Why suggestion programs fail
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Why suggestion programs fail

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dal libro THE NEW SHOP FLOOR MANAGEMENT

dal libro THE NEW SHOP FLOOR MANAGEMENT

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    Why suggestion programs fail Why suggestion programs fail Presentation Transcript

    • Why Suggestion Programs Fail
      • Tratto dal libro THE NEW SHOP FLOOR MANAGEMENT
    • Why Suggestion Programs Fail
      • People jump into the program without much preparation, or commitment
      • The program is developed more as an independent entity than as part of a total approach toward continuous improvement
      • Most people don’t share the understanding that the higher the number of suggestions, the higher the morale of the people, and the better the performance in QDC and S (Safety)
      • Getting more people involved in even a small improvement is not considered important
      • The people who make suggestions are different from those who implement them, i.e. people are not responsible as project leaders for implementing ideas.
      • The evaluation process is too complex; it takes too much time and effort. By trying to be fair and accurate, it ends up creating a bureaucratic nightmare.
    • Why Suggestion Programs Fail
      • There is no strong initiative to learn from successful companies to promote the program
      • The accomplishment are not shared with people. As a result, people do not get feedback or stimulation.
      • The lack of feedback to people regarding their progress, either good or bad, makes them think that the program is not important to management
      • The feedback to a person making a suggestion is taken lightly. There is not enough couching and guidance given for the person to grow.
      • The reward may be too high, leading people to think their small ideas does not count.
    • Example of Suggestion Programs Consciousness-driven, easy to administer No awards are given. Suggestion are considered part of job Informal Easy to administer: emphasis on people’s ownership to implement ideas Only ideas that have been implemented qualify. Expecially suited for those who have experience. After-the-Fact More formal type program Awards vary from entry award to profit sharing contributions. Jackets, hats, etc.. may be given, too Formal Emphasis on having fun Everybody gets a ticket for each suggestions for a draw every month to win award Potluck Emphasis on teamwork Free donuts or lunch are given to the team when a certain number of suggestions are made Donut / Lunch Comments Description Type
    • Implementing an effective Suggestion Program
      • Preparation Phase
      • Startup Phase
      • Expansion Phase
      • Further Improvement Phase
    • 1. Preparation Phase
      • Managers explore starting a new program or revamping a dormant one.
      • Without their full support, though, the program may be initiated with high expectations (much like shooting fireworks) that it may not be possible to sustain. To avoid this, proper preparation is a must.
      • There must be a commitment at the top to make it work. The objective is a successful, longlasting program
      • If expectations are unrealistically high, people will lose confidence and the program will be short-lived.
      • One effective exercise to increase understanding of the program is to list ideas that have already been implemented at the shop floor. Doing so will give people an idea of what can be done on their own initiative.
    • 2. Startup Phase
      • Getting the taste of success is the key here.
      • When the number of suggestions starts to slow down, as typically happens, it is time for managers (and employees) to come up with ideas to improve the situation.
      • Perhaps people’s suggestions have not been focused on what they can do on their own.
      • Managers’ impatience, failure to follow up suggestions, or lack of understanding and leadership in the program may be the problem.
      • Unless these problems are resolved, the future of the improvement program will be in jeopardy.
    • 3. Expansion Phase
      • Once the number of suggestions increases and then stabilizes, people will have established a much stronger experience base. There may be both interesting and mundane ideas.
      • Since the participation of people is typically more important than the content in this phase , the quality of suggestions may vary.
      • On the management side, there may still be problems such as lack of sharing of improvements ideas among people, lack of recognition (awards, articles in plant newsletter, etc.) and insufficient guidance . There problems need to be addressed before the program can be declared a success.
    • 4. Further Improvement Phase
      • Once the number of suggestions increases and then stabilizes, people will have established a much stronger experience base. There may be both interesting and mundane ideas.
      • Since the participation of people is typically more important than the content in this phase , the quality of suggestions may vary.
      • On the management side, there may still be problems such as lack of sharing of improvements ideas among people, lack of recognition (awards, articles in plant newsletter, etc.) and insufficient guidance . There problems need to be addressed before the program can be declared a success.