With this project, VIL is looking for a methodology to successfully implement the concept of self-managing teams in the logistics sector, to date this method was mainly applied in production environments. The implementation and impact of this methodology on a wide range of internal KPIs will be investigated in practice through a pilot project.
status: Starting up |
Digital transformation |
A self-managing team is a relatively fixed group of employees in a company (possibly even across different departments) who are jointly responsible for the entire process in which products or services are created, which are delivered to an internal or external customer. A self-managing team is characterized by the following features:
- Shared responsibility: the team is central, not the individuals.
- Self-management: the team is the process owner and has the ability to control the process. Managers and staff services are there to support the team by establishing a framework / preconditions within the team can operate.
- Focus on results: the responsibility of such a team is not expressed in terms of a task, but through a result; namely a product or service with requirements set by the customer.
Often used in production environments today (e.g. automotive), the introduction of self-managing teams gives the following advantages:
- Improved results with regard to retention, absenteeism, employer-, employee- and customer satisfaction and intrapreneurship.
- Greater employee engagement and loyalty towards the company.
- Better use of the (often underutilized) available talent pool.
- Greater flexibility and improved service level.
- A way to encourage and retain younger employees for a job in logistics, who are more in need of autonomy and development.
This project offers the participants the opportunity to learn step by step (as a pilot participant or from the sidelines) how this concept can be set up within a company (who should be involved and when, besides a theoretical understanding of this methodology). Which communication, how to follow up and adjust, which functions are best suited for this, etc.) and what the impact is on the various KPIs.
Developing a methodology to successfully implement the concept of self-managing teams in the logistics sector. The methodology will be tested against reality through a pilot.
- Mapping the different existing methodologies around self-managing teams
- List best practices at home and abroad. Which are the success and failure stories (via visits, interviews and literature)
- Develop / rework a methodology that is applicable to logistics organizations
- Investigate where this can best be applied within logistics and why
- Implementation through a pilot project in a participating company where results will be measured on the basis of KPIs
- Providing a manual / toolkit with a step-by-step implementation and do’s and don’ts
Transporters, logistics service providers, shippers, in general companies with logistics activities.
Self-managing teams are useful in both SMEs and larger companies. For applicability, think of departments such as warehouse operations, maintenance, value added services, transport and dispatching, customer service, etc.