Training Programs for Employees TQM
Deming believed that quality was an ongoing process. He further believedthat quality had to be constantly evaluated with reference to both internaland external environments affecting an organization. Deming believed thatmanagement of organizations should move away from short-term thinking andrather concentrate their effort on long-term thinking. (DeVor et al.,1992) Creating a constancy of purpose towards improvement, strategyplanning based on long-term goals of the organization can help enlightenthe management to problems that they face. Deming believed that everyonein the organization should be involved in constantly improving the qualityand value of the product not just the management. The quality improvementshould not be "a fad" that the management tries to impose on the workerrather management should tray and integrates the quality principle in theminds of all workers. Workers can be given an overview of how themanagement attempts to perform the changes and the need to implement thechanges. Communication is very important during this stage of the process. Training Setup: Tire manufacturing is the core business of the company.
Training can also become a double-edged sword for the organization. TQM training also benefits fromthe knowledge and expertise of department heads and executives as well aswith shop floor and line managers and workers. Methods for selecting the sample however, might not be difficult todefine. This type of training is generally done withhigher levels of employees in the organization. The angst and nervousness thatmost new employees feel in their first few days on the job can be reducedby ensuring that they are properly made aware of the tasks andresponsibilities of their positions. It is very often observed, that if training is not reinforced at regularperiods, workers tended to let the processes slip back to the old methods. Any issuesthat the worker might have experienced during the implementations of thenew ideas or procedures could be discussed at this stage. Often, in the technology and engineering domain, the expert knowledge ofthe trainer is very important and "people-skills" is considered secondary. Knowledge management and labor management are one of thedefining assets for Goodyear. Goodyear has to beable to balance the needs of TQM training with the actual conditions thatexist in any of their manufacturing facilities. Organizational training hasalways been highly valued and many workers are attracted to an organizationthat is willing to train them for the jobs to be done. It would be best if Goodyear held the training sessions on twolevels. Create a team from all levels and departments in GoodyearIdentify quality issues faced by Goodyear's productsArrive at a consensus about the issues and the solutions to these issuesIdentify the best training methods that can be usedCreate training manualsCreate training schedulesSelect trainersIdentify medium of trainingConduct first level of trainingFeed back from trainer & workersConduct second level of trainingFeed back from trainer & workers. In organizations where workers arehighly motivated and happy, organizations may plan training to reflect self-improvement and career advancement. Identifying areas on improvement for each small process may proveto be more simple that tackling solutions for the entire operation.
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