3 take a long term approach a long term look is

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3. Take a long-term approach. A long-term look is essential. In contrast, less enlightened companies expect instant results. Can we implement such a short-term outlook generally creates problems instead of overcoming barriers. A long-term plan is important to success. What is long- term? The answer depends on your situation. Anything less than three years is probably short-term. 4. Start small in beginning the Quality Improvement journey, start small. Baseball teams are successful when they hit many singles "bunched together" instead of two or three home runs scattered through the course of a game. That is true in business as well. Look for the Small gains by starting small. Begin the quality process by departments, for example, instead of company- wide. Look for the small improvements. Focus attention in those areas. Why small? We must learn to walk before we run. 5. Focus on teamwork. Many-managers believe they have a team when they bring a group or task force together. It is easy to have a group, but more difficult to build a team. Teams need training in how people work together, how teams function, what process will be used, and group dynamics. Teamwork must cut across organizational lines. It is important that people from different departments work together. 6. Impart Training. It is an important and specific management responsibility. The manager role is to identify training needs and provide needs- based training oriented to on-the job results. Training is critical to the organization's survival. Whether the training is simply how to set up a machine, how to do a job, how to operate a computer, or sophisticated statistical methods (such as designed experiments and process-control systems) it must be practical. It is imperative to identify needs that employees must meet for success. People do not need training in more than they need to know. Too much information can confuse and frustrate them. 7. Communicate . Employees need to know, "What's going on" to be effective. Management needs to know "what's going on" to be effective. Customers and suppliers need to be involved in "what's going on." Communications can be a four- lane highway instead of a one-way street. This can be represented by a square or a rectangle involving customers, suppliers, employees, and management. The manager ignored what the employee was saying rather than take action. Improving communication is one of the most important ways to overcome barriers. 8. Encourage employees. The manager's role should be that of an encourager instead of that of a nay-sayer. Good leaders assume the role of an encourager. The day of the "policeman manager" is gone. The manager's role is to be involved with people and encourage those actively involved in quality improvement. Encourage
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218 those who are not involved to get involved. The effective manager is a positive questioner and an encourager.
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