| Memo: Quality at Work
Edition: Final
The systems and processes of an organization
are the major culprits of poor quality. To the
people in charge, this is often disheartening.
Their disappointment comes in knowing that most
improvements must come from system changes that
only they can make.
Every manager, at every level, should learn that
the manager's primary job is to improve the system
being managed. Every manager should understand
that, when a system is not working properly, rarely
are the workers at fault.
The workers work in the system. The managers
work on the system with improvement ideas coming
from those who work in the system. Improvement
is unlikely if the people working on the system
[the managers] routinely reject suggestions from
the people working in the system [the front-line
employees].
Managers working on the system will gain little
by relying on exhortations and ''worker motivation''
tactics to solve system problems. Complaining
about the problems of motivation and trying to
remedy it with wage schemes will result in poorer
quality, higher cost and decreased competitiveness.
The manager who consistently blames the workers
for systems problem is advertising that he/she
is in need of what I call a ''managerial transformation.''
In fact, if an organization constantly lays problems
at the feet of workers, that may be evidence itself
of system failure.
A simple question to ask before blaming the workers
is: How much control do they have over the process
ingredients? Namely, did they decide or have input
on the methods, materials, equipment and the hiring
of their co-workers?
I see the need for this transformation quite
often as a result of my work in quality. Some
managers are seemingly oblivious to the fact that
if things are to get better they must be open
to identifying and leading on systemic changes.
They are obsessed with operating within the present
system instead of identifying those things that
need to be changed in order to make improvements.
Most will agree that their quality can be improved.
But, few dare to speak and act on the perils of
the present system.
Enlightened or transformed managers recognize
that change is inevitable and that they can be
better leaders by welcoming input. A transformed
manager aggressively pursues opportunities to
improve the system.
The fact is that significant changes (improvements)
cannot happen in the context of existing rules,
policies and procedures. Why? Because they are
set up to support the existing system. The saying
that ''new wine bursts old skin'' is a good analogy
when it comes to trying to create new paradigms
with old thinking.
Nostalgia and fear seem to be the main inhibitors
when it comes to leading on systemic changes.
Managers get caught up reminiscing about what
has always been. Given their own success, in their
own minds the system is not broken. Quite often
they are wrong.
Fear manifests itself in many forms when it comes
to leading on changes in systems. Career wise,
it could be disastrous to identify and seek to
change systems that are benefiting a select group
of executives and managers.
Nostalgia and fear are dealt with when the leadership
is transformed to believe and accept the need
to improve the system and its processes. Ideally
management's primary focus will be improving the
system so that workers can better serve the customer.
Submitted by Afolabi
Imoukhuede, Managing Consultant, MCS
Consulting Limited Ikoyi, Lagos
aimoukhuede@mcsworldgrp.com
Managers: Involve
Workers To Improve System
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