Work organisation and innovation in Ireland

Cox, Annette

Overview

Research report

Work organisation and innovation in Ireland

Published: 25 June 2013

Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from three case studies carried out in the Republic of Ireland, where workplace innovations have resulted in positive outcomes and where social partners played a significant role in their design and development. A related report on work organisation and innovation covering 13 European countries was published in 2013.

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Number of pages

40

Reference no.

EF1348

Activity

Employment and labour markets

16 September 2013

Case study

Work organisation and innovation in Ireland - Case study: Medtronic Galway

Medtronic is the world’s largest medical technology company, currently employing around 45,000 staff globally. In its search to become the market leader in its area, around two years ago Medtronic Galway introduced lean processes to both its production and support services. The Galway plant is one of Medtronic’s largest production plants globally and is an important employer in the west of Ireland. Based on a number of case study interviews focusing on its recent workplace innovation, a number of interesting findings emerged, such as: innovation as a necessity for the future of the company; communication as a key factor for engaging employees; mutually beneficial solutions such as smoother production and enhanced staff responsibility; top-down innovation with some involvement of workers; trade union involvement; increase in output and wages – fair reward for extra contribution; increase in productivity; lack of trade union concern over the increase in monitoring staff performance and cross-skilling; interaction between external and internal trade union.

Work organisation and innovation in Ireland - Case study: Kirchhoff Automotive Ireland

Kirchhoff Automotive Ireland, located in Letterkenny, County Donegal, is part of the Kirchhoff Group, a privately owned company headquartered in Germany. It has several divisions including an automotive division that produces single car parts to complete chassis. The operation in Ireland is one of 29 worldwide production sites making stamped metal automotive parts and has been in existence for some 30 years. Customers include car manufacturers BMW, Ford, General Motors and Volkswagen. Two main work organisation innovations took place at this company. The first was the setting up of a works improvement committee, KISC (the Kirchhoff Ireland Steering Committee), in 2009. The second was the adoption in 2011 by the plant of a group lean methodology, KAPS (Kirchhoff Automotive Production System). This case study concentrates on KISC as it is the innovation owned by the site, but it refers to the arrival of KAPS as this has significantly affected the work of KISC.

Work organisation and innovation in Ireland - Case study: SAICA Pack Ashbourne

Employing 92 full-time staff, SAICA Pack is based in Ashbourne, County Meath. The plant produces paper and cardboard boxes for various uses in such industries as food and pharmaceuticals. SAICA Pack Ashbourne went through a significant transformation process over the last two and a half years. This transformation was the initiative of the newly appointed plant manager, with a high level of involvement on the part of the plant employee representatives and the direct support of SIPTU’s Ideas Institute. The Joint Union Management Steering Group played a central role. Over a period of almost two years, all the plant employees were trained in teamworking, problem-solving, project management and other technical areas. New communication processes were implemented and Continuous Improvement Teams were put in place. Progressively, employees started to take ownership of the larger projects in the plant. Motivation and collaboration improved significantly.