Barries and Fears in Work - Assignment Example

Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force”: Instead of requiring unrealistic goals, since all workers and the system are a human creation, expectations should reflect a level of breakdown. Instead of quotas, employees should be encouraged to do their best.

Rewards and punishments should be based on the performance of the worker, not the system or machinery. For example, a broken machine should not impact employees negatively. Machines wear down and break. Laying off employees or sending them home due to mechanical failure should be the last option. Companies always need to have cleaning, trash removal, or other mundane chores that employees can complete while their machinery is being fixed. If the factory workers feel that they are part of the team instead of part of the machinery, work can be more productive in a comfortable environment.

“Eliminate work standards (quotas) on the factory floor. Substitute leadership”: Instead of quotas, leaders should be on the factory floor encouraging good work habits. If a leader, manager, or foreman is visible, employees have an incentive to work harder. When seeing an employee talking on a cell phone, or being unproductive a leader can nip it in the bud right then. “Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership”: Management that is not seen but heard through dictates, letters, or other means does not impact the employees as much as true leadership does.

A foreman that has their own machine and works alongside the employees will inspire employees to work better and more efficiently.    “Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality”: Instead of placing an emphases on the number of hours an employee works or the quota, emphasize quality. An employee must be proud of the product and environment that they work in.

Supervisors need to reward individuals that do a good job and put out quality work. “Remove barriers that rob people in management and in the engineering of their right to pride of workmanship. This means, inter alia, the abolishment of the annual or merit rating and of management by objective”: Instead of having yearly merit ratings, bonuses should be given on a regular schedule. Bonuses do not have to be extravagant. If a product is completed that is when bonuses should be given.

Acknowledgment is better than bonuses. A newsletter or other publication for the company should keep everyone informed of those doing a good job. Employees of the month are also good incentives.  “Institute a vigorous program of education and self-improvement”: The obstacle to education and self-improvement is cost and motivation. If the company pays for education and self-improvement, many employees would try to better themselves. The more education an employee has the better for the company.

If education is given during breaks or other company time, an employee might be more likely to take the training. This only helps the company.  “Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job”: A company should work for a common goal. No one should be left out. If people are working against each other a company will fail. The company should have team players working to better the company for everybody.