It is important to evaluate employee progress 4

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Unformatted text preview: Reduce costs, reduce man-hours, conserve materials, reduce the inventory, and put time to effective and efficient use. 15 1996 1997 20 18 Efficiency: Streamline procedures, reduce delivery time, improve efficiency, reduce downtime, mechanize processes, and use more jigs and tools. 1995 1996 1997 20 25 23 Equipment and facility: Map out a maintenance plan, prevent malfunctions, improve the plant layout, introduce automation, improve jigs and tools, and reduce labor requirements. 1995 1996 1997 10 15 13 Enthusiasm and determination: Improve relationships with others, increase employees’ motivation to improve, encourage suggestions, and improve the attendance rate. 1995 1996 1997 25 28 20 Environment and safety: Implement the 5-S house-keeping campaign, improve sanitation, reduce overworking, and prevent accidents and environmental pollution. 1995 1996 1997 30 40 35 Unit 4 - Managers: Managing People 20 A Roadmap to Quality Unit 4.qxd 3/10/05 12:57 PM Page 21 4.6 Involve your employees in making improvements: support QC circle activities Introduction 1. QC circles are small groups of employees from the same workplace who meet to discuss work problems and carry out improvement activities. Their value lies in the fact that employees themselves are very familiar with the problems in their own work places. When they form groups, they can do a lot together to solve these problems, and to improve the quality of their work. Over a period of time they can make valuable contributions to product quality, productivity levels, cost reduction, facility maintenance and safety procedures. (See Unit 10 for detailed guidelines on QC circles.) 2. It has been found that employees who participate in QC circle activities usually develop quality consciousness, problem consciousness, a willingness to make improvements, and a sense of quality management. There are a number of ways that you can encourage QC circles in your department. Become familiar with QC procedures and techniques 3. You will find details of these in Unit 10. Here, briefly, is the QC problem-solving procedure: a. Select a theme. b. Get a full understanding of the present situation and set targets. c. Prepare an action plan. d. Analyze the key factors to get to the causes of the problem. e. Work out countermeasures to solve the problem and implement them. f. Evaluate the effect of the countermeasures. g. Review and revise the standards, and integrate them into the control system. Figure 4.6a Sample QC themes (page 24) Take an active interest in QC circles 4. QC circles are more likely to bear fruit where management is flexible and open. However, you should not leave them to do as they like. You should keep in touch with the leaders and members, and take a close interest in their activities. In fact, if you set up such groups without taking an interest in what they do, the groups will not produce very positive results. Performance may even deteriorate. a. Encourage all employees to participate: make it clear that QC circle activities have an important function in your company. b. Keep up to date with what the QC circles in your department are doing. Talk directly to the circle leaders and keep records: how many circles are there and how many A Roadmap to Quality 21 Unit 4 - Managers: Managing People Unit 4.qxd 3/10/05 12:57 PM Page 22 members; what themes are they working on; how long will it take to solve them and what method of control is being used? c. Visit the workplace at least once a week to see how the QC circle activities are progressing. This will only take about 5 minutes per circle. Give advice if it is needed, and give assistance to QC circles in other departments whenever you are asked. d. Advise on QC themes when you are requested and be quite clear about what you expect from the activities. Encourage QC group leaders 5. Encourage QC group leaders to: a. Keep members motivated: encourage suggestions, make the most of their sense of competition and their eagerness to improve, and show appreciation of what they have done. b. Begin with simple, specific, immediate problems, or those common to all members, or pertaining to company policy, and then move on to more difficult problems. If it takes too long to solve a problem, members may lose interest. It is best to begin with a problem that can be solved in less than three months, and later move on to more long-term issues. c. Schedule meetings carefully: if meetings are held outside working hours, this should be at a time that suits as many members as possible. d. Do not allow preparation of presentations to cause work performance to suffer, even if this is for important circle presentations. Evaluate the progress of QC circle activities 6. Generally speaking you should evaluate QC circle activities in terms of: a. The number of sessions per month. b. The number of hours per session. c. The number of problems solved per year. d. The number of presentations per year. e. The participation ratio: the number of participants to the number of employees. f. The money saved annually by improvements. Maintain the momentum of QC circles 7. QC circ...
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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.

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