4-EMPLOYEE INVOLVEMENT
REFERENCESTotal Quality Management by Besterfield et al
Quality Planning and Analysis by Juran and Gryna
The Management and Control of Quality by Evans and Lindsay
Course OverviewIntroduction to TQMHistorical Review of QualityBenefits of Quality ManagementQuality Guru’s and their
ContributionTQM InfrastructureLeadership & Strategic PlanningStrategic Quality PlanningTQM program Implementation
TQM Infrastructure
Customer relationship
management
Leadership and strategic
planning
Human resources management
Process management
Data and information
management
Revisiting HistoryThe Taylor System (late 19th & early
20th Cen)Supervisors & Workers lacked
education required for essential decisions
Separate Planning from executionEngineers & Specialists to planSupervisors & workers to executeResults: Spectacular increases in
productivity. Wide spread acceptance
Some Draw backs of Taylor System (Later known as Scientific Management)
Workers do not understand their contribution to organizations’ mission
The work itself is monotonous & meaningless. Lacks self accomplishment
Feedback about info they need to regulate the process often inadequate
Little opportunity for workers to participate in Quality Improvement Projects
Inspectors rather than workers responsible for Quality
Human Resources
Only resource competitors
cannot copy
No organization can survive
without good people, who are
improving (Deming)
Human Resources
Management: “Activities
designed to provide for and
coordinate people of an
organization”
TQ-Based HR PracticesCommunicate the importance of
each employee’s contribution to TQ
Stress Quality related synergies through team work (a whole is greater than sum of its parts)
Empower employees to “Make a difference”
Reinforce individuals & teams with rewards & reinforcements.
Realizing Goals through…..
Promote team work and skill sharing across work units
ExamplesFedex: 4000 Quality Action TeamsBoeing airlift and tanker
operations: Over 100 integrated product teams consisting engineers, work-team, customer & supplier
Organize & manage work to promote cooperation, empowerment and innovation
Realizing Goals through…..Empower individuals and teams
to make decisions that affect quality & Cust-Satisf
Effective Performance Management, compensation, reward & recognition systems
Effective systems for hiring and career progress
Extensive investments in training & education
EmpowermentDifferent from delegation or job
enrichmentDelegation refers to distributing
and entrusting work to othersEmpowerment requires that
employee is held responsible for the whole task
People generally want to be more in charge of their jobs and careers
TeamsSource of Employee InvolvementA group of people working
together to achieve common goals
The objectiveSolve a problemImprove a processDesign a productAudit a process etc
Types of Teams
Process Improvement Teams
Cross Functional Team
Natural Work Teams
Self Directed Teams
Quality Circles
Process Improvement Teams
Includes representative(s) from each
operation of the process (Mandatory
Participation)
Improve or develop specific business process
External or internal supplier/customer could
be added depending upon location
Usually disbanded after the objective is
achieved
Cross-Functional Team
Represented by each functional
area representative (6-10
members)
May include customer or supplier
Usually temporary with the
exception of product review team
Self Directed TeamsExample of empowered organizationDiscretion to organize their work subject
to organizational work flow requirements
Team coordinator to liaison with senior management (can be rotational)
Meets daily to plan activities. Decision making usually by consensus
68% of Fortune 1000 companies use SDT
Only 10% workers are involved in them
Quality CirclesGroup of work force level
employees usually from one functional area
Voluntary participation in weekly meeting (on company time)
Select and address quality problems that occur within their department
Provided training on problem solving techniques.
Quality Circles Cont…..Pursue two types of goalsPersonal well being of the
employee: Removing frustrating issues related to work environment
Well being of the company Later on solve company
problems with focus on products and process
Benefit: Improved quality for both internal & external customers
Quality Circles: BenefitsImprove individual self respectIncrease respect b/w supervisors &
workersChanges workers’ negative attitudeReduce conflict stemming from work
environmentWorkers understand why many
problems cannot be solved quicklyInstills in workers better
understanding of product quality
RecruitmentGoal: Success of recruits on the jobRemove defects in the hiring processFocus on enthusiasm, creativity &
flexibility rather than only on cognitive ability
To apply quality principals at work all workers must have basic mathematics & logical thinking abilities
Managerial roles shift from directing & controlling to coaching & facilitating
Growth in horizontal direction more useful
TrainingCompanies committed to TQ invest
heavily in trainingOne of largest initial costs of TQ
initiativeUsually includes quality awareness,
leadership, project management, communications, teamwork, data analysis, meeting customer requirements, process analysis, waste reduction, cycle time reduction and error proofing etc
CompensationMonetary benefits possible
source of dissatisfactionObjective: Reducing un
explainable variation in payTQ focused organizations base
compensation on the market rate for an individual with proven capabilities & then make adjustments according to experience and capabilities
Recognition & RewardsCan be monetary or non
monetaryMight include trips, promotional
gifts, clothing, time off, or special company sponsored awards and events
Works better for hourly workers than for managers and technical employees
For these groups stock options are more successful
Should involve every one
Recognition & Rewards cont….Tie rewards to quality based
measurable objectives (reward for each suggestion implemented)
Publicize extensively (newsletters, wall of fame, certificates, special lunch etc)
Performance AppraisalsHow one is evaluated determines
how one performsProcess for evaluating and
generating info about employee’s effectiveness & efficiency at work
Objectives: Feedback to employees, assessing training needs, identify people for promotions etc
Performance Appraisals: FlawsFoster mediocrity & discourage
risk takingFocus on short-term measurable
resultsFocus on individuals & destroy
team workProcess is detection oriented
rather than prevention orientedUsually fail to distinguish b/w
factors that are in employees’ control and those that are not
Performance Appraisals cont…Many companies are now using 360
degree evaluationSome are replacing evaluation with
personal planning & development systems
Manager meet employees to set future expectations
Identify training needs, provide coaching and reward continuous improvement
No stigma is attached to failure. Develop each individual to the fullest
Measuring Employee Satisfaction and EffectivenessSatisfaction
◦Quality of worklife, teamwork, communications, training, leadership, compensation, benefits, internal suppliers and customers
Effectiveness◦Team and individual behaviors; cost,
quality, and productivity improvements; employee turnover; suggestions; training effectiveness