By Dr. Gunter Beitinger Siemens AG

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Paradigms drive the way we think and act, and we cannot expect that a firm conviction will change overnight, especially if frame conditions are kept the same. Ensure that the frame fits the picture you would like to paint. Try to understand how your employees think in respect to the past and how leadership makes decisions. Then find the right way to create a motivating environment for the Lean journey you would like to travel with employees.

Because job satisfaction is internal to individuals and can be influenced by objective circumstances, we can get help by reflecting on traditional organizational psychological models. For example, at the Siemens Guadalajara plant, we reviewed what really moves our employees, what interests they have, and how they perceive social benefits and activities.

We reviewed if our jobs have accurate job descriptions and if people know what their responsibilities are. Also, we started to think about the “service” in our service departments.

It is very important to use strong visual messages to transmit and relate expectations of the pending culture change. For example, we gave office areas a fresh look with new furniture and an inspiring new color concept. We removed walls and individual offices as a symbol for open communication. (Siemens AG is supporting such initiatives with a corporate color and office concept.)