In this seminar we will follow the further development of autonomy within Matt Black Systems.  Starting from four Lean work cells that were each customer-facing, owners Andrew and Julian allowed them to contract with each other and with central services like accounting, inventory, and so on as though they were each a separate business.

Things got interesting when the cells realized that they were often better off doing things themselves rather than paying a central service to do it.  By tracking their own metrics carefully, and making use of these internal markets the cells eventually dissolved the central services.  “It is not a question of how to eliminate problems, but which set of problems is best to live with in the long term.” – p. 55

Optional Reading to do:
500%: How Two Pioneers Transformed Productivity – The First Truly Self-Leading Organisation
Chapters 5, 6

Sub-topics in the Chapters:

• Changing a physical structure; devolving the central stores function.
• Devolution of centralised purchasing
• Dismantling silos, integrating work, removing dependencies
• Creating an internal market (essential to maintaining the focus on value)
• Rewarding people, salary and success bonus