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Motivating Line Personnel

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  • #47194

    lk4
    Participant

    At my plant we are having difficulty motivating our line personnel to buy into quality improvement projects. I am part of the industrial wash industry and must inspect garments before washing or we are faced with huge amounts of stained and ruined garments. My question is how do I motivate my team to inspect properly rather than just go through the motions to get their day over with? They are aware that this costs the company a large amount of money, but I am stuck trying to link this to their job responsibilities in any meaningful way.

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    #157118

    steved4
    Member

    You run smack into an area quality folks don’t like to talk about. The fact is the Hawthorne Effect can and does play a part in efforts like Six Sigma. Stuff people with much invested in Six Sigma don’t like to admit or even think about…

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    #157595

    Pritam Parekh
    Participant

    Gentleman,
    I request youshould invove your workers to find out solution.Group discussion to be held in the chamber with experience and leaders of workers.You should give intensive to workers for efficiency of the project.Arrance post session lunch so that they feel you are also appreciating and taking theire valuable sujesstions to the wellfare of company.

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    #157600

    Sayyed
    Participant

    Answer the What’s-In-It-For-Me factor.
    Do it by establishing formal & informal communication channels, encouraging involvement, training & awareness – more exposure of how Six Sigma or any other Quality philosophy has benefitted the entire org including the employees by sending the line managers to seminars, etc.
    I know I am not so specific….but I would say specifications would really depend upon the situation. CAP strategy would change based on various factors such as your company culture, among others.
    Hope it helps.
    – Neal.

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    #157603

    Pasi
    Participant

    Hi,
    May be you could consider making a Pareto chart classifying ” type of stains/defects ” on the garments and ” cost to company”.
    This should help in prioritizing where you want to begin in showing both Improvement and Savings.Meanwhile, work on enrolling a few key team members in the Washing section. Further, if you could show evidence to your management in the ” gains made” urge them to celebrate this small victory!
    I hope the piece of advice will work for you…
     
    Regards
    Rajeev
    SSBB

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    #157610

    McNabb
    Participant

    First of all you need to get into the right mindset….do not think you are “stuck doing anything”. How are you ever going to tap into your employees motivation if you are not motivated?
    Can you really motivate someone? You are working with adults and for the most part their motivation is internal. You will need to find out what motivates them as individuals and as a group. 
    Also, everyone from the CEO down has to accept and practice quality processes. Take a good hard look at your company and you will probably see many gaps…not just the line workers.
    Are you unionized? if so, that will make it easier than you think.

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    #157609

    Mike in St Louis
    Participant

    I’ve worked with union and non-union line workers alike and I have yet to see workers who would not respond in a positive way if a) they know what the problem is, b) they know what they can do to help and c) they are included in the feedback loop of how the company is doing on that problem.
    I would start posting whatever feedback you can on a) historical data regarding scraped garments and the failure mode (stain, tears, other cosmetic, etc) and the costs therein. Audit the inspectors work and post missed stains, tears, and other in either number of occurances or else pounds of garment (lbs being a more continous data source than raw number of occurances). Prepare a rolling 6 or 12 month graph to show progress and perhaps management would start an incentive system for the savings.
    I have found that collecting good data and feedback to be the two most important features of driving improvement. 
    Good luck!
    Mike (SSBB soon to be)

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    #157622

    Jurgen
    Participant

    What you could do is involve the people in the process. Try to find the root cause of them not wanting to to a proper inspection. The goal in SS should always be to avoid inspection, try to build a robust process. Analyse root causes of stains and try to eliminate them. The least you can do is involve the people and try to take away the stains in the process and not afterwards. Speak to the people and show them results. Let them make the change in the process and come with the solutions. You will see that they will love it as soon they are part of it.

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    #157623

    accrington
    Participant

    How are these people treated by your management? Are they treated with respect? Are they paid a living wage? What are their working conditions like? Do your management ask them what they think about the decisions that affect them? Are they consulted before these decisions are made? Is your organisation a fun place to work? Your post implies that the job is so miserable, that they just go through the motions to get the day over with. If they’re not treated decently, why should they care about inspecting the garments before they wash them?
    To paraphrase another poster, you can’t motivate people, motivation is intrinsic. What you and you management team can do is identify the hygiene factors which demotivate people, and take action to correct them. Then you might get the engagement of your workforce.

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    #157628

    Tierradentro
    Participant

    I think you have heard a lot of good ideas. I would add that you may have an accountability issue that requires an accountability solution. What is the consequence for not doing what is expected? Are the expectations and consequences clear? If employees know you are “for real” about doing the job right, then you will see improved performance.
     
    Good luck.

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    #157661

    Ron
    Member

    Let’s forget about the motivation question for a bit. 
    I want to focus on this sentence from your post, “I am part of the industrial wash industry and must inspect garments before washing or we are faced with huge amounts of stained and ruined garments.”
    I appreciate the fact your industry is tough.  But I challenge you to stop worrying about how to motivate people to be better inspectors and instead attack the root cause of the issue (stained garments, etc.) head on with some kaizen events.  If you involve these same people in this effort they will feel as if they are part of the solution… instead of part of the problem as they likely feel now.
    I will blog on this topic soon… so if you are interested please stop by http://lssacademy.com.

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    #157669

    annon
    Participant

    I find cattle prods…or perhaps the sharp, sting of the whip…. really helps me focus.

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    #157670

    annon
    Participant

    But usually they charge you double for that.

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    #157708

    Goytree
    Participant

    Employees understanding that stained garments increases the cost to the company, does not translate to a motivator for them – afterall, they still get paid.
    If I can suggest, transparency in your operations – show them how they benefit when they participate in keeping costs down.  Track and celebrate improvements, however small.  Maybe you start by  setting a goal, with pizza/food provided when the company reaches the target.  Having a chart that shows continued improvement creates excitement, and team competition
    I work in healthcare, and we have a diabetes initiative where the patient is the benefactor.  By celebrating small gains, my clinic has been in first place among 65 clinics for about 6 months.  The staff do it for bragging rights

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    #157709

    Goytree
    Participant

    Steve
    I am with you…the Hawthorne effect is very powerful in these situations.  Let’s not lose sight of the “soft” strategies as a partner to the data driven strategies
    Goytree

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    #157712

    Fake Gary Alert
    Participant

    Please  elaborate  more  about  the Hawthorne Effect ,giving  an  example to  demonstrate ,thanks 

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    #157715

    Fake Gary Alert
    Participant

    Excellent  Questions

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    #157728

    Chad Taylor
    Participant

    I have seen the Hawthorne effect first hand in manufacturing, especially in mature processes were control charts are used to control the process. Specific Example: We had a machining center that was about 95% automated, meaning about all the operator had to do was keep stock in a vibrating bowl and remove parts from the ejection stand. 6 pcs were pulled from the machine and Charted on CTQ characteristics every hour to 4 hours depending on dim. Over time we found the process to be out of control so we began to do a little closer investigation over the course of the week, actually pulling and charting samples and just watching the process to see if we could determine any special cause not normal to the process, after a week of this the processs was running over 3Cpk and no issues.
    Point is: Once you start to watch something or take interest in it, many times the ones responsible for the process will begin to take extra care in the way they chart parts i.e. cleaning before measuring, making sure gages are clean, making sure the right technique is used etc etc.
    Chad Taylor

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    #157735

    Fake Gary Alert
    Participant

    Excellent  Elaboration.Many  thanks.

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    #157738

    Akhilesh Pushpdhanva
    Participant

    Hi Every One
    In this regard I want to share you some rel time scenario about the motivating line personnel, as per if you are caring with Six Sigma Organisational Process Consultant, motivating factor is too much but from the clients its very tough to get their trust on this processes because in a small run they never try to learn the things but want a result as soon as possible, even they also know every thing or process have its own life cycle. But motivation level of these entreprenures is so low.
    Akhilesh Pushpdhanva

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