Motivated quality management - EOQ

Motivating Quality Management – QM in search of Motivation 56th EOQ Congress

Frankfurt am Main, June 14th, 2012 Dr. phil. Dipl.-Psych. Helmut Lieb Laboratory for Machine Tools and Production Engineering Chair of Metrology and Quality Management RWTH Aachen University Prof. Dr.-Ing. Robert Schmitt © WZL/Fraunhofer IPT

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Agenda Challanges in the context of QM-systems

QM in search of Motivation

Methodological approach

Conclusion

© WZL/Fraunhofer IPT

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Problems concerning quality management systems Competitive advantage/ image

44

Increasing economical relevance of QM-systems Theoretical advantages of QM-systems cannot be realized

42

Customer‘s requirement

Reasons for this are e.g.: Process optimization

13

– Unilateral intentions for the introduction of QM-systems or – inflexible, hardly utilizable solutions for QM-systems

19

Prescription

During the implementation, extrinsic motives are prioritized:

Improvement of product quality

28

Intentions for the introduction of QM-systems in %, multiple answers were permitted High documentation and administration effort

43 21

Costs Time effort QMS too complex, too infelxible High organizational effort

13 6

– Competitive advantages/ image and customer requirements are the most frequently mentioned motives – The improvement of product quality is only ranked on third position, process optimization is merely mentioned by every tenth respondent

The most frequently mentioned disadvantages during the implementation of QM-systems are the intense efforts Employee-orientation is only rudimentarily included during system design and introduction

4

Disadvantages during the implementation of QM-systems in %, multiple answers were permitted


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QM-systems are only as good as they are actively lived QM-systems often can be characterized as very restrictive QM-systems are normally planed and implemented by experts … … and mostly are „actively lived“ only by these experts

Normally employees are not included during the system implementation Essential activities such as documentation and standardization are frequently experienced as needless and cumbersome Often, Employees regard QM-systems as a “millstone around their neck“ How can employees be motivated to live QM-systems actively? © WZL/Fraunhofer IPT

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Employee knowledge is frequently an underestimated resource Employees are the most important „capital“ in a company Know How – Carrier No. 1 Experts on the shopfloor

Potentials of employees Profound process knowledge Handling and maintenance of production facilities Approaches for improvements and innovation High motivation due to personal commitment

Needs of employees Feedback and appreciation Confidence by management Opportunity to take responsibility Adequate working conditions Chances for further development

Motivated Employees are the most important factor of success in a company. © WZL/Fraunhofer IPT

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Conclusion


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Objective Target Challenge Identification of potential negative influences on motivation within the QMS Systematic intervention to decrease these negative influences

Objective Target Method to integrate motivational aspects in QMS – Identification of interfaces between motivation theory and QMS – Discovery of degrees of freedom in QMS design – Diagnostic evaluation of the existing interface design – Deduction of fields for improvement

Requirements No significant increase of system complexity No difficulties in certification audits Suitability for daily use in SMEs


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Motivation and quality management systems Motivation

Quality Management Systems

Definition Motivation is the direction of the current aspects of life to a positively judged target state

Motivation … is influenced by intra- and extrapersonal parameters …is difficult to direct to a highly specified aim beyond experimental settings …is one of the most important aims of successful human resource management


Methodology to integrate motivational psychological findings in QM-systems

Definition Quality management systems are instruments for the specific design and realization of the organizational structures, methods, processes and resources necessary for quality management Quality Management Systems …define the organizational frame for the every day work life of employees …are mostly focused on standardized operations and processes …need active employees to act as important resources and translators for continuous improvement

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Conclusion


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Designing QM-systems under consideration of motivational aspects

1

2 Theoretical analysis

Accurate check for interfaces between ISO-standard requirements on QMS and motivation theories.


3

Defining and operationalizing scales Defining and operationalizing scales that allow for an evaluation of the interfaces.

4 Construction of evaluation tool Generating an item pool and constructing the questionnaire. Pretest evaluation of the questionnaire.

5

Field study in pilot companies

Information presentation to the employees and coordination with workers council. Data collection via questionnaire and interview in the pilot companies.

Defining fields of action and measures Data analysis and interpretation. Defining fields of action. Implementing measures to optimize motivation in each company.

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Theoretical analysis Analysis of the requirements of DIN EN ISO 9000:2005, DIN EN ISO 9001:2008 and DIN EN ISO 9004:2009 for potential interfaces to motivation theories

ISO 9001

Analysis of the requirements of motivation theories – Hygiene factors (e.g. work content) – Motivators (e.g. appreciation, responsibility)

Motivation

Comparison of the requirement of the DIN EN ISO 9001:2008 and DIN EN ISO 9004:2009 and motivation theories Motivation Person Organization


Quality

Identification of potential interfaces between QMrequirements and motivation theories Identification of relevant scales

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Test construction Type 1: Requirement of the QMS without direct reference to motivation theories

Requirements of the DIN EN ISO 9001:2008

…

– Quality management system (QMS) – Quality awareness (QB)

Requirements of the motivation theories

… Type 2: Requirements of the QMS with direct reference to motivation theories – – – – – – – – –

Work content (AI) Intrapersonal relationships (ZB) Appreciation (AE) Opportunities for further development (WM) Success (EF) Responsibility (VA) (Technical) support (TU) Working conditions (AB) Company policy (UP)

Interviews with executives

Type 1

Type 2

Type 2

Scale

Scale

Scale Skalen

Interfaces

Type 3 Scale

Questionnaire for employees Q1 Q2 Q3

Q4 Q5 Q6

Q.. …

My supervisor supports me in the execution of my tasks.

Type 3: Requirements of the motivation theories without direct reference to QMS – Private life (PL)


In case of questions I can always refer to my supervisor. My supervisor shares his experiences with other employees.

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Field study in the company – two perspectives ManagementInterview

Questionnaire employees

Integration of the management!

Integration of all hierarchies!

Using strategic know-how!

Using operative know-how!

Ensure commitment!

Ensure commitment!

Transform affected parties into active participants


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Data analysis and data interpretation Management interview Recapitulation

Q1 Q2 F3

F4

F5

F6

F7

F8

F9

Questionnaire for employees

Content structuring

Cluster

Cluster

Sum

Sum

Sum

Scale 1

Scale 2

Scale 3

Field of action Interfaces

Interpretation New aspects © WZL/Fraunhofer IPT

Data analysis and interpretation Page 14

Data analysis and data interpretation The methodological approach

65

12 © WZL/Fraunhofer IPT

Quality awareness

3

Work content Page 15

1 scatter plot for each combination of motivation and quality scale 20 scatter plots for each – company as a whole – each department with >4 employees

Fields of action – Data based recommendation: >40% of the employees in field 1, 2 or 3 – Workshop with CEO, quality manger, HR department and heads of each department with a field of action – Matching with the workers council

Feedback to the employees and planning actions


Sum of scale quality

Deducting of fields of action

Sum of scale motivation

- motivation

+motivation

+ quality

+ quality

- motivation

+motivation

- quality

- quality

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Deducting fields of action + Motivation

+ Quality

+ Quality

Sum of scale quality

- Motivation

Portfolio

3

4 + high values - low values

1

2

- Motivation - Quality

Decision criterion

+ Motivation

Sum of scale motivation

- Quality

> 40 % of values in the fields 1, 2 oder 3 Field of action


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Feedback to employees and definition of fields of action Feedback workshop Rückmeldeworkshop

Moderated Feedback workshop - Management Feedback and scientific interpretation of fields of action Prioritizing fields of action in discourse with management staff Feasibility assessment of measures Project design of measures Conceptual design and communication strategy Feedback – Employees Integration of management and work council Transparency on the questionnaire and analysis process

Interview data

Qualification for interpretation of the results Information regarding planned activities

Measures for improvement


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Example for measures of improvements Fields of action

Underlying concepts

Motivation scale Possibility of growth Social support

Quality Circle Group work Generally members of lower hierarchies Attendance by choice

Objectives Autonomous implementation of improvements Improvement of the communication and work climate Strengthening of the employees identification with the company and products

Quality circle for immanent addressing of fields of action

Possibilities of growth New abilities for work life and private life cause personal growth Moderation skills Self-awareness as a moderator Feedback and change of perspectives Fundamental QM-Methods Target-oriented structuring Social support Rules for collegial behavior, developed by the employees themselves Expectations of colleagues and managers Basic rules of communication Giving and receiving feedback Dealing with critical situations of communication

Rischar, 2002; Doppler & Lauterburg, 2005


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Conclusion


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Methodically identifying of concrete potentials for improvements

Reality

Abstraction

Test construction

Theoretical structure Person

Motivation

Organization

QM-system

Management system


Case study in the company

Methodology

Portfolio analysis

S M A R T

Fields of actions Tailored measures Implementation/ change management

Motivating quality management system Page 21

Thank you very much for your attention!

Additional information concerning Quality management via www.qm-aachen.de www.wzl.rwth-aachen.de © WZL/Fraunhofer IPT

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Conclusion


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