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MOTIVATION FOR QUALITY

"There are no bad sailors, only bad officers."

Earl Mountbatten of Burma

TAYLOR'S APPROACH TO MASS

PRODUCTION

Development of concepts and methods for measuringwork and analyzing jobs into simple task elements

Recognition of the need to match worker's abilities to jobsthrough selection and training

The concept that incentives will be most

effective if dependent on goodperformance and provided soon

after work has been completed

Recognition of the need for goals

to be specific and clearly understoodby all involved in their attainment

INDIFFERENCE THEORY (THEORY X)

Labour is a commodity which can be purchased asneeded like materials.

Work in inherently distasteful to most people and

will be avoided if possible; what people do at work isless important than what they get paid for doing.

Workers can be influenced to perform in thedesired manner with monitory incentives for

meeting standards and with penalties for failure.

Fewer workers want or can handle work whichrequires creativity, self direction or self control.

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CRAFTSMANSHIP THEORY(THEORY Y)

Workers are viewed as the most important asset to theorganization:

The work itself is viewed as a potential source of satisfaction

to workers if it provides opportunities for successfulaccomplishments.

Most workers are viewed as able and willing toexercise self control and self direction.

Workers are assumed to have an internal drive

for accomplishment and derive satisfactionfrom producing results of craftlike quality.

The organization, however, gives workersmeaningless, monotonous jobs which stifletheir natural drive.

CRAFTSMANSHIP THEORY

(THEORY Y)

Workers become frustrated because they cannot

attain the satisfaction they want from the jobManagements job is to create the conditions under

which workers can contribute meaningfully to thework and exercise self control.

Indifference Theory Craftsmanship Theory

Use of piecework and Emphasis on day-work

bonus payments

Dependence on Reliance placed on

inspection for control production personnel

of quality

Dependence on Operators and setters

inspection for accept responsibility

setting of machines for their machines

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Indifference Theory Craftsmanship Theory

Inspection records used Inspection used to

for determination or assist operators and

bonus payment for general control

Emphasis on financial Establishing causes ofpenalties for poor work failure and attempting

to remedy

Poor relationships Co-operation between

between operators and operators and inspectorsinspectors

Indifference Theory Craftsmanship Theory

Criticism of defective Constructive criticism

work aimed at operators aimed at reasons

Operators disinterested Operators have genuine

in work and tend to interest in the qualitymislead inspectors of their products

Operators not expected Operators positively

to contribute to ideas to encouraged to contributeimproving products ideas for improving

processes and products

The indifference theory shows workers attitude depends

heavily on

Use of financial incentives,

Control by other people,

Extensive use of narrow specialists.

Results in low morale, boredom and indifference.Most unlikely to encourage a constructive attitude.

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A company whose management philosophy demonstrates a belief

of its workforce will discover the workers will display:

u Better self control,

u Greater pride in their work

u More self confidenceu Loyalty to the company and its customersu High productivity

u High levels of skillu Responsibility

u Good Motivationu More involvement in their job

u Better quality products

Decision

Plan

Execute

Check

Taylors Concept

management

responsible for

all decisions

and problem

solving

employee

merely

carry out

instructions

Decision

Plan

Execute

Check

Scientific Management

large part ofcontrol developed

from manager to

specialist

employee

merely

carry out

instructions

Specialist

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Instructions Plan

ExecuteCheck

The Craftmanship Method

management

provides all

resources

and training

employee controls activities

Motivation -Hygiene Factors

Herzberg

Hygiene Factors Motivational Factors

Policies and Administration Achievement

Supervision RecognitionSalary Work Itself

Interpersonal Relations ResponsibilityWorking Conditions Advancement

QUALITY CIRCLES

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BACKGROUND

Quality circles are quality improvement studygroups. A circle is composed of workers (usually nomore than 10) and their supervisor who functionsas a leader.

The emergence of quality circles was a naturalconsequence of a top down process of statisticaland quality management education

that began with senior management

and worked its way down the

organisational pyramid to the

engineers, supervisors and shop

floor foreman.

Quality circles where formalised in Japan,

by Kaoru Ishikawa, in 1960.

A typical Japanese quality control circle consists of a firstline supervisor and a small group of operators who meetvoluntarily to help solve quality related problems in theirdepartment.

The initial success of Quality Circles has been documented bynumerous examples of quality improvements brought byemployees identifying specific quality problems, proposingfeasible solutions, and with the concurrence of managementimplementing the most feasible solution proposed by thegroup.

Quality Circles were introduced into the

Aerospace industry in the USA in 1975,

and at the Rolls Royce Aero Engine

Plant at Derby, UK in 1978.

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For quality circles to be truly successful, it is now evident th atmanagement at every level must be genuine proponents ofMcGregor's Theory Y, believing that their workers have avaluable potential for contributing to the well being of theenterprise.

When fully involved with their views sought and listened to atevery stage, workers may come to see Quality Circles as a trulybottom-up change agent.

workers management

OBJECTIVES

To build a strong workshop

To establish a state of control. To enhance morale

Human relations To improve work methods To encourage voluntarism

To encourage works to think well and use

wisdom To broaden the way of thinking To improve the income of the employees

To improve quality assurance To allow specialists to devote their time to

proper jobs

SETTING UP QUALITY CIRCLES

Establish a Steering Committee

Appoint a Facilitator

Appointment of Circle Leaders

Training of Circle Leaders

Selection of the Circle Members

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QUALITY CIRCLE OPERATIONS

The three basic functions of a Quality Circle are:

to identify,

analyse

and solvequality problems.

QUALITY

STANDARD TECHNIQUES

Brainstorming Cause and Effect Analysis

Data Gathering Pareto Analysis

Presentation Techniques Group Leadership and Motivation

Statistical Quality Control Problem Solving Techniques

SOLVING PROBLEMS

The scope of the circle may be expanded to include topics

such as cost reduction, safety, absenteeism, delivery, facilityplanning, jigs and tools and production control.

Circles have spread from shop floor to the warehouse, fromthe plant to the office and from the

manufacturing to the service sector.

A coalition of two or more circles in aninternal supplier-customer relationship

may form a joint circle.

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You WillVolunteer

Failure of Quality Circles

FAILURE OF QUALITY CIRCLES

uOrganisational Culture

uEconomic Conditions

uCooperation

uLack of Time

uTurnover, Promotions, Transfers and Retirement

uNon-Observance of Quality Circle

Principlesu Inadequate Resourcing

uDisillusionment

u Formation of Elite Groups

SUMMARY

Paying attention to job satisfaction, improvement inteamwork, higher morale and motivation soon have theeffect of improving productivity in the long run.

The Quality Circle

concepts and philosophyare intrinsically sound formodern organisations and

the problem seems to bemore on how to implement

successfully.

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TOTAL QUALITY MANAGEMENT

commitment team work tools

TOTAL QUALITY

TQM IS PEOPLE DRIVEN

Quality System(ISO 9000)

Management

Commitment

Tools(SPC etc)

Teamwork

THE TQM MODEL

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You cant carryon trying to do

everything onyour own weneed teamwork

TEAMWORK

The use of the team approach provides:

A greater variety of problems may be tackled, which arebeyond the capability of any one individual, or even one

department

The problem is exposed to a greater diversityof knowledge, skill and experience

The approach is more satisfying to team members andboosts morale

The problems which cross departmental of functional

boundaries can be dealt with easily

The recommendations are more likely to be

implemented than individual suggestions

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Several f acets of TQM are summari sed below:

u recognising customers and discovering their needs;

u setting standards which are consistent with

customers requirements;

u controlling process and improving their capability;

u establishing systems for quality;

u management's responsibility for setting quality

policy, providing motivation through leadership,

and equipping people to achieve quality;

u empowerment of people at all levels in the

organisation to act for quality improvement.

WILLIAM EDWARDS DEMING

(1900 - 1994)

WILLIAM EDWARDS DEMING

uAmerican Statistician who worked with ShewartuContributed to the American war effort by teaching

statistics and quality control techniques

u1947 sent to Japan (by the American Government) tohelp in the reconstruction of industry

u1950 invited back to Japan

u1960 Japanese create Deming Award

for quality in his honour

u1980 Discovered in the USA

(through a TV documentary)

u 1980 -1994 Total Quality Guru

giving seminars internationally

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Management by

PositiveCooperation

not

Management

by Conflict

The workers work in the system;

the managers job is to work on the

system and improve it with the

workers help

Towards the end of his life Deming was

emphasising three particular themes:

Joy in Work

Innovation -

not just improvement

Win - win

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1. Constancy of Purpose

2. The New Philosophy3. Cease Dependence on Inspection

4. End lowest Tender Contracts

5 . Improve Every Process

6. Insti tute Training On The Job

7. Institute Leadership

8. Drive Out Fear

9 . Break Down Barriers

10. Eliminate Exhortations

11. Eliminate Targets

12. Permit Pride of Workmanship

13. Encourage Education

14. Top Management's Commitment

DEMING'S FOURTEEN POINTS

3. CEASE DEPENDENCEON INSPECTION

uEliminate the need for mass inspection as away to achieve quality by building qualityinto the product in the first place.

uRequire statistical evidence of built in qualityin both manufacturing and purchasingfunctions.

4. END LOWEST TENDER

CONTRACTSuEnd the practice of awarding business solely on the

basis of price tag.

uInstead, require meaningful measures of quality alongwith price.

uReduce the number of suppliers for the same item byeliminating those that do not qualify with statisticalevidence of quality.

uMove towards a single supplier for any one item, on along-term relationship of loyalty and trust.

uThe aim is to minimize total cost.

uPurchasing managers have a new job, and must learnit !

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Who would buy a tyre for his car at the lowestprice ?

The overriding requirement for a single supplieris his burning desire and ability to work withyou on a long term basis

4. END LOWEST TENDER

CONTRACTS

5. IMPROVE EVERYPROCESS

uImprove constantly and forever every process,production and service.

uSearch continually for problems in order toimprove every activity in the company, toimprove quality and productivity and thusconstantly decrease costs.

uIt is management's job to work continually onthe system (design, incoming material,maintenance,improvements of machines,supervision retraining).

10. ELIMINATE EXHORTATIONS

uEliminate the use of slogans, posters andexhortations for the workforce,

demanding zero defects and new levels ofproductivity without providing methods.

uSuch exhortations only create adversarialrelationships; the bulk of the causes of

low quality and low productivity belong to thesystem and thus lie beyond the power of

the workforce.

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Remove barriers that rob hourly workers, andpeople in management, of their right to pride ofworkmanship.This implies, amongst other things, abolition ofthe annual merit rating (appraisal of

performance) and of management by objective.

Again, the responsibility of managers,supervisors, foremen must be changed fromsheer numbers to quality.

12. PERMIT PRIDE OF

WORKMANSHIP

What do you have without pride ofworkmanship?

Just a job, to get money.

There's not much joy in that people get rewarded

for conforming.

No wonder we are on the decline.

12. PERMIT PRIDE OF

WORKMANSHIP

uPeople are unable to contribute what theywould like to contribute to their jobs; theyhave to concentrate on getting a good rating

people f ind out what is important for merit,and do it.

uWho can blame them?

uThe aim is to get a good rating, to please theboss stay in line; don't miss a raise people getrewarded for conforming, no wonder we areon the decline

12. PERMIT PRIDE OF

WORKMANSHIP

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Institute a vigorous programme of education,and encourage self improvement for everyone.

What an organization needs is not just goodpeople; it needs people that are improving witheducation.

Advances in competitive position will have theirroots in knowledge.

13. ENCOURAGE EDUCATION

We're not here to learn skills;

We're here for education

You can install a piece of equipment - but you

cannot install knowledge

What is needed is a profound knowledge

13. ENCOURAGE EDUCATION

u Understanding Variation - identification of special

causes and common causes of variation

u Scientific approach to quality - using statistical tools etc

u Use of Joiner triangle - model for TQM

u Plan-Do-Check-Act cycle - feedback system basis of

many quality assurance programmes eg ISO 9000

u Focus on people as the most important part of the

system

u 14 Points for Management

u Management Commitment

u Education, Commitment and Obsession

u Joy in Work

DEMING'S CONTRIBUTION TO

QUALITY

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THEMALCOLMBALDRIGE

AWARD

Manufactur ing Small Business Service

1988 Motorola, Inc.

Westinghouse Comm.Nuclear Fuel Div.

1989 Milliken & Co. Globe Metallurgical

Xerox Business Productsand Systems

1990 Cadi llac Motor Car Co. Wal lace Co., Inc. Federal Express

IBM Rochester

1991 Solectron Corp. Marlow IndustriesZytec Corp.

1992 AT&T Network Systems AT&T Universal Card Granite Rock

Transrnission Systems Servic esBusiness Uni t The Ritz-Carlton Hotel

Texas Instruments, Inc.,

Defense Systems &Electronics Group

1993 Eastman Chemical Co. Arnes Rubber Co.1994 Wainwright Industries AT&T Comm.Serv

GTE Directories

BALDRIDGE AWARD WINNERS

THE BALDRIGE AWARDThe Baldrige Award has three central purposes:

1. to promote awareness and understanding ofthe importance of quality improvement to thenation's economy;

2. to recognize companies for outstandingquality management and achievement; and

3. to share information on successful qualitystrategies.

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The Award Program is a public-private partnership .A crucial part of this partnership is the wil lingness ofthe Award winners to share information on theirsuccessful quality strategies with other U.S.organizations.

THE BALDRIGE AWARD

For purposes of the Award Program, a "successfulquality strategy" has three principal features:

1. integration with business strategy;

2. active organizational learning processes tyingtogether all corporate requirements and responsibilities -- customer, employee, supplier, productivity, etc; and

3. multidimensional results that contribute to overallbusiness improvement and competitiveness.

THE BALDRIGE AWARD

An applicant for the Baldrige Award is required tosubmit a report summarizing its practices and results,responding to requirements in the examination items.Award applications are reviewed in a four-stage

process by a private sector , volunteer Board ofExaminers.

The first stage consists of multiple, independent,detailed review by at least five Examiners.

THE BALDRIGE AWARD

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uThe top applications are forwarded to the second(consensus) stage to refine the first -stage evaluations.

uIn the third stage, top contenders are site visited (2 to 5days each) by teams of 6 to 8 Examiners.

uA Panel of nine Judges reviews the site visit reports andrecommends Award recipients.

uAll applicants receive comprehensive feedback reports.

uFinal contenders for the Award each receive about 500hours of review.

THE BALDRIGE AWARD

The criteria for the Baldrige Award comprise 28

examination i tems distri buted among seven categori es,

as fol lows:

1. Leadership;2. Information and Analysis;

3. Strategic Quality Planning;4. Human Resource Development and Management;5. Management of Process Quality;6. Quality and Operational Results; and7. Customer Focus and Satisfaction.

THE BALDRIGE AWARD

BALDRIDGE AWARD CRITERIA

FRAMEWORK

Dynamic Relationships

SystemThe system comprises the set of well defined and well

designed processes for meeting the companys customer

and performance requirements.

Measures of Pr ogressMeasures of progress provide a results-orientated basis

for channeling actions to delivering ever-improving

customer value and company performance.

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BALDRIDGE AWARD CRITERIA

FRAMEWORK

Dynamic Relationships

DriverSenior executive leadership sets directions, creates

values, goals and systems, and guides the pursuit of

customer value and company performance improvement

Goal

The basic aims of the system are the delivery of ever

improving value to customers and success in the market

place.

Human ResourceDevelopment &

Management

BALDRIDGE AWARD CRITERIA FRAMEWORK

Dynamic Relationships

Driver

SystemGoal

Measuresof Progress

Process

Management

StrategicPlanning

Information &

Analysis

Leadership

Customer

Focus &Satisfaction

Business

Results

The Baldrige model serves as a verybroad structural guide for quality

transformations, and the assessmentcategories serve as a basis to

evaluate the progress ofimplementation in any organization.

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