The mountain is calling! Let's assume you have set yourself the goal of climbing a 4,000-meter peak with a team. Now, of course, you have countless questions, such as: What do I need for this? Who has to take on which tasks? Is everyone fit enough? Which route should we take? Should we hire an experienced mountain guide?
You can organize everything and set off, and still fail. Why? Either you all get along well as a team, but are insufficiently prepared for the individual stages and their challenges. Or you know the destination and the stages to get there, and you have excellent equipment, but along the way there are misunderstandings and resistance, even to the point of dividing the team. Both will force you to turn back, or at least to stop.
The combination of both areas of expertise—namely, process improvement on the one hand and the specific goal orientation of leadership and cooperation on the other—breaks down resistance and enables goal-oriented improvement in processes. It is always important to understand where the "brake block" lies at any given moment. Are there process problems that need to be analyzed and eliminated, or are there communication and leadership issues that are preventing progress? Only when these questions have been clarified can a team become strong and reach the summit.
Over the years, it has become clear that measurable results can only be achieved and maintained in the long term through a balance of first-class processes combined with effective leadership and cooperation (see image above).
Festool engineering is a proven expert when it comes to getting companies fit for their value creation processes. The company optimizes the process from order receipt to delivery to the customer. Unlike other process consultants, Festool engineering looks behind the scenes and wants to clearly understand the WHY and WHERE of the improvement. On this basis, target structures (Hoshin Kanri) as well as work and control structures (shop floor management) are developed for the improvement process.
"We carry the classic Toyota tools in our backpacks and use them when they are needed on the way to the 'summit' – but only then,"says Christian Hölzenbein, Senior Manager at Festool Engineering GmbH. Markus Mersinger, partner at Festool Engineering, adds: "We know the typical hurdles on the way to the summit and can overcome them because our sister plant, Festool GmbH, which is also a reference factory, had to overcome these hurdles on its way to operational excellence."
What makes the collaboration between festool engineering and the Grundl Leadership Academy so effective? Here is a quote from Spanish national soccer coach Vicente del Bosque: "There is a button labeled 'emotion'. I have to press it. If I can't do that, it's impossible to play well." Of course, it goes without saying that world-class Spanish soccer would never be possible without the tactics, the technical skills of the individual players, and the focus on a goal. Both must go hand in hand.
In the collaboration between festool engineering and the Grundl Leadership Academy, this combination is reflected in both parallel and sequential work in the implementation workshops at the customer's premises. It is advisable to start by discussing topics such as trust, openness, and value conflicts within the team and to remove the initial obstacles there. With the help of festool engineering consultants, improvement work can then begin and the value creation system can be optimized in line with the objectives. Meanwhile, the trainers from the Grundl Leadership Academy continue to observe the communication and leadership processes in order to derive the next transformation steps for the team. In this way, effective, measurable improvement of processes goes hand in hand with the transformation of the people involved – with the gratifying result of successful, sustainable process organization and increased leadership competence within the company.
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