CAS and P&G
Complex Adaptive
System is “a dynamic organization where teams are formed, perform and then
disappear as the need arises” (Obolensky,2014). Through these team’s complex
tasks can be completed. The CAS teams at P&G were tasked with the goal of
making existing products more appealing to customers. One of the CAS teams
thought of putting jokes and sayings on to Pringles (Sakkab,2014). This type of
CAS team was specifically used for getting customer interest back on its
existing products.
Though this type
of CAS was effective the ideas soon ran out. When the market shares went from
$118 to $52, P&G decided drastic changes needed to be made (Sakkab,2014).
The newly appointed CEO, A.G. Lafley challenged the bricks-and-mortar R&D
infrastructure (Sakkab,2014). Instead of the old “here, have some more money
for innovation” Lafley challenged the researchers for “half of the ideas
come from our own labs, and half would come through them”
(Sakkab,2014). Instead of replacing the 7,500 researchers, Lafley wanted to use
them differently with new ideas coming from outside the company or as he would
say “proudly found elsewhere” (Sakkab,2014).
Identify what you believe are appropriate actions to move your
organization forward
For my company, getting ideas from the brick and mortar
R&D is not cutting it anymore. The present state of mind is that new
repairs and product ideas only come from R&D. Only new ideas that come from
outside of R&D, the floor worker, is continuing improvements, CI. The CI’s
that are on the floor are only improvements to existing processes or fixtures.
When R&D does come up with a new process or fixture it’s never precise. In
my inspection group alone, the last 4 fixtures had to go back to R&D for
updates at least 2 separate times. One of which still isn’t fixed after the 4th
time back to R&D. A way for my facility to move forward would be to
outsource our fixtures, it may be costly, but it will be done right the first
time. The outsourcing of fixtures to a high-grade plastics or 3D printing
company would be a new way forward.
The moto for my company is “To inspire to be the best
and constantly raise the Standard” (StandardAero,N.d.). The company wants to
have better TAT for products. For my company to grow, an inspection CAS would
be ideal. The team would go into cells that have a mass of incoming part. The
team would focus on the quicker parts to reduce the work load off of the specialty
inspectors.
Why strategy, why now, and how could
this discussion positively impact your organization?
My organization
could positively benefit from what Martin Reeves talks about “bigness” (Reeves&T,2014).
Organizations have the mentality that they must have more bodies on the floor
to get more work done. When in fact have more high-quality people will get more
work done than having more low-quality people. Having more bodies doesn’t
improve work flow, it creates more problems.
References
Obolensky, N. (2014). Complex adaptive leadership: Embracing paradox
and uncertainty. Farnham, Surrey, UK: Gower.
Sakkab, L. H. (2014, August 01). Connect and Develop: Inside Procter
& Gamble's New Model for Innovation. Retrieved April 04, 2018, from https://hbr.org/2006/03/connect-and-develop-inside-procter-gambles-new-model-for-innovation
StandardAero. (n.d.). StandardAero
about us. Retrieved April 5, 2018, from
http://www.standardaero.com/Engines.aspx
Reeves, M., & T.
(2014, December 22). Martin Reeves: Your strategy needs a strategy. Retrieved
April 04, 2018, from
https://www.youtube.com/watch?time_continue=360&v=YE_ETgaFVo8
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