How to deal with Behaviour Problem in the work place?

I

ignatiuswong

#1
Dear Cove,

it's been a long time ago since my last post.
i need your help to share me some of your organization experiences.

around last year i've got a lot of claim from customer,
after then i just doing some improvement --> Man, Machine, Method, Material and else.

but i just know that all improvements that i do is useless..
claim increased. and now i realized the problem is Behaviour.

now what i do is just doing some 100% check before delivery / shipment to customer, and guess what i've got ?
i still found some NC parts.

and the thing that shocked me was the production operator told me that the man that i instructed to do 100% inspection check sabotaged this NC.

my question is how operator have that kind perception.

around 2 month ago, all operator just been trained about how to change behaviour - seminar, but until now not seen any improvement. :bonk::mad:

what do you think cove ?


Regards
 
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Ajit Basrur

Staff member
Admin
#2
Re: Behaviour problem ?

Welcome back :bigwave:

This issue is very dangerous and could be best resolved by involving the senior management. If required, some disciplinary action may be required.

Integrity, Discipline are the topmost behaviors to be demonstarted across the organization.
 

harry

Trusted Information Resource
#3
Re: Behaviour problem ?

We like to talk about root cause analysis in our daily work but it is as applicable in our daily life including situations like this. I supposed, my first question would be - have you done a root cause analysis.

Pointing fingers at employees/operators is a favorite response but a very weak one because you would find it difficult to answer the next question - if he/she is that bad, why did you employ him/her and suddenly you'll find that the ball is now in your own court!
 
I

ignatiuswong

#4
Re: Behaviour problem ?

Welcome back :bigwave:

This issue is very dangerous and could be best resolved by involving the senior management. If required, some disciplinary action may be required.

Integrity, Discipline are the topmost behaviors to be demonstarted across the organization.
Thanks Ajit,

Currently Top Management already knew about this issues,
but it's such a curse, company don't have that kind courages to lay off them
company should pay a lot of compensation for it.

so all back to us.. Training.. training.. and training..

Dear Harry.

we always conduct root cause analysis for every single problem, :bonk::mad:
customer required it, but customer not accepted all problem came from Man..
but actually problem came from MAN.
SOP, WI, Control Plan, P-FMEA just reviewed but it's look perfect..

Regards,
 

AgnieszkaSz

Involved In Discussions
#5
There is a simple and relatively mild tool - small compensation for quality - operator without mistakes detected in QC (or up to some amount) receive it; beyond the threshold - they don't.
I also recall a very brutal idea in a similar case - we intended to introduce a Burn-All test for some sub-component (when assembled OK, the product would be intact), with threat to charge the operator with the cost of scrapped material. Mind you, it was only an idea, was never implemented, but even this has helped.
Isn't any Poka-Yoke possible?
 
T

tamale

#6
Perhaps you should use a quality approach applied to your company's culture.

In other words, what is it in the company culture that permits behavioral issues?

You mention behavior training, was top management also trained?

Over here there is a saying that states « ca va comme c'est mené» witch is French basically for « things go as they are led»

Behavioral issues are complex and often difficult to resolve. But are most often related to top management's way of dealing with employee concerns.It is important to treat them rapidly because they can spread like a virus.

It is also possible that you have a couple of bad apples in your basket. In that case ask yourself the same type of question but pointed toward the employees. Discipline should not be discounted.

You will find some excellent tools on this link:

http://changingminds.org/index.htm

Good luck !

Tamale
 

BradM

Staff member
Admin
#7
Hello Ignatius!
around last year i've got a lot of claim from customer,
after then i just doing some improvement --> Man, Machine, Method, Material and else.
OK, so your customer alerted you of a failure. And I assume at this point you performed some type of failure analysis to determine what went wrong. You then performed the necessary steps to alleviate the problem.
but i just know that all improvements that i do is useless..
claim increased. and now i realized the problem is Behaviour.
OK, let's set aside behaviour for the moment. I would submit that if your original Root Cause not only reduced claims, but increased claims, then you did not find the problem. The challenge: find out what process problems exist, outside of the behavior of the worker.

now what i do is just doing some 100% check before delivery / shipment to customer, and guess what i've got ?
i still found some NC parts.
Again, you have not really located the reason for the failures, outside of behavior.

and the thing that shocked me was the production operator told me that the man that i instructed to do 100% inspection check sabotaged this NC.
How do you know you can implicitly trust the production operator? The inspector may be correctly doing his/her job; you just don't know. This is why I would suggest keeping behavior, feelings, hearsay, etc. out of the equation.

#1 Your product is failing at inspection, or it is not.
#2 If it is failing, find in your process what is contributing to the failure.

Around 2 month ago, all operator just been trained about how to change behaviour - seminar, but until now not seen any improvement.
Ok, good, but how do you really know there is a behavior problem, and that the training given, was effective for dealing with behavior issues, if they even existed? I've seen some "Awareness Training" given before, that gave me a far worse attitude, than what I had before the training.
:lol::)

I would suggest your main focus (depending on your job description) should be assuring failed product is not going out the door. If the inspector is failing good product, that should be fairly easy to test. If management is not going to discipline the bad apples, tell them to hire another good apple. Pull an additional sample, and have another inspector check the lots. If you get vastly different result between the inspectors, then you have evidence that more training/ improved inspection techniques are required.

Also, are you tracking the costs of these notifications from the customers? Are you tracking how much is being wasted on failed product and such?

The universal language of money tends to be well understood by management. :D Having good numbers is always a plus.
 
#9
Dear Cove,

it's been a long time ago since my last post.
i need your help to share me some of your organization experiences.

around last year i've got a lot of claim from customer,
after then i just doing some improvement --> Man, Machine, Method, Material and else.

but i just know that all improvements that i do is useless..
claim increased. and now i realized the problem is Behaviour.

now what i do is just doing some 100% check before delivery / shipment to customer, and guess what i've got ?
i still found some NC parts.

and the thing that shocked me was the production operator told me that the man that i instructed to do 100% inspection check sabotaged this NC.

my question is how operator have that kind perception.

around 2 month ago, all operator just been trained about how to change behaviour - seminar, but until now not seen any improvement. :bonk::mad:

what do you think cove ?


Regards
I would say that behaviour is not the problem & I'm with Harry, you need to do an RCA. A lot issues of this nature are due to the operator not having a proper understanding, which could be caused by poor communication.
 
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