Definition The employee suggestion scheme is next to the continuous improvement process (CIP) and employee inventions a part

of innovation or idea management. The continual corrective procedure represents guided brainstorming with a moderator and a regularly recurrent process, whereby the suggestions of improvement are distinguished by spontaneous brainstorming. In order to be able apply the idea, the companies and institutions field a defined processing procedure. In contrast to employee inventions, which are stipulated by the Employee Invention Act, the suggestion scheme is regulated in the company agreement or collective agreement. Every stimulus and idea is regarded as a suggestion of improvement that,  is voluntarily rendered by an employee and exceeds his/her own field of duties  is not a patentable invention  improves a product or process or suggests a solution for a company problem  simplifies, accelerates working methods and working processes or makes them safer  helps to prevent mistakes, improves quality, reduces manufacturing costs and leads to increases in efficiency Types of Employee suggestion processes: Employee suggestion processes can take two forms - formal or informal. Formal processes involve set procedures for obtaining and acting on employee ideas such as suggestion boxes, telephone suggestion lines, internet feedback mechanisms and the like. Informal methods involve using the information obtained from employees in day-to-day situations. Many suggestions are creative ideas for small improvements to already existing things and may be just as vital to the organisation's future and competitiveness as a totally new innovation or idea. Typical suggestion areas are related to:  Improvements in operations, working conditions and work practices  Savings in materials, energy, and supplies  Improvements in support processes  Improvements in the work environment to increase safety and prevent dangerous accidents  Improvements in products/services in terms of quality and productivity.

Organizations a simpler idea generation, assessment and implementation process is followed with the common steps being:  Employee(s) submit(s) idea to their superior  The superior reviews the suggestion and clarifies where necessary the suggestion with the idea provider(s)  The superior responds within 3 days if he/she can make a decision to implement. If the superior cannot decide then the idea is elevated to the next appropriate level in the organizations hierarchy  Higher management reviews the suggestion and responds to the employee(s) with details on implementation within a space of 3 weeks. If the idea is difficult to implement then feedback is given within 3 days with reasons for not implementing  The employee(s) implement(s) the idea. If the employee(s) needs assistance then a team is formed to assist  The employee(s) measures the outcomes of the implemented ideas. To employ a suggestion scheme in your enterprise: Explain and educate workers as to the role of the suggestion box:  Teach workers the role of the suggestion box.  Let workers know that the suggestion box is there for them to provide feedback and ideas to management based on criteria such as cost reduction, process improvement and innovationsomething that is new in concept, approach and application. Make it easy to put ideas forward:  Encourage workers to submit ideas whether big or small2.  Help workers to understand that their ideas and suggestions are valuable tools to improve the entire company.  Share with workers the process of implementing ideas, and the rewards that they may be entitled to.  Allow workers to fail. If an idea is not implemented let them know why and encourage them to suggest again. Encourage workers to make suggestions for change:  Encourage workers by showing them that management is open to, willing and interested in their suggestions. Place the suggestion box in an easily accessible area:

 To be effective suggestion boxes should be readily visible, in a highly accessiblearea.  Workers should feel comfortable making suggestions and should be encouragedto do so. Appoint a manager, to empty the suggestion box regularly:  Typically on a weekly basis.  This manager should be responsible for reading and analyzing suggestions, and determining which suggestions might be feasible. Acknowledge suggestions:  Acknowledge all suggestions, big or small.  A written or verbal thank-you will make workers feel valued and encourage further suggestions.  If an idea has been submitted anonymously, thank the department from which the idea came. Eventually workers may want the recognition or reward and therefore may attach their names to the suggestions. Follow up on suggestions:  Thank-yous are only the beginning of the follow up process.  For follow up to be fully effective, identify which suggestions are feasible and then follow through to see if and how they may be implemented.  If a suggestion is not feasible, identify why and share that information with the worker, or the department.  Workers will be pleased that you investigated the idea and will likely be more willing to share ideas in the future. Recognize workers:  Workers putting forward suggestions get as much satisfaction from the recognition of their colleagues as they do from any monetary rewards they may receive by doing it.3  Workers may be recognized during a worker-manager meeting, or in another forum such as an award for suggestion of the week, or employee of the month.  Recognize ideas that are not implemented as well as those that are.  To encourage useful suggestions you want to also consider creative ways to reward authors of the most helpful or useful idea. Rewards could range from printing the name of the person in company newsletters/bulletins to a free lunch to free products.