tcb_roadmap_to__qualitiy_vol1

Encourage them to be both problem conscious and

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: leave out post-boxes to receive them. d. Set concrete goals for suggestions in each workplace. e. Create a work atmosphere in which members are willing to make suggestions, and show a real interest in receiving suggestions. f. Evaluate suggestions fairly and quickly, and let each employee know what you think of his/her suggestion. When you have to reject a suggestion, tell the employee why. g. Select suggestions which will really have an impact on improvement. h. Display those you have selected on bulletin boards, or other places where everyone can see them. Put up graphs showing the number of proposals that have been received. When they have been implemented put up graphs that show the amount of money they have saved. This will encourage the different sections to be competitive in coming up with good suggestions. i. Implement accepted suggestions as quickly as possible. Some may of course take time to implement: they may require changes in equipment or products, or may involve other departments. j. Once the suggestions have been implemented, and their positive effect has been confirmed, standardize them. Then integrate them into the production control system: i. Establish a procedure to control the new or improved process. ii. Inform all employees of the new control procedure. iii. Place an employee in charge of control, and educate and train him or her. Unit 4 - Managers: Managing People 18 A Roadmap to Quality Unit 4.qxd 3/10/05 12:57 PM Page 19 Figure 4.5a Tips for evaluating and giving commendations (page 20) Figure 4.5b Examples of suggestions (page 20) Figure 4.5c Proposal Sheet 3. Suggestions for improvement may come from individuals or groups. Once the QC circles get going, most suggestions will come from them. These circles will lead to cooperation and therefore to more and better suggestions. Once employees are aware of the contribution they can make to product quality, they will be motivated to look for ways of improving their work processes. You will often find at the planning stage that the opinions of employees in the workplace will be useful both in gaining an understanding of the problems and in implementing the plans. Discussion The following questions ask you to think about how the ideas in the text could be applied in your company. Some of these ideas may not be relevant to you. Concentrate on those that are relevant. Keep notes of your conclusions – you will need them to prepare your Action Plan afterwards. Where appropriate ask yourself the RADAR questions. Note: Always include in your discussion any figures referred to in the text, if you feel these are relevant to your company. a. Parag. 1. How willing are employees in your company to make suggestions for improvements? Are they encouraged to do so? Can you give any examples of useful suggestions that they have made? b. Parag. 2 presents guidelines for setting up a suggestion scheme. Apply the RADAR questions to these. c. Figure 4.5b gives examples of suggestions for improvements over a three-year period. Examine these and identify one in each of the eight categories that would be most attractive to achieve in your company. Then make out your own list of desirable improvements in each category. Action plan Take the ideas you have found useful in the text, and in your discussion, and present them in a well-structured plan for introducing improvements in your company. Alternatively you may choose to prepare one action plan when you have discussed several texts. You might like to follow the 6-Point Structure. A Roadmap to Quality 19 Unit 4 - Managers: Managing People Unit 4.qxd 3/10/05 12:57 PM Page 20 Figure 4.5a Tips for evaluating and giving commendations 1. Do not use only monetary incentives to encourage employees. Monetary incentives work better where the control system is inadequate. In addition, incentives may not work where QC activities are in full operation. 2. These evaluations and commendations relate to the achievements of those who make suggestions (individuals or groups) and are not part of performance ratings. 3. Consider how much employees have studied and to what extent their skill levels have improved. It is important to evaluate employee progress. 4. Consider the autonomy, cooperation, and willingness of employees to participate. 5. The evaluation must lead to giving due praise. 6. The evaluation and commendation must be conducted in such a way that the members can make the most of them in future activities. Figure 4.5b Examples of suggestions Details of suggestions Year Number of suggestions Quality: Reduce the number of defective products; improve quality; and minimize complaints, problems, and variability in quality. 1995 1996 1997 40 50 60 Manufacturing: Improve operations, prevent careless mistakes, use foolproof devices, and encourage observance of work standards. 1995 1996 1997 25 23 26 Control: Establish control items, devise a method of standardization, and establish a system for preventing the recurrence of problems. 1995 1996 1997 30 40 35 Cost: 1995...
View Full Document

This note was uploaded on 10/07/2013 for the course MKT marketing taught by Professor Anamika during the Spring '12 term at Punjab Engineering College.

Ask a homework question - tutors are online