Employee

Involvement
CH CH
AP AP
TE TE
R R
7 7

Employee
Involvement
INT
RO
DU
CTI
ON
 Total Quality Management is the task of everyone in the
organization (from top to bottom). Employee involvement
plays an essential part in the continuous improvement of
the quality of business’ products and services to meet
and exceed customers’ desired expectations.
7.Employee Involvement
7.1 Effective Communication
7.2 Employee Motivation
7.3 Teambuilding
7.4 Team Trainings
7.5 Performance Appraisal  Employee involvement is the
7.6 Employees Recognitions
process of allowing
7.7 Benefits of Employees
employees to give their
opinion on decisions that
affect their work.
7.Employee Involvement

7.1 Effective Communication

7.2 Employee Motivation
7.3 Teambuilding
7.4 Team Trainings
7.5 Performance Appraisal
7.6 Employees Recognitions
 Effective communication is the
7.7 Benefits of Employees process of exchanging ideas,
thoughts, opinions, knowledge,
and data. The message is
received and understood with
clarity and purpose.
7.Employee Involvement

7.1 Effective Communication

7.2 Employee Motivation

7.3 Teambuilding
7.4 Team Trainings
7.5 Performance Appraisal
7.6 Employees Recognitions
7.7 Benefits of Employees
 Employee motivation is the level of
energy, commitment, and creativity
that a company's workers bring to
their jobs. It is the desire and energy
that makes people continually
interested and committed to a job. 
7.Employee Involvement

7.1 Effective Communication

7.2 Employee Motivation

7.3 Teambuilding
7.4 Team Trainings Theories of Motivation
7.5 Performance Appraisal
7.6 Employees Recognitions
7.7 Benefits of Employees

Abraham Sigmund Douglas Frederick

Maslow Freud McGregor Herzberg
7.Employee Involvement

7.1 Effective Communication

Maslow’s Hierarchy
of Needs
7.2 Employee Motivation
7.3 Teambuilding
7.4 Team Trainings
7.5 Performance Appraisal
7.6 Employees Recognitions
7.7 Benefits of Employees
7.Employee Involvement

7.1 Effective Communication

Theory X
7.2 Employee Motivation
7.3 Teambuilding
7.4 Team Trainings
7.5 Performance Appraisal
7.6 Employees Recognitions
7.7 Benefits of Employees

Theory X --- people only work in

order to gain security and that
workers can only be motivated
through coercion, using rewards
or punishment.
7.Employee Involvement

7.1 Effective Communication

Theory Y
7.2 Employee Motivation

7.3 Teambuilding
7.4 Team Trainings
7.5 Performance Appraisal
7.6 Employees Recognitions
7.7 Benefits of Employees
Theory Y is a positive theory focusing
on rewards and recognition.
Managers across different companies
use both theories to motivate
employees to perform better.
 Two – Factor
7.Employee Involvement

7.1 Effective Communication

Theory
7.2 Employee Motivation
7.3 Team building
7.4 Team Trainings
7.5 Performance Appraisal
 Hygiene factors are those job factors which
7.6 Employees Recognitions are essential for existence of motivation at
7.7 Benefits of Employees workplace. These do not lead to positive
satisfaction for long-term.
 The motivational factors yield positive
satisfaction. These factors are inherent to
work. These factors motivate the employees
for a superior performance.
7.1 Effective Communication

7.2 Employee Motivation

7.3 Team building

7.4 Team Trainings
7.5 Performance Appraisal
7.6 Employees Recognitions
7.7 Benefits of Employees
 Team building is the process of encouraging
members of a group to work well together.
 Team building is an ongoing process that helps
a work group evolve into a cohesive unit. The
team members not only share expectations for
accomplishing group tasks, but trust and
support one another and respect one another's
individual differences.
7.2 Employee Motivation

7.3 Teambuilding

7.4 Team Trainings

7.5 Performance Appraisal
7.6 Employees Recognitions
7.7 Benefits of Employees

 Team training is a process that

empowers teams to improve decision
making, problem solving, and team-
development skills. Team training can
help improve communication and result
in more productive businesses.
7.3 Teambuilding

7.4 Team Trainings

7.5 Performance Appraisal

7.6 Employees Recognitions
7.7 Benefits of Employees

 A performance appraisal is a systematic and

periodic process of measuring an individual’s
work performance against the established
requirements of the job.
 Performance appraisals are also called
performance evaluations, performance reviews,
development discussions, or employee
appraisals.
7.4 Team Trainings
7.5 Performance Appraisal

7.6 Employees Recognitions

7.7 Benefits of Employees

Employee Recognition - is among

the most important factors in making
employees feel valued, driving
workplace engagement, productivity,
and employee retention.
7.5 Performance Appraisal
7.6 Employees Recognitions

7.7 Benefits of Employees

Employee benefits are any forms

of perks or compensation that are
provided to employees in addition
to their base salaries and wages.
 Continuous
Chapter 8
Process
Improvement
Chapter 8
Continuous
Process
Improvement
CONTINUOUS PROCESS OF
IMPROVEMENT

Continuous process improvement (CPI) is a

methodology that focuses on continuous
improvements to products, services, or processes.
Changes or improvements can be done gradually or in
one go. 
 IMPORTANCE OF
CONTINUOUS PROCESS
IMPROVEMENT

 Continuous process improvement enables businesses to

identify customer values, minimize waste in the value
delivery process, and align their products and services with
customer values. Continuous process continuously
improving the business and production processes. We
continuously improve by:
 IMPORTANCE OF
CONTINUOUS PROCESS
IMPROVEMENT
1. Considering all work as a process.
2. Doing effective, efficient, and adaptable processes.
3. Forecasting changing customer needs .
4. Regulating in-process performance using measures.
5. Keeping constructive dissatisfaction with the present level of performance.
6. Removing waste and rework wherever in occurs.
7. Evaluating activities that do not add value to the product or service.
8. Removing nonconformities in all phases of everyone work.
9. Benchmarking to improve competitive advantage.
10. Planning to achieve breakthroughs.
11. Keeping gains so there is no regression.
12. Integrating lessons learned into future activities .
13. Employing technical tools.
 PROCESSES

 Process refers to business and

production activities of all
organization. Business processes
such as purchasing, engineering,
accounting, budgeting and
marketing are areas where
nonconformance can represent an
opportunity for substantial
improvement.
 PROCESSES
Reduce resources

Reduce errors
5 ways of
Improvement Meet or exceed expectations of
downstream customers
By Dale H.
Besterfield Make the process safer,
and

Make the process more

satisfying to the person doing it.
 PROCESSES

Reduce resources

Reduce errors The last way to improve a

Meet or exceed expectations of
downstream customers
Make the process safer,
and
process is to increase the
satisfaction of the
individual performing the
process.

Make the process more

satisfying to the person doing it.
 JURAN TRILOGY

3 Components
of Process
Planning
Improvement
By
Dr. Joseph M.
Control
Juran
Improvements
 JURAN TRILOGY

Planning
 The planning component starts with external customers.
Marketing determines the external customers and all

Control
organizational personnel, either as managers or members of
multifunctional teams or work groups, determine the internal
customers.
 Pareto diagram might be useful to
determine the vital few.

Improvements
 JURAN TRILOGY

Planning
 Control is used by operating forces to help meet the
product, process, and service requirements. It uses the
feedback loop and consists of the following steps:
1. Evaluate actual operating performance
2. Compare actual performance to goal
Control 3. Act on the difference

 Statistical Process Control (SPC) is the primary

technique for achieving control. The basic Statistical
Improvements Process Control (SPC) tools are: histograms, control
charts, and scatter diagrams.
 JURAN TRILOGY

Improvements --- aims to achieve levels

Planning of performance that are significantly
higher than current levels. It begin with
the establishment of an effective
Control infrastructure such as the quality council.
Two of the duties are to identify the
improvement projects and establish the
Improvements project teams.
 KAIZEN

 A Japanese word, is the philosophy that

defines management role in continuously
encouraging and implementing small
improvements involving everyone. It is the
process of continuous improvement in small
increments that makes the process more
efficient, effective, under control and
adaptable.
 KAIZEN

3 Basic Principle of
Kaizen

Elimination of
Workplace waste, Strain,
Standardization
Effectiveness and
Discrepancy
 WORKPLACE
EFFECTIVENESS

Seiton
Seiri (Sort)
(Straighten)
5S TOOLS FOR
ADDRESSING
THE WORK
EFFECTIVENESS Seiketsu
Seiso (Scrub)
(Systematize)
Shitsuke
(Standardize)
THREE MU’s

refers to waste in the

most basic sense.
THREE MU’s

refers to unevenness
or irregularity,
specifically in
production levels.
THREE MU’s

consistent
overburden of
equipment, facilities,
and people.
 STANDARDIZATION
 Standardize the procedures for preventing
occurrence of errors and minimizing
variability.
 Kaizen stresses standardization of
processes, materials, machinery, etc. with
the following objectives:
1. Represent the best, easiest and safest way to
carry out a job in the form of operating procedures
and work instructions.
2. Represent the best way to presence know-how
and expertise and standardize the procedures for
the same.
3. Evolve effective means to measures performance
and standardization for the same.
4. Standardize all the procedures that are used in
the organization for maintenance and improvement
of process.
5. Standardize the training programs.
6. Standardize the audit for diagnosing problems.