Deming’s 14 Points In Small Manufacturing – Part 6: Internal Improvement of Employees
Institute training on the job.Deming recognized the need for training at the institutional level during his time studying Japanese management who spend many of their early years in the company on the shop floor or cycling throughout departments. With long-term employees who have a true understanding of the business processes and how the company functions, an enhanced value to the company begins to grow. Employee understanding of the products and services that their company offers and how the customer will interact with the products is critical to driving improvement.
Institute a vigorous program of education and self-improvement.Self-improvement and education may seem like a stretch to many small manufacturers, but continual improvement efforts will stall if employees are not engaged or improving. Instead of focusing on job related training, this type of training is focused on work methods that transfer to new techniques and behavioral changes. Management may have concerns about training or developing employees that may just leave but should instead consider why should your trained employees want to stay?
President, Ledge Inc.
Adam is a Penn State engineer that has served as a Data Analyst and Engineer at St. Onge Company for 5 years, prior to establishing Ledge Inc. While maintaining a focus on simple solutions, Ledge Inc. has provided quality system implementation, process design, database development, quality tools, quality training, and data analysis to over 35 companies in South Central Pennsylvania and throughout the country. Adam currently serves as the sitting Chair for American Society for Quality Harrisburg Section 503 and as a member of the board for The Manufacturers’ Associations of South Central PA.
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