{"id":2041,"date":"2019-07-20T17:26:12","date_gmt":"2019-07-20T17:26:12","guid":{"rendered":"https:\/\/treitus.com\/blog\/?p=2041"},"modified":"2019-08-26T16:12:53","modified_gmt":"2019-08-26T16:12:53","slug":"methodize-creativity","status":"publish","type":"post","link":"https:\/\/treitus.com\/blog\/2019\/07\/20\/methodize-creativity\/","title":{"rendered":"Methodize creativity"},"content":{"rendered":"\n

The\npower of command in companies change over the years. Leadership and its meaning\nalso evolve in tandem. Now, the leaders of the organizations have the\nopportunity – and more crucially, the authority – to be able to direct the\nadministrative process to an operative efficiency, that is to say, the slender thinking<\/strong>.<\/p>\n\n\n\n

It\nmust be remembered that a big part of lean manufacturing \u00abphylosophy\u00bb\nis focused on maximizing performance, that is, avoiding the excessive use of\nresources using only those essential to carry out the company’s objectives,\npromoting high productivity and increasing the value. In addition, lean thinking\ntries to avoid errors in the communication channels, (with the client, the\nprovider or the employee) to define the appropriate way to empower employees,\nto perfect the processes and reimagine the value chain.<\/p>\n\n\n\n

Normally,\nany improvement methodology that can be applied to any business is based on\nrepetitiveness, and, therefore, standardization, especially in human resources.\nRegularly employees usually acquire experience and individual knowledge about\nthe work they perform, they focus on a methodology based on the company and\nalso on their own, there is no space for the decentralization of work and\nshared knowledge. This is a waste of talent. If we talk about the slender\nthinking in the work force of any company, if employees do not feel creativity\n(as the vehicle to communicate and create) or the passion to share their\nexperiences with other employees, then there is a lack of human capital\ndevelopment.<\/p>\n\n\n\n

Some\nmight believe that creativity and the standardization are two different\nconcepts that are not related, much less in the manufacturing industry; we\ndon’t believe that, actually, their coexistence is quite common, even among\nauthors of works of art or professionals in advertising and design, which\nusually follow structures to carry out their projects, going through a research\n\/ inspiration phase previously. Standardization is important for everyone, no\nmatter how creative the occupation is.<\/p>\n\n\n\n

Is creativity important for manufacturing\nworkers?<\/strong><\/p>\n\n\n\n

The answer is yes, a company that does not innovate in all its stages is destined for death in this globalized world. The most appropriate way to innovate is to create a link with the core of a company: employees; since a motivated employee means efficiency and productivity. A company must get its workers involved with it and cooperate with its development, providing ideas to improve activities, products and services that allow them to reinvent themselves continuously. I refer to the article \u00abThe labor force of the XXI century<\/a>\u00bb where we talk about the development of the labor force in recent years.<\/p>\n\n\n\n

For some companies, it is difficult to stimulate creativity and to create an organizatinal culture that is competitive and structurally strong. Companies must build aptitudes and attitudes, offering training for the development of positive skills, grant real growth opportunities in the short term, provide tools that help create, discover and invent products or services that meet business and market needs, give importance and recognition of those committed employees and, above all, to standardize their motivation mechanism so that growth can be achieved in the short and long term. Thus, innovative companies are characterized by their ability to channel the creative contributions of their employees to turn them into useful results for the market, quality and cost of the product, thus improving internal productivity, increasing the utility of the product or service. <\/p>\n","protected":false},"excerpt":{"rendered":"

The power of command in companies change over the years. Leadership and its meaning also evolve in tandem. Now, the leaders of the organizations have the opportunity – and more crucially, the authority – to be able to direct the administrative process to an operative efficiency, that is to say, the slender thinking. It must be remembered that a big part of lean manufacturing \u00abphylosophy\u00bb… <\/p>\n

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