested these reports about 8months ago and had them printed fora week until output increased again.

A European firm keeps track of thenumber of minutes spent inproduction, number of parts producedper day and number of workers. Thisinformation is infrequently shared withthe line workers and typically sits onthe plant manager’s desk.

TOP FIRMS PROVIDE REGULAR VISUAL PERFORMANCE INFORMATION TO ALL MANAGERS AND EMPLOYEES

11

WELL MANAGED FIRMS HAVE DAILY UPDATED VISUAL DISPLAY BOARDS AT EACH STAGE OF THE PRODUCTION

Electronic board Hand written board

Manually updated board Hand written board

12

Good examplesA European firm tracks allperformance numbers in real time(amount, quality, etc). These numbersare continuously matched to the planon a shift-by-shift basis. Everyemployee can access these figureson workstations on the shop floor. Ifscheduled numbers are not met,action for improvement is takenimmediately.

An Asian firm has regular meetings inwhich focused action plans withprecise time frames are created.These parameters are discussed indaily meetings with the shop floorteam leaders and workers.

Poor examplesA manager of an American firm reliesheavily on his gut feeling for thebusiness. He will review costs whenhe thinks they have too much or toolittle stock. He admits that as he isvery busy, such a review can be quiteinfrequent. He also mentioned thatstaff feel like he is going on a hunt tofind a problem, so he has now madea point of highlighting anything goodthat he finds too.

TOP FIRMS HAVE A STANDARDISED JOINT PROCESS FOR ANALYSING REGULAR PERFORMANCE MEASURES

13

Good examplesA European firm takes action as soonas a weakness is identified. Theyhave even employed a psychologistto improve behaviour within a difficultgroup. People receive ongoingtraining to improve performance. Ifthis doesn’t help, they move them toother departments or even fireindividuals if they repeatedly fail tomeet agreed targets.

Poor examplesA European firm takes no action whenobjectives are not achieved. ThePresident personally intervenes towarn employees but no stricter actionis taken. Cutting pay or makingpeople redundant because of a lackof performance is very rarely done.

TOP FIRMS FIX EMPLOYEE PROBLEMS RAPIDLY: BY TRAINING AND THEN ROTATION OR EXIT IF THIS FAILS

14

Good examplesA European firm translates all theirgoals – even their five year strategicgoals – into short-term goals so thatthey can track their performance. Theybelieve that it is only when you makesomeone accountable for deliverywithin a sensible timeframe that along-term objective will be met. Theythink it is more interesting foremployees to have a mix of immediateand longer-term goals.

Poor examplesA European firm has had severalyears of ongoing senior managementchanges – therefore senior managersare only focusing on how thecompany is doing this month versusthe next, believing that long-termtargets will take care of themselves.

TOP FIRMS HAVE SHORT- AND LONG-RUN TARGETS THAT ARE EXPLICITLY INTEGRATED

15

Good examplesA manager of a European firminsisted that he has to set aggressiveand demanding goals for everyone –even for the security team. If they hitall their targets, he worries he hasn’tstretched them enough. Each KeyPerformance Indicator (KPI) is linkedto the overall business plan andeveryone has to work hard to get theirproducts out the door quickly.

Poor examplesA European firm uses easy targets toimprove staff morale and encouragepeople. They find it difficult to setharder goals because people just giveup and managers refuse to workpeople harder.

An Asian firm sets very easy targetsthat are always achievable, withgrowth as their rationale. Theproduction manager proclaimed, “Weare not pushed by the target, we pullthe target towards us.”

TOP FIRMS SET VERY TOUGH, BUT ACHIEVABLE TARGETS CASCADED DIRECTLY FROM OVERALL FIRM TARGETS

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Good examplesAn American firm stretchesemployees with ambitious targets.Performance is rewarded throughbonuses, team lunches cooked bymanagement, family picnics, movieand dinner vouchers at nice localrestaurants, etc. They also incentivesstaff with awards for perfectattendance, best suggestion, etc.

An American firm has regular andrandom appraisals for all employees.They offer annual profit sharing with astrong environmental focus. Forexample, the plant’s recycling moneygoes towards the employee fund foractivities such as fishing trips.

Poor examplesA European firm pays its peopleequally and regardless ofperformance. There are no incentivesto perform well in the company. Thesame policy applies to themanagement team, which is paid anhourly wage, with no bonus pay.

A European firm has no appraisal orbonus scheme for hourly workers.Their reward consists of an occasionalcase of beer.

TOP FIRMS HAVE SYSTEMS FOR REGULAR APPRAISAL AND REWARDS - GOOD PERFORMANCE IS REWARDED

17

Good examplesAt an American firm, the managerfired four people in the last couple ofmonths due to underperformance.They continually investigate who isunderperforming and why.

An American manager explained adetailed attendance policy outlined inthe company’s handbook. If a workerwere to break this policy or any other,they would receive a verbal warningand an evaluation after 30 days. Iftheir performance had not improved,their employment would beterminated immediately.

Poor examplesA European firm had a supervisorwho was regularly drinking alcohol atwork but no action was taken to helphim or move him to a less critical role.In fact no employee had ever beenlaid off in the factory. According to theplant manager, Human Resourceskicked up a real fuss whenevermanagement wanted to get rid ofemployees, and told managers theirjob was production not personnel.The only way he could get rid ofemployees from his factory was totransfer them to the other factory inthe same firm.

TOP FIRMS MOVE RAPIDLY TO DEAL WITH UNDER-PERFORMANCE

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Good examplesAn American firm knows who its topperformers are and if any of themsignal an interest in leaving, it pulls insenior managers and even corporateHQ to talk to them and try andpersuade them to stay. Occasionallythey will increase salary rates ifnecessary and if they feel theindividual is being underpaid relativeto the market. Managers have aresponsibility to try to keep alldesirable staff.

An Asian firm offers up to 100%education reimbursement for their topperforming factory workers.

Poor examplesA European firm lets people leave thecompany if they want. They donothing to keep those people sincethey think that it would make nosense to try to keep them.Management does not think they cankeep people if they want to worksomewhere else. The company alsowill not start salary negotiations toretain top talent.

TOP FIRMS FORMALLY TRACK THEIR BEST EMPLOYEES AND WORK HARD TO KEEP THEM

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1. INTRODUCTION

2. EXAMPLES


4. QUOTES

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- We document a wide range of responses on managerial practicesacross all 15 countries

- There are obvious strong cultural differences and significant variationin management styles

- Our international team of industry and academic experts made greateffort in trying to organise and codify those responses

- Key objective is to use this information for an unprecedented cross-country comparison of management and organisational practices

- This will help understand strengths and weaknesses in the adoptionand implementation of modern managerial tools in variousmanufacturing industries

- At the same time, it will also help managers to identify opportunitiesand threats in the global economy

WE USED THE INTERVIEW RESPONSES TO TRY AND CODIFY MANAGEMENT ACROSS COUNTRIES

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0.1

.2.3

y

1 2 3 4 5 6 7 8 9 1 0

Management self-score

“Average”“Worst Practice”

“Best Practice”

Shar

e of

firm

s

Response to the Question “Excluding yourself, how would you rate your company’s management from 1 to 10, one being the worst

and ten being the best?”

WHILE THE AVERAGE MANAGERS THINK THAT THEIR FIRM’S MANAGEMENT IS WELL ABOVE AVERAGE

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Note: Response to the Question: “Excluding yourself, how would you rate your company’s management from 1 to 10, one being the worst and ten being the best?”

0 2 4 6 8

BrazilCanadaGreece

PortugalGermany

IndiaUS

ItalyChina

United KingdomSweden

JapanPolandFrance

AND THIS OVER-CONFIDENCE OCCURS IN EVERY COUNTRY IN OUR SAMPLE

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There are fewer badly managed

firms in countries that are better

managed on average (e.g. a smaller “tail” of poor performers

in the US compared to

India)

Distribution of firm level management scores, by country*

*Note: Based on giving an approximate overall score to each firms interview response.

0.5

10

.51

0.5

1

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

All Brazil Canada China France

Germany Greece India Italy Japan

Poland Portugal Sweden US United Kingdom

Den

sity

THE REALITY IS THAT THERE IS A HUGE VARIATION IN MANAGEMENT PRACTICES ACROSS COUNTRIES

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Management score average by industry (SIC-3)

Medical Instruments & Supplies384

General Industrial Machinery356

Plastics Materials and Synthetic282

Search and Navigation Equipment381

Motor Vehicles and Equipment371IndustrySic Code

Medical Instruments & Supplies384

General Industrial Machinery356

Plastics Materials and Synthetic282

Search and Navigation Equipment381

Motor Vehicles and Equipment371IndustrySic Code

Special Industry Machinery355

Household Furniture251

Bakery Products205

Preserved Fruits and Vegetables203

Meat Products201

IndustrySic Code

Special Industry Machinery355

Household Furniture251

Bakery Products205

Preserved Fruits and Vegetables203

Meat Products201

IndustrySic Code

1,0

1,5

2,0

2,5

3,0

3,5

4,0

4,5

5,0

201 203 205 208 251 262 265 275 282 283 308 331 344 349 355 356 362 364 367 371 381 384 399

Top 5 Bottom 5

MaxAvrMin

Note: Based on giving an approximate overall score to each firms interview response.

THERE IS ALSO A HIGH LEVEL OF VARIATION IN MANAGEMENT PRACTICES WITHIN INDUSTRIAL SECTORS

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0.5

11.

50

.51

1.5

0.5

11.

5

1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Dispersed Shareholders EU Multinational Family CEO, Family CEO, Primo Geniture

Family owned, external CEO Founder Government Managers

Other Multinational Private Equity or Venture Capital Private Individuals US Multinational

Den

sity

Our management score (average across 18 questions)

Distribution of firm level management scores, by type of ownership*


MANAGEMENT PRACTICES ALSO DISPLAY A WIDE SPREAD WITHIN OWNERSHIP CATEGORIES

26

In the second phase of our interviews, we asked questions about firms’ organisational aspects:

– Number of layersbelow and aboveplant manager

– Changes in layers inthe last three years

– Span of control (Howmany people reportdirectly to the plantmanager?)

Plant managers:– Hiring and firing autonomy – Introduction of new products– Maximum capital

expenditures without signoff from corporate HQ

– Sales and marketing autonomy

Workers:• Who sets the pace of work?• Who decides how tasks are

allocated?

Autonomy

Hierarchical Structure

ORGANISATIONAL PRACTICES ACROSS COUNTRIES

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WHAT FACTORS MIGHT EXPLAIN THIS SPREAD OF MANAGEMENT PRACTICES?

Globalisation

Competition • Investment from multinationals force badly run firms to improve

or exit

Education• Skill levels of managers and workers

Regulation• Labour markets, bankruptcy rules and ease of restructuring

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2.5

2.6

2.7

2.8

2.9

3.0

3.1

3.2

3.3

3.4

3.5

0 2 4 6 8 10

Correlation of 0.854

Reported number of competitors

39

92 209305

266 358

16194

10427

1487


HIGHER COMPETITION IS ASSOCIATED WITH BETTER MANAGEMENT PRACTICES

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Domestic Firms

Foreign Multinationals

Distribution of management scores*

0.2

.4.6

.8

Den

sity

1 2 3 4 50

.2.4

.6.8

Den

sity

1 2 3 4 5


THERE IS NO TAIL OF REALLY BADLY RUN MULTINATIONALS

30

0 10 20 30 f d t

4. 5

4

3.5

3

2.5

2

1.5

% of all employees (managers and non-managers) with a degree

Man

agem

ent s

core

*


BETTER MANAGED FIRMS HAVE SIGNIFICANTLY MORE EDUCATED EMPLOYEES

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32

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World Bank labour market regulation index


(0 = Most flexible labour market)(100 = Most rigid labour market)

…BUT, LABOUR MARKET REGULATION IS NOT LINKED WITH POOR OPERATIONS MANAGEMENT

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• Good management practices, particularly strong talent management

• High managerial freedom (corporate HQ allows plant managers a lot of control over hiring and investment)

• Flat hierarchies (few managerial layers)

WHAT DO NORTH AMERICAN FIRMS LOOK LIKE?

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• Incredible spread of management practices

• Multinationals typically well-run across Europe, but have thecharacteristics of their homeland (i.e. US firms have high managerialfreedom, Japanese firms great at ‘lean’)

• Strong managerial freedom in Northern Europe, more central controlin Southern Europe

WHAT ABOUT EUROPEAN FIRMS?

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• Firms in richer states/regions appear to be better managed (e.g. Tamil Nadu or Maharashtra in India)

• Multinationals appear to bring their strong management practiceswith them from Europe and the US

• But the best domestic firms are as well managed as any in Europe,the US or Japan

• Limited managerial freedom with strong central control

SOME INTERESTING CHARACTERISTICS OF BRAZILIAN AND INDIAN FIRMS

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• Extremely well managed in process operations, with world class ‘lean’ and continuous improvement across almost all industries

• More mixed on talent management – firms often seem to struggle to deal with poor performing workers

• Strongly hierarchical structures – plant managers have limited discretion and there are many layers within firms

SOME INTERESTING CHARACTERISTICS OF JAPANESE FIRMS

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SOME INTERESTING CHARACTERISTICS OF CHINESE FIRMS

• While multinationals appear to bring their strong management practices with them, foreign joint ventures perform more poorly

• Less variation in management practices across firms, especiallywhen compared to other Asian countries

• Firms appear to exhibit more hierarchical organisational structures,with limited plant manager discretion or control

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1. INTRODUCTION

2. EXAMPLES


4. QUOTES

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French secretary: “You want to talk to theplant manager? There are legal proceedingsagainst him, so hurry up!!”

[Female interviewer speaking to a USmanager]Interviewer: “I was wondering if you would have30-40 minutes to talk with me about your day-to-day production process?”US manager: “You would have a better chanceof coming in here with a razor and slitting mywrists than getting me on the phone for 40minutes!!!”

Production manager: “Workers individualgoals?They just want to go home!”

Swedish manufacturing goals…

Getting you (dear managers) on the phone was not easy…

Staff retention the UK way…

Interviewer: “How would you persuade your top performers to stay?”UK Chairman: “Sex is a great thing! If the employee finds a new girlfriend somewhere else, I can’t do anything!”

A SELECTION OF THE MEMORABLE QUOTES (1)

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Interviewer: “How do you keep your top performers?”Manager: “I am a star performer and I want to leave!”

Plant Manager: “Modern manufacturing? Yes, I haveheard about it, but it doesn’t make any sense at all,does it?”

India is such an interesting place…

Interviewer: “How do you identify your star performers?”Manager: “This is India, everyone thinks he is a star performer!”

A SELECTION OF THE MEMORABLE QUOTES (2)

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A BIG THANK YOU FROM OUR TEAM FOR ALL OF YOUR TIME AND COOPERATION!!!

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A BIG THANK YOU FROM OUR IRISH 2008 FOR ALL OF YOUR TIME AND COOPERATION!!!

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A BIG THANK YOU FROM OUR BRAZIL 2008 TEAM FOR ALL OF YOUR TIME AND COOPERATION!!!

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A BIG THANK YOU FROM OUR CHINA 2007 TEAM FOR ALL OF YOUR TIME AND COOPERATION!!!

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A BIG THANK YOU FROM OUR CANADA 2008 TEAM FOR ALL OF YOUR TIME AND COOPERATION!!!

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Rebecca Homkes (LSE) [email protected]

Nick Bloom (Stanford) [email protected]

Christos Genakos (Cambridge) [email protected]

Raffaella Sadun (LSE) [email protected]

Contacts & Questions: Central Team

MANUFACTURING MANAGEMENT GLOBAL STUDY 2008

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