KOLDO SARATXAGA PDF

May 06 2020
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Koldo Saratxaga Garrastatxu. likes. Local Business. View the profiles of people named Koldo Saratxaga. Join Facebook to connect with Koldo Saratxaga and others you may know. Facebook gives people the. Pedro Goruspe’s new book “El inconformismo de Koldo Saratxaga, semilla del éxito de Irizar Group y Ner Group” [The non-conformism of.

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Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days.

In total there were more than minifirms which consisted of about 4 to 5 people and a team leader.

Book launch “The non-conformism of Koldo Saratxaga”

Within Irizar constant communication — both internal and external — was strongly encouraged. The highest paid person within the company could earn a maximum of three satatxaga the salary of the lowest paid one. What Koldo did in was radical and innovative in the Basque Country, or everywhere. Koldo introduced a model at Irizar that was completely different from any other model in their industry.

When Koldo joined Irizar in the company was in deep crisis.

So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market. While checking off their renowned Bucket List they share everything they learn. But more importantly, our model was based on interpersonal trust.

These factors assessed specific aspects of knowledge, service level, market share, satisfaction and financial situation of each customer.

So we cut it off at the pass. This meant leaders published their ideas, decisions and other news in a monthly internal magazine. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets. Their speed was never in line with the outside environment.

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Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed.

Nothing should be hidden from staff. I totally agree with what the guy did, my comment which I admit was a bit too strong was meant to suggest that it was not necessarily a good example zaratxaga it would be a lot easier in the Basque country, where the largest corporate concerns tend to be co-operatives, and in other cultures, the problems would be very different and much more difficult.

I think you should read the next blog post www.

Professional Meeting with Koldo Saratxaga

The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa They had their own space and their own department with their own key. This happened to us again last week, when we visited Bilbao Spain. From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis. Team members were often part of more than one minifirm.

The Liberation Of Factory Workers: From Near Bankruptcy To Double-Digit Growth

Koldo simplified the compensation policy into one with sarafxaga three wage levels. Every team member involved in manufacturing received the same salary, regardless of experience or age. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a Some of the results have been just as spectacular as Irizar.

In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao. They understood and were grateful a few months after we made the decision. The million dollar question is how Koldo achieved such spectecular growth.

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Or check out any of the more than 50 stories of companies that have done similar things including examples in London and New York. But, the team members did share in the profits of the organization, which were evenly split over everyone. An almost flat organization which consisted saratcaga three main groups:.

The cooperative movement is full of principles praising transparency and other democratic measures, but most of the cooperatives especially those belonging to the Mondragon group are quite hierarchical even if workers vote in reality similar to shareholders in listed companies.

Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less. Evaluations were solely based on team performance, and individual evaluations were avoided. Bonuses and commissions were banned. After his period at Irizar, he started his own company K2K Emocionando to support other organizations to transform the way they work. He did this in the Basque country where co-operatives are a way of life.

The minifirms enjoyed a high level of autonomy, and were given kolvo to make decisions on their projects. There was no control to clock people in and out of the factory. Team members were assigned to projects and team leaders were chosen by the team members themselves. Next, he transformed their outdated saratxwga system that was composed of a traditional hierarchical structure and a clear top-down decision making process.