The Human Aspect of Quality

From the Oregon-Columbia Contractor, Winter 1995

Empowerment, self-directed work teams, employee participation, training – these are all terms being bandied about when the “people” portion of Total Quality Management (TQM) is discussed.  Many employers understand that there is a quality goal to have employees utilize their minds as well as their hands, but they are unclear as to why they’d want to have employees “think” or how to go about accomplishing the task.

If you can agree with the premise that people want to be involved and that an individual employee knows more about his/her job than anyone else (yes, even more than the supervisor who used to do that 15 years ago), then the “why” answer becomes clearer. If we also consider that the people who work with us are responsible adults who manage households, families, social responsibilities, personal schedules and commitments along with employment, then we must also realize that most employees are not utilizing their full potential if they are restricted to doing only what they’re told is their responsibilities and nothing more.

So, if you agree that you’ve got an untapped resource on your job sites and in your offices, the “how” is a bit trickier. One article alone cannot give you all the answers, but instead give you some simple ideas to think about. But first, a quick review of what to avoid when utilizing employee participation and input.

In 1993, the National Labor Relations Board found that employee committees formed to address terms and conditions of employment may be illegal company-dominated labor organizations that violate Section 8 of the National Labor Relations Act (Electromation, Inc.) In practical terms, until this issue is resolved, putting together teams of employees to develop salary rates, benefit plans, hours of work, etc. particularly when management maintains “final say” in what can be implemented, may not be legal.  However, the NLRB has stated that teams of employees who work only on improving work process should be okay.  Final guidelines on this issue should be developed at some later date by the President’s Commission on the Future of Worker-Management Relations.

Employers tend to shy away from TQM because of the fear that it must be implemented on a grand scale with hoopla and banners, out of concern that all employees will be spending hours in training programs and the fear of an employee take-over of the company. What it takes to implement a quality program with employees is a change in philosophy to see employees as stakeholders and a willingness to take some risks (to let go).  So, we won’t talk about “self-directed work teams” to start – instead let’s discuss simple ideas that you can implement.

Training

Not all employees have to be trained in all skills, but to prep the work force consider two basics: 1) a method for problem solving and decision making, and 2) method(s) for measuring progress and success.  Train a select few with good interpersonal skills to be facilitators (and don’t just choose supervisors/managers).  Other training should be provided, as needed, on an individual basis.  Your supervisors will also need to understand that their role has changed from micro-management of details to one that must coach and encourage innovation and improvement from employees.

Solicit Improvement Input

The ideas that have a better chance of being put to work are those that solve a specific problem or help make a better decision – ask your mechanics and operators for their opinions on new pieces of equipment, consult your carpenters when determining whether or not to use a new method or materials or ask your accounting/payroll clerk what could be done to improve accuracy of paychecks.  More formal suggestions systems should only be used when the review and implementation procedures are developed – a poorly developed system will only demoralize employees and dry up innovative thinking (“why should I say anything – they never listen anyway?”)  If you implement a monetary reward system, base it on implementation and value of innovation, rather than submission of suggestion – but never fail to recognize the effort.  Always provide feedback to your employees on the outcome of the suggestion.

Empowerment

Empowerment, simply put, means, “let them do it.”  More technically, it means allowing employees to implement change within pre-set parameters.  This is the risk-taking at which most employers balk.  It takes faith:  you have to dismiss the fear that your employees will sabotage their place of employment.  It takes a willingness to allow mistakes.  It takes belief that the responsible adults who work for you can think innovatively.  It also means clearly defining the areas in which an employee, a task force or a work-team can affect change/improvement. Take small steps first – allow the mechanic to determine what he/she will need on the truck, procure it and arrange it.  If something’s’ not working and someone suggest doing it differently, allow him/her to try the new procedure. Chances are there will be improvement more times than there will be failure (people don’t intentionally try to fail).

If you’re still not sure about bringing your employees into the quality process – go out and talk to them.  Ask them what’s not working and how they’d fix it.  You might be surprised at the enthusiastic responses you’d get.

Quality: there’s much to be gained for all parties.