From barely listening to involving more than 40% of the workforce in improving everyday work. Michelin launched a process to improve the employee experience in its factories, starting with those working on the production front line.
The challenge
Clear signs had begun to appear: lower engagement, higher absenteeism, and greater turnover.
But the deeper issue was something else:
people did not feel heard, and there were no real spaces to address everyday problems.
Michelin decided to open a strategic line focused on improving the employee experience, beginning with frontline workers at the Vitoria plant.
Actions
We designed and facilitated a process based on Design Thinking and participation, which included:
- Diagnosis of the local reality and alignment with the global strategy
- Methodological design of the entire process
- Facilitation of participatory spaces on the factory floor
- Alignment with leadership teams
- Internal communication strategy and deployment
- Training of internal facilitators
- Support for implementation teams
Manahmana’s contribution
Beyond the actions themselves, our role was to create the conditions for the process to work.
We brought structure to a complex context, creating spaces where necessary conversations could take place.
We facilitated the real participation of factory workers, connecting different levels and encouraging the co-creation of shared solutions.
In addition, we helped ensure that decisions were understood, shared, and sustained over time.
Results
- More than 40% of the workforce was involved in the process
- 13 teams worked on implementing real improvements
- Progress was made in key areas such as ergonomics, flexibility, onboarding, and internal communication
- Greater empathy was created between levels, closer leadership, and more collaborative teams
The impact was so significant that the model has been extended to other international plants within the group.