I like what you are saying. Another area where management needs to be careful is to actually listen to ideas from employees. We can't just pay lip service to the idea of asking for their input, we need to actually listen and act on good ideas. Sometimes ignoring input can actually stifle future input.
Great points, Bobjengr. Most of your points come down to communication and involvement. People want to do the right thing. But they have to be treated with respect and courtesy. If they are treated poorly, they will retaliate in subversive ways. I remember the sabotage in auto plants in the early 1970s. I believe it was a direct result of resentment over poor treatment.
Rob, I certainly agree--excellent post. I think employee buy-in is absolutely critical and several ways you get that buy-in is:
1.) Be absolutely honest with employees when describing the intent of the changes and how those changes affect them, short term and long term. Tell them it's necessary to remain competitive and competition is now global and not just local. Show various labor rates in China, Mexico, India, etc and indicate this is what we face on a daily basis.
2.) Make sure employee training allows them to be a participant and not a by-stander relative to the overall process and those changes that might occur during incorporation. We talk about upgrades in manufacturing and not being able to find knowledgeable employees to help with changes when needed. I say let's grow employees--the ones we have and let them operate on a higher level. This is great for retention and continues involvement.
3.) Management must be involved day one and that involvement must continue on a daily basis.
4.) It is very important to indicate to an employee the cost of scrap and the need to minimize scrap.
5.) Also, indicate the cost of quality. An "off-quality" product, in the manufacturing phase, is expensive and deducts from the bottom line. Spell it out.
I personally feel we are the most productive country on the planet and can provide the most cost-effective products, if we make the effort.
I certainly agree it can be difficult, Jmiller. I was once involved in a project for improvement that involved most of the employees of a small business. We had weekly meetings for months. At first we just covered the obvious. In time employees began to complain about the weekly meetings, but in time, we began to discuss real issues that made a real difference.
These days the manufacturing process has completely changed it has included more software and very less hardware manufacturing is basically automated it has streamlined the things a lot . And definitely efficiency has improved as well . With more automated machines quality can be maintained very easily there is no requirement to have a big pannel of quality control department although automated machines are more expensive but for the long run they are cheap because they cut down the cost of labour , QC and many more employees as well.
Employee buy in is very important factor in running a successfull business. There must be good communication between the managers and the employees this makes employees satisfied, happy and they feel valued for the organisation and if they feel valued definitely they will work to drive revenues they not just only work to get their salaries but they considerr the organisation as their own and this is really very important for the success of any business. Enviornemnt ahould be interactive feedbacks should not only be given to eomployees but you should ask the employees to give the feedbacks as well because they are the one who are actually working and facing the issues and understanding the problems,
I agree. Somehow management must set up a win-win environment for everyone involved to maximize success. Emoployees work harder and more efficiently if they know that they also benefit from company profitability.
The first Tacoma Narrows Bridge was a Washington State suspension bridge that opened in 1940 and spanned the Tacoma Narrows strait of Puget Sound between Tacoma and the Kitsap Peninsula. It opened to traffic on July 1, 1940, and dramatically collapsed into Puget Sound on November 7, just four months after it opened.
Noting that we now live in an era of “confusion and ill-conceived stuff,” Ammunition design studio founder Robert Brunner, speaking at Gigaom Roadmap, said that by adding connectivity to everything and its mother, we aren't necessarily doing ourselves any favors, with many ‘things’ just fine in their unconnected state.
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