The article focuses on how the German car manufacturer, Bayerische Motoren Werke AG or BMW, is managing the effects of population aging. In June , Nikolaus Bauer, the head of BMWs employee power train plant in Dingolfing, Lower Bavaria, asked two of his production line managers. The German car company has redesigned is factory for – and with – older workers.
|Published (Last):||9 September 2007|
|PDF File Size:||9.65 Mb|
|ePub File Size:||3.75 Mb|
|Price:||Free* [*Free Regsitration Required]|
Knowledge Bank Workplace Innovation
Employees of a production line, supported by senior managers and technical experts, have achieved productivity improvements. The approach varies from improvement in health and safety issues to enriching the skills and to concrete improvements at the workplace.
This successful example shows that workers who are involved in changes can make the difference. Drivers InBMW was worried about the decline in productivity of the increasingly aging workforce.
This was a concern for BMW because older workers would report more frequent and longer sick and have to work harder to achieve the same output.
How BMW is defusing the demographic time bomb. – Abstract – Europe PMC
BMW was faced with a choice. Sacking or early retirement of older workers was no option for BMW, from a social point of view. BMW could reallocate her older workers in jobs with fewer physical inconveniences.
However, this was not an option because of the lack of young workers. Finally BMW has applied an innovative bottom-up approach: Employee involvement There was created a production line with employees with an average age of 47 years: This pilot group started with a workshop, in which employees of this production line were asked about discomfort during work and things that they wanted to demlgraphic.
Employees were encouraged to contribute ideas. The employees themselves decided whether the idea should be implemented and not the management. A first success was quickly achieved: The physical complaints decreased and everyone had noticed the effect.
After this, the workers took the responsibility to realize ideas. The knowledge of ergonomics and safety experts was brought in, but the staff at the production line did most of the work themselves. They became proud of their involvement in the project.
Employees were increasingly open to change; even for job rotation or stretching exercises with a physical therapist. In total, more than 70 changes were implemented.
Examples of this are:. The pilot group of older workers were as productive as their younger colleagues. This included bom time employees spent to participate in the workshops, the time spent by the ergonomist and physical therapist and the direct costs. The investment is relatively small compared to the delivered productivity improvements.
BMW has applied the successful method in other factories as well. The most important differentiating factor is the capabilities of the staff. Mauermann from the magazine Harvard Business Review is attached.
How BMW is defusing the demographic time bomb.
Home About the knowledge bank Contact. Back to start Properties.
How BMW is defusing the demographic time bomb – BMW uses the ability of the staff in the production line to create solutions. Examples of this are: RSS feed Right to copy – Database – website: