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Liebherr Thailand Improves with THE

posted 24 Oct 2010, 01:17 by Terry Wilcox

The Liebherr Group comprises of more than 100 companies on every continent of the World and employs a workforce of more than 32,000 people. Liebherr produces a very wide range of industrial products including cranes, construction machinery, mining trucks, machine tools, material flow technology through to refrigerators, freezers and aeroplane technologies. The Thailand based subsidiary was founded in 1998 and now has a workforce of over 200 employees. At this plant they focus primarily upon concrete technology products producing batching plants to mix concrete and truck mixers to transport the concrete. These are sold domestically and throughout Asia. Liebherr has an excellent name for quality, customer service together with manufacturing well designed and reliable machinery. They are a market leader within the concrete industry and many, many of their trucks are delivering concrete throughout Thailand and the rest of the world.

Liebherr aspire to develop a working environment where employees continually improve their ability to achieving their goals; where new and expansive patterns of thinking are sustainably established; and where people are continually learning to understand the whole. Therefore, Liebherr understands that particular views and ideas from outside the organization, in addition to its own internal visions and strategies, are a significant component to introduce change and engineer the organisation for continuous improvement.

In order to improve their processes, procedures and interdependencies within the organization, Liebherr Thailand commissioned a consulting and training program from Mr. Terry Wilcox, founder of the Theory of Human Excellence (THE). After a comprehensive introduction of THE theory to the Senior Management of the organization, THE’s principles were used within a project to induced structural changes to the organisation. Increasing the efficiency of the project and also of the organisation as a whole was one of the key targets. The Project Manager and the project team were therefore also introduced to the concepts and approach of T.H.E.  

The project manager was working together with Mr. Wilcox for two months and used the THE approach on the project, plus on his own decision making process and rational. His view on the project:

“For me as a strong intuitive and fire fighting type of person, as soon as I see a problem, I try to solve it immediately, sometimes without thinking too much or thoroughly about how to solve the problem. As soon as I have a solution I just go for it. So what THE helped me to appreciate is that there are other ways of approaching tasks and issues.

Another significant point for me was that it is possible to get into another Zone; to change yourself; your behavior and your patterns during work. The Zone a person is in can be very different depending on the situation or environment around that person. For instance, a person can be in a different Zones when working, playing sport or relaxing with his family.

Finally, THE showed me where my strengths and weaknesses at work are, whilst extended my usual pattern of thought. I understood how to use different decision methods or styles and it really made me use much more of my brain power. It drastically changed my way of approaching issues and THE offered me alternative approaches to problem solving. During the actual project I adopted more strategies to follow or apply in certain management situations. These changes made the project more efficient and changed my style of working to a more structured and effective way. This also gave me more room for thinking about strategic topics and more closely controlling them rather than just problem solving”

Throughout the whole Thai organisation, even those employees who were not part of the project team, THE had an effect on their understanding of the organisations and employee behavior patterns. Conflicts and issues between people were discussed more openly and people understood the rational of decisions, plus they were able to reflect and understand their own thought processes alongside that of their colleagues. All employees using the approach have been empowered and the organisation as a whole is able to understand and change significant patterns. This new tool empowered Liebherr Thailand to become more efficient, plus create a constantly learning and improving environment.

Once more, Liebherr Thailand would like to thank Mr. Wilcox for his consultancy and is happy to recommend the Theory of Human Excellence as a practical and useful tool to help obtain a clearer picture of what is happening in an organisation and being able to adopt change to increase efficiency. 

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