TS 16949 - 6.2.2.4 Employee motivation & empowerment. Can somebody provide me example

[inash9779]

Hi!
Currently I'm stiil upgrading our manual for TS. I've some doubts that need your opinion & suggestion regarding the process of employee motivation & empowerment. Can somebody provide me example to fullfil this requirement?
Thanks.

 

[Laura M]

WE are looking at this by analyzing employee turnover - initiated by the employee. (ie., quits of personnel we wanted to retain)
We also plan to ask questions during Internal audits of employees and their motivation.

Management has committed alot of $$ to training, advancement, etc, that hopefully leads to motivation. Also - employees are involved at all levels with product and customer issues. There is external motivation and internal motivation. We can only hope to influence external motivation. The internal is up to the employee, and is difficult to asses.

 

[inash9779]

Employee motivation

Hi!
Regarding this matter I've also discuss with our HR Dept. and also quite difficult to identify the process of motivation especially on the measurement process.
Our HR did suggest whether Carrier Development Path can consider one process of employee motivation.
p/s Laura! Thanks for your note.

 

[wcsf - 2008]

How about something like a continual improvement program (or someone called QCC, QIT...etc) where the employees are encouraged to take up improvement projects. The program encourages multidisciplinary team approach and use of some basic statistical techniques. Any successfull project will be presented to the management where some form of rewards (can be any form, $$ or anything including advancement).

I believe this concept meets a few objectives:-

1. Multidisciplinary approach
2. Analysis of data
3. Motivatoin of employees to achieve quality objectives
4. Continual improvement .....


Anyone have any other comment, especially those who is qualified auditors?

 

[Sam]

I never really had trouble with employee motivation aand empowerment issues until I read the second paragraph of 6.2.2.4.
How do you measure whether:

- personnel are aware of the relevance and importance of their activities, and,
- how they contribute to the acheivement of the quality objectives.

 

[inash9779]

Dear Sam
For our side we just follow as what we practiced for our QS where operator know the importance of their process by referring to the special characteristics mark. The mark will be indicated on related station job instruction hang infront of them.
To measure their contribution towards quality objectives, normally for production side is reduced rejects. So each operators have their own performance chart infront of them and review monthly by their manager.
So far as I concerned, our external QS auditor do not have any problem on this issue but whether it is acceptable for TS, I do not know

 

[tomvehoski]

Sam said:

I never really had trouble with employee motivation aand empowerment issues until I read the second paragraph of 6.2.2.4.
How do you measure whether:

- personnel are aware of the relevance and importance of their activities, and,
- how they contribute to the acheivement of the quality objectives.

I use a position checklist for training and education requirements (i.e. diploma, drive forklift, operate PC, etc.). One section includes bullet pionts of how the position contributes to quality objectives and customer satsifaction. The checklist is reviewed and approved by the employee and their supervisors, so it is an easy way to show they were informed.

To measure you could sample during internal audits by asking several people if they know how their position affects quality. The standard requires you measure AWARENESS, not performance, so I don't think you can address this through process outputs such as rejects, customer satisfaction, etc.

Tom

 

[Sam]

Good points Tom. I'm going to try and implement those thoughtds into our process.

 

[Shaun Daly]

"I use a position checklist for training and education requirements (i.e. diploma, drive forklift, operate PC, etc.). One section includes bullet pionts of how the position contributes to quality objectives and customer satsifaction. The checklist is reviewed and approved by the employee and their supervisors, so it is an easy way to show they were informed.

To measure you could sample during internal audits by asking several people if they know how their position affects quality. The standard requires you measure AWARENESS, not performance, so I don't think you can address this through process outputs such as rejects, customer satisfaction, etc."

WHOOP! What a great system!

Thankyou for posting that.