Sustainable Leadership Dr. Andreas Wendt - · PDF fileSheer driving pleasure BMW Plant Regensburg TR 23.10.2013 Page 1 BMW Plant Regensburg EFQM-FORUM 23rd October 2013 Sustainable

Sheer driving pleasure

BMW Plant RegensburgTR23.10.2013

Page 1

BMW Plant Regensburg

EFQM-FORUM

23rd October 2013

Sustainable LeadershipDr. Andreas Wendt

BMW Plant Regensburg.EFQM FORUM 2013.


Page 2

We inspire our customers –in series.

We are the most flexible plant in the productionnetwork with outstanding launch expertise and

maximum cost efficiency.

EFQM

BMW Plant Regensburg.Target scenario Plant Regensburg.


Page 3

We inspire our customers –in series.

We are the most flexible plant in the productionnetwork with outstanding launch expertise and

maximum cost efficiency.

EFQM

BMW Plant Regensburg.Target scenario Plant Regensburg.

Sustainable leadership, BMW work organization

Sustainable leadership, BMW work organization


Page 4

BMW Plant Regensburg.Our Vision – and what it means.

We achieve our goals through the following initiatives:


Page 5

BMW Plant Regensburg.Core elements of the BMW Group strategy.

BMW Group Strategy Number One

Our Basic Principles

Management House

Respect, Trust,

Fairness

Associates

Leading byexample

Sustainability

Society

Independence

Customer Orientation

Peak Performance

Responsibility

Effectiveness

Adaptability

Dissent/Frankness


Page 6

1. We have common responsibilities for- the achievement of our targets- the long-term competitiveness- the future orientation- our employeesat our site.

2. We are different personalities with different functions and roles.

3. We are open, honest and have trust in each other.

4. For fundamental topics we take our time to struggle for mutual solutions and implement them consistently afterwards.

5. We act consistently and with one voice.

BMW Plant Regensburg.Our understanding of leadership.


Page 7

BMW Plant Regensburg.Dialogue of executives and employees.

It can only work together with the people.

We lead with appreciation, courage and passion.


Page 8

BMW Plant Regensburg.Sustainable Leadership – Leadership Web at PlantRegensburg.

4. Assess, challenge and support people

6. Take a stand

7. Be aware of your own role

8. Reflect upon your own attitude and actions

11. Be competent

5. Show appreciation

10. Cooperate organization-wide

9. Be an innovator of development and ideas

Leading people

Leading yourself

Managingbusiness

0.0

1.0

2.0

3.0

4.0

5.0

4 3 2 15

1.

2.

3.4.

5.

6.

7.

8.

9.

10.

11.

Scaling:1 urgent need for improvement 2 strong need for improvement3 medium need for improvement4 ower need for improvement5 No need to improve

3. Set an example

2. Create trust

1. Give meaning


Page 9


2. Create trust- be honest and open- be predictable and reliable for employees- coordinate your words with your actions- provide freedom of action- encourage and support employees

3. Set an example- stick to the rules- demand of yourself at least as much as

you do of others- both within and outside the company

4. Assess, challenge and support people- identify employees’ strengths and weaknesses- initiate a change in behavior of individuals and

teams- apply the individual’s strengths for the benefit of

the team

6. Take a stand- express expectations clearly- give both positive and negative feedbac- advance your views courageously- take clear decisions and stick to them- consistently implement resolutions and

agreements

7. Be aware of your own role- show strength- be accessible for the people and issues on site- allow close personal contact while maintaining

the necessary distance- be willing to lead with joy and conviction- accept responsibility for the people

8. Reflect upon your own attitude and actions- request and accept feedback- balance self-perception and perceptions of others- admit and correct mistakes

11. Be competent- acquire necessary skills and knowledge- be able to express expert opinions- demonstrate the ability to judge things- show a strong willingness to learn- think and act in the best interest of the

entire company

5. Show appreciation- provide respect and fairness

also in difficult situations- take your time and listen to the

employee

1. Give meaning- explain not only the „what“, but also

the „how“ and „why“ of things- Convey employees a sense of their

contribution to the overall success

10. Cooperate organization-wide- put the process first, not your area- represent the understanding of excellence in

the process chain- create and accept best practices

9. Be an innovator of development and ideas- develop visions and convey them enthusiastically- set targets and take responsibility for them- be courageous and show it- assess risks and act accordingly

Leading people

Leading yourself

Managingbusiness


0.0

1.0

2.0

3.0

4.0

5.0

4 3 2 15

1.

2.

3.4.

5.

6.

7.

8.

9.

10.

11.


Page 10


Leading people

Leading yourself

Managingbusiness

External image TR-Kreis 2010External image TR-Kreis 2011External image TR-Kreis 2012Self image TR-Kreis 2012

0.0

1.0

2.0

3.0

4.0

5.0

4 3 2 15

1.

2.

3.4.

5.

6.

7.

8.

9.

10.

11.


2. Create trust

3. Set an example

4. Assess, challenge and support people

6. Take a stand

7. Be aware of your own role

8. Reflect upon your own attitude and actions

11. Be competent

5. Show appreciation1. Give meaning

10. Cooperate organization-wide

9. Be an innovator of development and ideas


Page 11

BMW Plant Regensburg.Excellence in strategy and execution.

Targets

Business plan

Sustainable business Excellence

Target scenario

Consistent, sustainable

implementation and continuous

improvement

Principles and

methods

Targets

Strategic excellence Process excellence

Workshops

Leadership

Benchmark

Assessments, Audits

Target management process

Leadership and basic principles

Strategic target fields

Enablers, initiatives

Closed loop, PDCA

Reviews

Methods and tools

Standards and continuous improvement


Page 12

Exemptexecutives

Staff in support areas

Staff in production

Non-exempt executives/ Foremen

Dialogue-based formats

BMW Plant Regensburg.In-house communication formats.

MFK

TR

InfoscreensIntranet ticker

TR-X headlinesPlant newspaper/BMW Group Newspaper

Topic-specific reasoning guidelines Briefings (letters / emails)

First-handinformation

Works meetingTraining days

FK-InfoTR in DialogueTR Circle in DialogueTR-x-FK Forum

Editorial formats


Page 13

Dialogue-based events on current topics, with members of the TR Circle and executives of all hierarchical levels.

BMW Plant Regensburg.Dialogue-based events at Plant Regensburg.


Page 14

BMW Plant Regensburg.Sustainable Leadership – through all levels .


Page 15

BMW Plant Regensburg.BMW work organization.


Page 16Thank you very much for your attention!

WE BUILD EVERY DAY THE BEST CARS IN THE WORLD.

PREMIUM QUALITY IS OUR BENCHMARK.


Page 17

BMW Plant Regensburg.Backup.


Page 18

BMW Plant Regensburg.The BMW Group’s House of Management.

The House of Management describes what we expect of our exempt executives (‘what’ and ‘how’).


Page 19

BMW Plant Regensburg.Strategy room.

“A room with a different atmosphere than our regular meeting rooms, where people can get together to talk in depth about things and be creative.”

Documents

Sustainable Leadership Dr. Andreas Wendt - · PDF fileSheer driving pleasure BMW Plant Regensburg TR 23.10.2013 Page 1 BMW Plant Regensburg EFQM-FORUM 23rd October 2013 Sustainable