Throughout the first 10 points Dr. Deming’s focus is on reducing variability with continual improvement processes and how to drive improvement with leadership. He looked closely at how management should interact and work directly with the shop employees. For his next two points, Deming looks at internal improvement of employees and how development is not just about job specific skills learned in the first week on the job.

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?

Is your organization looking to implement an internal improvement system? Contact Ledge today for assistance.