(MODEL TRAINING MANUAL)
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INTRODUCTION
HRD, CONCEPTS AND PRACTICES
A GUIDELINE ON GENERAL AWARENESS On Man-power Training
HRD Introduction
It is a known fact that the humanity or the human approach can work like a magic. We all have been using this in our home front as well as at work place. Maslow & Herzberg have also explained in their theories about this amazing factor in human being to motivate them for better productivity and quality.
Amongst all other resources used in an organisation to meet itsa objectives, human resource Is the element, which, if harvested in a proper way can bring about miracles. The studies and researches on the learning process in organisations interpersonal relationships or even in achieving effectiveness in the organisations, revealed that this resource has tremendous potential capabilities.
However, this potential needs to be diagnosed, analysed and oriented ina desired direction, In the past, the organisations were content with developing these potential through training by improving knowledge and skills under the principles of personnel management.
As the organisations started realising the limitation of the training in bringing out desired change in employees’ attitude, the concept of Personnel Management enlarged its vision and has linked human values to Management. The need to create an environment to inspire a human being to enjoy working has been felt by the psychologist and behavioural scientists which later on gave birth to the new concept of Human Resource Development .
The importance of HRD is increasingly being appreciated now, especially in the changing systems, environment and technological culture. BASIC CONCEPTS OF HRD
The process by which the human being is continuously helped to acquire knowledge and skill and to change/adjust the organisational culture by changing his attitude, is defined as HUMAN RESOURCE DEVELOPMENT.
Therefore, the basic concept of HRD can be defined as:
To acquire capability to meet present and future job specficiation. To develop an organisation climate to bring about team spirit and group dynamism.
ORGANISATIONAL HUMAN RESOURCE JOB DEVELOPMENT TRAINING ENRICHMENT
HUMAN RESOURCE ORGANISATIONAL JOB INPUT CLIMATE SATISFACTION
NEED OF HRD HRD concept is therefore not only for the individual’s development but for the group and organisational development also. The organisational effectiveness is directly proportionate to the efficiency of the individuals, their competence, inter-personal relationship and the team dynamism. The HRD is therefore concerned with:
increasing the competence of the individuals. Increasing the dynamism of the team. Developing organisational climate and work ethics. Bringing our working harmony
Since the human resource is most costly yet potential the need to develop this resource, is the key factor towards the organisational growth and its effectiveness.
PHILOSOPHY OF HRD
Apart from the knowledge and skill, the behaviour of an employee is an important attribute towards the total effectiveness of self and the organisation. Secondly the behaviour is determined by one’s own perception and its values in the organisation. The HRD concept takes care of this psychological aspect and helps the individuals to develop an attitude to bring group effectiveness and the organisational effectiveness.
HUMAN VALUES & MANAGEMENT
A value system plays an important role in understanding the self and others. This is also an instrument in developing employees behaviour. The humanistic values to match the organisational or more so the HRD philosophy is a prime function of the HRD department once the philosophy has been framed.
To have an appropriate humanistic approach, our Management considers the following:
optimistic and constructive approach openness and professionalism mutual trust and support clarity of roles and responsibilities allowances for risks and mistakes a growth vs maintenance perspective personal pride and respect high standard award for loyalty
IDENTIFICATION OF TRAINING & DEVELOPMENT NEEDS
The interaction with the resources target groups researches and the studies in the filed of training and development reveal that most of the middle and senior level managers are not yet very clear about the role of HRD in their organisation and its genuine needs. In most of the organisations the training and development need identification is done on ad hoc basis and the approaches, generally used cannot give 100% acceptable results.
The boss centered approach, self diagnosis, Boss-subordinate relationship, intervention of third party like consultants or the Management decision, had been the basic approach for T&D need identification.
The various studies and researches done in western countries have worked out some systematic approaches which attempt to solve this problem. The process of TNI is discussed in general in this chapter but the necessary modification may be done to suit the organisational needs, their policies based on the strength and weaknesses of the employees and the existing internal and external threats.
However, TNI process should be accurate enough assess the correct needs for implementing the suitable plans for the desired output.
EXITANCE OF NEED
The organisational effectiveness depends on the performance and excellence of their employees. The employees may be inexperienced or lacking in some of the skill, knowledge required to perform the given task or even organisational culture demands the flexibility of attitude and awareness of legacy or discipline to enable him to recognise red, green and grey lines before making any decisions.
These deficiencies need to be rectified and the employees morale to be boosted to perform his task effectively. The model below illustrate the performance deficiencies as a result of deficiencies in an individual or/and a group.
Out of these the following can be analysed and corrected through T&D efforts to achieve desired performance:-
lack of knowledge and skill Poor attitude or negative approach Unsatisfactory work culture Faulty mechanism or inadequate facilities Working group approach and poor interpersonal relationship Faulty job design Poor managerial abilities
GAP
CLASSIFICATION OF NEEDS
The above model also gives a gentle hint that in an organisation not only the individual but the group or even the organisational culture need to be developed to set in an organsational effectiveness. Thus the training needs can be said to exist at following three levels.
Individual needs Occupational needs Organsational needs
INDIVIDUAL NEEDS
Skill, Knowledge and Attitude are the three dimensions of a performer which contribute towards his/her total effectiveness or the competence. One can have basic knowledge and skill to justify for the job description but the improvement in these dimensions whith reference to the occupational and organisational needs can bring out better results. Amongst the individual needs supervisory skill development, Managerial/Executive Developmental Decision making needs etc. are important needs. OCCUPATIONAL NEEDS
The need to fulfill the competence gap to perform quality output, breaking the barriers of interpersonal group effectiveness, developing confidence to take up challenges and initiatives; generally clarifies the occupational need. Amongst these Team Development, Group Dynamism, On the Job Training, Just in Time etc. can be considered.
ORGANISATIONAL NEEDS
Every organisation strives for excellence in job performance to achieve total dynamism in respect of fulfilling its objectives. Therefore, there must be an approach to develop individual by way of correcting his attitude, appraising and counselling his\her attitude, etc. which can promote harmonious work culture. The Management Development Programmes, Organisation Development, Management by Objectives, etc. are the common organisational needs.
T &D NEED JUSTIFICATION
To keep pace with changing scenario, every organisation is redefining its objectives and the strategies to utilise the potential of all those who form an organisation. The following are the forms affecting the organisational objectives, policies or the strategies;
Fast growing technological and social change Widening the vision of leadership styles Increasing size and complexity of organisation Educational level of employees Legal and political influences
Therefore adequate human resource development process can bring out: Improvement in quality of performance Improvement in quality and rate of operation/service
Improvement in morale Improvement in work ethics Reduction in grievances Reduction in learning time Reduction in wastage of material, machine hours and manpower Reduction in supervisory burden Widening awareness amongst employees Enlarging skill and competence to take up future challenges Smooth career growth
The graph showing benefits and investment in T&D can also be used justifying the training needs on the basis of input to T&D and output of T&D.
PERFORMANCE APPRAISAL APPROACH
This is the relatively accurate approach for individual training and development needs. This goes with analysing knowledge, skill and the job requirement. This surfaces out what an employee is? How is he performing? What does he need? This approach however, starts after defining the criteria and the standards to measure or compare the performance. The main aim of this approach is to find out whether an employee on the given work or positions, have required knowledge and skill to do it rightly or not.
Even newcomers, though they have inventory of knowledge skill are required to improve performance and they need training. Job Description Vs Job Performance analysis provides sufficient data to identify the T&D needs.
TASK ANALYSIS APPROACH
Sometimes an individual works effectively so long as he is performing on his own but when on a task to accomplish which involves contributions of others his efficiency reduces. Task analysis, therefore, exposes out his weaknesses in dealing with others and his attributes to make him capable of running a group or performing a task effectively. This is the most comprehensive yet useful approach to identify HRD needs. Task specifications and the competence desired to perform the task precisely identify the training needs. While this is more objective and output oriented, it takes time and skill both.
FEEBACK APPROACH
This approach is generally used in most of the organisation. The feedback or information regarding the necessity of training and development in a Department for a Group or individual can be had from: Annual Reports Production/Process Report Performance Report Comments of Supervisors/Managers Comments of the colleagues, etc.
Since the above sources of information are otherwise obligatory in an organisation, this approach is inexpensive and fastest to identify the training needs. However, this can be ineffective also as it does not reflect on the factors affecting and low performance of individual or the group.
MANAGEMENT DECISION APPROACH
In most of the small organisations Management themselves decides who is to be trained and what is to be trained. Of course, these decisions are based on the future planning, career growth plan or the deficiencies in their employees directly noted by the top management. The sources of information may be various management reports or the direct interaction. This approach is also inexpensive but may not have support of justification documents or a recorded present and achieved performance level for measuring the change.
EVALUATION
Once training programme is identified and organised, the programme must be evaluated by the participants concerned. The purpose of evaluation is to measure the effectiveness of the training programme and its utility. There will be a separate format for evaluation of a training programme.
MEASURING EFFECTIVENESS
The purpose of the training programme is to utilise the knowledge and skill gained by the participants on their day-do-day job performance. HODs concerned will inform the HR Manager about the effectiveness of the said programmes after seeing consistency and improvement in job performance by the individuals concerned. FROM: A.NARAYANAN, MANAGER(HR) TO: ALL HODS/In-charge concerned
Name of Department/Section Head/Supervisor______Dept._____
Sub: TRAINING NEED IDENTIFICATION - FORMAT No.1
MANAGEMENT STYLES AND PERFORMANCE
Listed here are some behaviours that persons in Supervisory roles employ. Using The following scale please indicate the frequency with which he is using on his job:
1. Almost never 4. Occasionally 7. Almost always 2. Very seldom 5. Frequently 3. Seldom 6. Very Frequently
Frequently Frequently Does this should do Now this now 1. Comes up with inventive ideas ….. …..
2. Ensures continuity of day to day ….. ….. Operations by handling crises 3. Exerts upward influence in the Organisation ….. …..
4. Carefully reviews detailed reports ….. …..
5. Maintains a ‘results’ orientation In the unit ….. …..
6. Facilitates consensus building in the work unit. ….. …..
7. Defines areas of responsibility for sub-ordinates ….. …..
8. Listens to the personal problems of sub-ordinates ….. …..
9. Minimizes disruptions to the work flow ….. ….. 10. Experiments with new concepts and procedures ….. …..contd..
Frequently Frequently Does this should do Now this now
11. Encourages participative decision Making in the group ….. …..
12. Makes sure everyone knows Where the unit is going ….. …..
13. Influences decisions make at Higher levels ….. …..
14. Compares records, reports and so on To detect discrepancies ….. …..
15. Sees that the unit delivers on stated goals ….. …..
16. Shows empathy and concern in dealing With subordinates ….. …..
17. Works with technical information ….. …..
18. Gets access to people at higher levels ….. …..
19. Sets clear objectives for the work unit ….. …..
20. Treats each individual in a sensitive, Caring way ….. …..
21. Keeps track of which goes on inside The unit ….. …..
22. Does problem solving in creative ways ….. …..
23. Pushes the unit to meet objectives …. …..
24. Encouraging subordinates to share ideas In creative ways ….. ….. 25. Searches for innovations and Potential improvements ….. ….. Contd….
Frequently Frequently Does this should do Now this now
26. Clarifies priorities and directions ….. …..
27. Persuasively sells new ideas to Higher-ups ….. …..
28. Brings a sense of order into the unit ….. …..
29. Shows concern for the needs of Sub-ordinates ….. …..
30. Emphasizes unit’s achievement Of stated purposes ….. …..
31. Builds teamwork among group members …. …..
32. Analyses written plans and schedules …. …..
************************ TRAINING PROGRAMME NO.1
PERSONAL CLEANLINESS AND HYGIENE
LEVEL OF PARTICIPANTS: ALL LEVELS
IMPORTANCE:
Personal Cleanliness is very important to each and every individual. Particularly in an organisation where number of personnels are working, personal cleanliness and hygiene play an important role in executing day-to-day operations smoothly. Quality in each and every action on the job is obtained provided you are clean. If you are clean, you can expect others also clean and everything in perfect. You should be a role model in maintaining your cleanliness. Personal cleanliness is important because of the following: a) it improves personality b) it makes people admire at you c) if you are clean, the action is also clean from you d) makes the environment clean e) easy flow of verbal communications and discussions f) it helps to improve hygiene in you. g) it enhances self-discipline h) people learn from you about your secret of success i) you are the winner in the competitive work life j) it reduces accidents and absenteeism
It is the order of the day that every employee must be clean in his health, dress, environment, etc. Not only his body should be clean, but also his dresses, shoes, personal things etc. should be clean. If a person maintains culture and good work habits, definitely, he will have a good up- keep of personal cleanliness. Hence personal cleanliness starts from culture. Culture starts from his family, education background, society, his religion, caste, regional etc.If he has good work habits, it enhances his level of personal cleanliness.
Today’s system standards also compel the importance of personal cleanliness and hygiene. Your employees must know what are all factors that affect personal cleanliness. you may include special attention on personal cleanliness in your performance appraisal format. Closely monitor his personal cleanliness daily and point out to him the deficiency.
In your training programme, you emphasize upon the factors that affect his personal cleanliness. The following things are to kept in mind while rating a person in personal cleanliness:
A) OVERALL PERSONAL APPEARANCE B) COMBED AND TRIMMED HAIR-STYLE C) TRIMMED NAILS D) CLEAN DRESSES, BUTTONED SHIRTS(NOT JEANS,BANIANS, ETC.) E) CLEAN SHOES/CHAPPALS F) BODY ODOUR, CLEAN TEETCH, EYES,ETC. G) CLEAR VOICE GIVING EASY COMMUNICATION H) SITTING POSTURE I) MANNERISMS J) IRRITANT FACE OR STIFF FACE K) SMILING FACE L) WALKING STYLE M) SELF DISCIPLINE A) OVERALL PERSONAL APPEARANCE
One should look good irrespective of his colour and personality. The person must be liked by all. He must not show irritation or tension under any circumstances. He must maintain clean in himself and his surroundings.Value of a person is increased by his own hygiene practices. Always look trim and of course, sometimes your nature of work may not allow you to be trim, but, still you try to maintain your personality. Particularly Maintenance and Production personnel may not maintain their upkeep of personal cleanliness. Tolerance limits are always allowed in all such type of jobs. Computer personnnel and accounts people may look good when compared to Technical Personnel. Hence weightage is introduced in measuring the personal cleanliness of all categories of employees. Try to wear clean dresses and chappals/shoes.
B) WEARING IDENTITY CARDS
Company has provided you Identity Cards in the hope that you must wear all the time when you are inside the work place. It has a meaning. It brings you work discipline. Somebody is wearing ID cards or not, you don’t worry, but you always wear your ID cards whenever you are inside the company. Keep your ID cards clean and visible. Whenever it becomes muddy or shabby, immediately replace it.
C) COMBED AND TRIMMED HAIR-STYLE
In up-keep of personality, hair style is very important. College days have gone. This is work place. Remember you are in a different age group, different qualifications, different people from different society. Hence being a good personality man is very important in a group. Don’t grow long hair and dis-organised. Daily you comb it. Try to avoid bad smell from your head because of your hairs. Trimmed hair is always better which also contributes in maintaining self-discipline. D) TRIMMED NAILS
Unfortunately, we fail to trim our nails regularly even at higher levels of Managers. Lengthy nails invite dirt which cause un-hygiene practices. Trim your nails regularly. Un-knowingly, we invite so many diseases thro’ our nails. Sometimes, we may spread it to our colleagues also thro’ our sharing of foods, water and hand-shakes. A person’s cleanliness is well judged by seeing his nails itself.
E) CLEAN DRESSES
Wear always clean dresses. You may be in Technical Departments, but, still you can maintain wearing good dresses. Always button your shirts. Don’t wear jeans,banians, too many coloured shirts, etc. at your work place. Have always light coloured dresses preferably inserted ones with belts. Wash your dresses regularly. Avoid wearing dresses more than 2 days which causes bad smell. You may be clean but your dresses cause bad smell from you and your colleagues may avoid you talking.
F) CLEAN SHOES/CHAPPALS
Wear always clean shoes and chappals. Never move in work place without wearing chappals or shoes. Daily have it polished. It is better to wear shoes than chappals. Wearing shoes gives you full personality. Wearing cut-shoes is always better which has a flexibility of removing whenever it is not necessary. Avoid wearing rubber chappals in office premises or at work spot.
G) BODY ODOUR, CLEAN TEETH, EYES, ETC. Maintenance of body is very important. The first and foremost is upkeep of your teeth. Have it brushed and cleaned at least 2 times a day. Take bath daily. You must avoid bad body odour. Clean your eyes often with water. Regularly clean your ears. If you are not regular in all these, you may be prone to bad smell in you. Remember we are working in a group.
H) CLEAR VOICE, GIVING EASY FLOW OF COMMUNICATION Have a clear voice. Don’t speak half words. Don’t read in between the lines. Never confuse the people. If you are clear in your pronounciation, definitely there will be an effective communication flow. Seek clarifications, if you do not understand any point. Be clear in your target in your communication.
I) SITTING POSTURE
Sitting postures itself will say the people’s behaviour. Sit straight. See eye to eye. Don’t shake your body too much. Polite in your voice. Sit fully well so that you occupy the chair fully. Maintain the distance as per levels of listeners and as per the matters.If it is confidential matter, you have to sit close. Don’t shake your legs too often. Never avoid sitting close to your colleagues to whom you may have strained relationship.
J) MANNERISMS Maintaining good manners at work place is very important. Say Good Morning, Good Afternoon, Good Evening or Good Night as per need. Also practise to say Thank you. Wish the elders whenever they see you first time on the day. Give Respect to them; after all they are much experienced and knowledgeable than you. Develop a positive work culture. If your seniors come to your work place, you wish them, otherwise, you concentrate in your work. Never go out of your way and wish them. They also don’t like if you leave your work spot. Also never criticize if your colleague wish your seniors. Don’t add any colour to it. Call each one by adding Mr. or Miss or Mrs. unless you come closer to them. Calling your Seniors by ‘Sir’, nothing wrong in it.Daily at the time of start of duty hours, you try to wish everybody whoever near your work spot. In the same manner you do it at the time of close hours K) IRRITANT FACE OR STIFF FACE
Never prone to emotions or sentiments. Don’t be irritated. If you are irritated , you are losing something. Don’t keep something in your mind about your colleagues or work methods, - because of that you are keeping your face stiff. Anything is there, come out openly. The moment you start showing irritation, strained relationship starts. It is not good for healthy work culture. We must have “enjoy working”.
Because you are getting irritation, people may not come to you for your discussion or advice. You may lose people and position.
L) SMILING FACE
Always keep smiling. Under any stress or pressure, maintain the smiling face. People should praise you for this special character. Because of your smiling face, your colleagues will be open on all matters with you. You can be taken as a role model for your colleagues and sub-ordinates. Top Management will also consider this as a plus point and reward suitably.
M) WALKING STYLE You are moving in an industry. Walk in a disciplined manner. Have a quick walking style. Never go slow. If you are moving in a group, maintain a disciplined walking. Wherever you go, you try to form a line. Never discuss confidential matters while walking. If you walk in your company premises, point out the lapses like bad housekeeping, work habits, improper placements of tools etc. If any seniors or your colleagues come opposite to you, wish them properly. N) SELF DISCIPLINE Above all, maintaining self-discipline is very important for all of us. If you start up- grading your self-discipline, automatically everything will follow. . You start practising self-discipline in you. You don’t worry about others. Others will follow automatically. Initially there may be criticisms. Don’t worry about that. If you see any waste paper on the way, pick up and put it in the basket. Never shy others may look at you. You start coming in full dress style others will follow it in course of time.
HYGIENE PRACTICES Keep your work place clean. Keep your tools, instruments and machinery clean Keep your office files clean Never allow dust accumulation Never shy in cleaning your tables by yourself. Use toilets in proper ways Use more water to avoid smell and stains Wash your hands and mouth after you use the toilet Always close the doors of toilets Open the doors of ventilation Don’t throw your waste eatables in your baskets Have it disposed of properly. Use clean water glasses Keep your tea cups on a plastic plate Help in maintaining your canteen clean Don’t waste any food Try to avoid taking full jug and drink water from it. Remember this water is being used by all your colleagues. Don’t waste water and use it in an economic way. Have your table, chairs, fans, phones, etc. cleaned routinely If you drink by using common glass, have it cleaned before and after you drink water.
AVOID
Avoid smoking Avoid chewing pawns Avoid using bubble gums Avoid nail biting Avoid sharing smoking Avoid wearing others dresses Avoid spitting as you like Avoid spitting whenever you travel Avoid smoking in public places Avoid pencil biting or keeping pencils in your mouth Avoid using scales for scratching on your body Avoid your fingers inserted in your hairs Avoid saliva for page turning Avoid pasting envelopes by using saliva Avoid writing on the walls of company premises Avoid coughing openly; always use your kerchief or hands Avoid inserting your fingers in your nose and remove waste publicly. Avoid over-sweating and have your body cleaned regularly Avoid combing hair at work place; Go to toilet and do the combing Avoid eating heavily Avoid continuous sitting or standing Avoid talking loudly unless it is warranted Avoid cutting cruel jokes at work place Avoid using office stationery materials for your body needs Avoid inserting pencils or gem clips into your ears. Avoid rubbing the white board by your fingers Avoid parties at work place; have it at proper places Avoid spitting in toilets and wash basins Avoid using pins for your teeth problems Avoid spillage of tea/coffee and if it so have it cleaned immediately. Avoid disposal of your body dirt on company machinery or walls or floors
In your Training programme have a check list and reward ratings suitably to each participants. Have the training programmes regularly and upgrade your employee personality more and more vigour. Add a column in Performance Appraisals on Personal Cleanliness.
The same is applicable to female employees also with some slight modifications. If seniors start maintaining good personal cleanliness, definitely, the sub-ordinates will follow. It is not the question of affordability, but it is the question of self-esteem and self-development.
You may introduce certain reward schemes or salary linkage with up-keep of personal cleanliness and hygiene practices.
Select role models and suitably reward them. Openly recognize them.
Try to conduct orientation programmes on Personal Cleanliness from the day somebody joins the organisation. Have it included in your Induction Training. Closely monitor them and point out the deficiencies. Advise them for improvements. Today’s world is buyers’ market. We have to survive and hence personal cleanliness and hygiene practices play a vital role in bringing work discipline in our organisation. Take the above message to the down level and keep them informed about the healthy practices of the organisation. If somebody is not showing any improvement inspite or orientation and re-orientation, let him be punished. There should not be any compromise as far as personal cleanliness is concerned in our organisation.
TRAINING NO.2
5 S + 1 S HOUSEKEEPING
LEVEL OF PARTICIPANTS: Middle level and down level Duration: One day Methodology: Class room lecture, case studies, visit to work spot, Anyone S Audit. TRAINING OBJECTIVE: Understanding the Japanese principle of Housekeeping. Acquiring the skill of maintaining a good housekeeping Creating an awareness on the 5S methodology Be able to apply them and improve their work place Able to guide others to follow similar practices Deriving the benefits of good housekeeping Systematic implementation of Good housekeeping 5S audit evaluation of the housekeeping status To satisfy the Quality Systems requirements To make everyone involved in housekeeping
WHO CAN CONDUCT PREFERABLY IN-CHARGE PRODUCTION/ 5 S TRAINING PROGRAMME MAINTENANCE/QC/HR MANAGERS
LANGUAGE OF THE ENGLISH OR ANY LOCAL LANGUAGE PROGRAMME
….24 5-S: HOUSEKEEPING
1. SEIRI SORTING 2. SEITON ARRANGING 3. SEISO CLEANING 4. SEIKETSU MAINTAINING 5. SHITSUKE SELF DISCIPLINE +1. SHITTSUKOKU SUITABLE WORKING ENVIRONMENT
FEATURE OF 5S
5S SUPPORTS ISO 9000/TQM SYSTEM A DIRTY FACTORY CANNOT PRODUCE QUALITY PRODUCTS AN ORDERLY ENVIRONMENT PROMOTES AN ORDERLY MIND CLUTTER HIDES PROBLEMS A CLEAN WORK PLLACE EXPOSES PROBLEMS 5S FACILITATES CONTINUOUS IMPROVEMENT
5-S IS NOT FACTORIES ALONG IT IS ALSO FOR OFFICES AND HOMES AS WELL OBJECTIVES BEHIND 5S QUALITY IMPROVEMENT ACCIDENT\INCIDENT PREVENTION POLLUTION PREVENTION PRODUCTIVITY IMPROVEMENT COST REDUCTION ENERGY CONSERVATION DOWNTIME PREVENTION WORKING ATMOSPHERE PRESERVATION OF ENVIRONMENT MORALE BOOSTING ENCOURAGING CREATIVITY EMPLOYEE PARTICIPATION DEVELOPS SELF-DISCIPLINE BRING CHANGE-IN-ATTITUDE FEEL ENJOY WORKING
SUGGESTED APPROACH FOR 5S IMPLEMENTATION IDENTIFY THE WORK PLACE/AREA OF IMPROVEMENT DIAGNOSIS THE PLRESENT STATUS AS PER 5S BRING OUT THE WEAK AREA DETERMINE HOW TO CORRECT ESTABLISH REMEDIAL ACTION ESTABLISH RECURRENT PREVENTIVE ACTION ASSIGN INDIVIDUAL ACTIONS RECOGNIZE OWN RESPONSIBILITIES IMPLEMENT CORRECTIVE ACTION VERIFY IF ACTIONS ARE EFFECTIVE LOOK FOR OTHER BETTER IDEAS
SUGGESTED APPROACH FOR 5 S IMPLEMENTATION
IDENTIFY AND EXPOSE THE WEAK AREA HOW UNTIDY HOW DISORDER HOW INEFFICIENT HOW MUCH DIRTY HOW MUCH MESSY HOW SMEARED HOW RUSTED HOW DUSTY HOW ILL SMELLED HOW MUCH NOISY HOW MUCH DARK HOW MUCH LEAKY HOW MUCH SMOKY HOW MUCH BUSHY HOW MUCH JAM-PACKED
ADVANTAGES OF 5S IMPLEMENTATION
= WORK PLACE BECOMES CLEAN AND BETTER ORGANISED - SHOP FLOOR AND OFFICE OPERATION BECOMES EASIER AND SAFER RESULTS ARE VISIBLE TO EVERY INSIDER AND OUTSIDER VISIBLE RESULTS ENHANCE GENERATION OF MORE AND NEW IDEAS PEOPLE BECOME PROUD OF CLEAN AND ORGANISED WORK PLACE RESULTANT GOOD COMPANY IMAGE GENERATES MORE BUSINESS MIND GETS FREE FLOW OF THOUGHTS
IMPORTANCE OF 5S
* SAFETY (ACCIDENT FREE) * QUALITY (PREVENT ERRORS) PRODUCTIVITY (NO WASTAGES) EQUIPMENT MAINTENANCE (ZERO BREAKDOWN) SELF DISCIPLINE
1S - SEIRI / SORTING
DEFINITION TO CLEARLY DIVIDE THE OBJECTS IN TO THOSE ITEMS THAT ARE NECESSARY AND THOSE THAT ARE UNNECESSARY TO GET RID OF THE UN-NECESSARY AND KEEP ONLY THE NECESSARY ITEMS.
CONCEPT: TO IDENTIFY LIST ALL ITEMS IN THE WORK PLACE CATOGORISE THEM AS NECESSARY AND UNNECESSARY FOR USE DISCARD UNNECESSARY ONES DEFINE THE USAGE FREQUENCY OF THE NECESSARY ITEMS MAKE SYSTEM FOR PERIODIC COLLECTION OF UNNECESSARY AND ITS DISPOSITION BENEFITS OF SORTING CAN SOLVE FLOOR SPACES ELIMINATE EXTRA TOOLS, SHELVES, ETC. DISCARD OUT-DATED ITEMS DISCARD OLD MODELS OF SPARE PARTS SAVE COMPONENTS SEARCHING TIME ELIMINATE EXCESSIVE INVENTORY/STOCK SAVE STORING AND TRANSPORTING TIME ELIMINATE ANY WASTEFULNESS STOPS LEAKAGES\RUSTING\DAMAGES ELIMINATE UNSAFE SITUATIONS OPPORTUNITIES FOR IMPROVEMENT INCREASE ELIMINATE THE WRONG USAGE OF ITEMS BETTER UTILISATION OF ELECTRICITY/WATER
ACTION PLAN
DECIDE WHAT TO ORGANIZE DEFINE THE GOAL IDENTIFY WHERE TO STORE METHOD OF HOW TO ORGANIZE MAKE THE TIME PLAN ASSIGN WHO WILL DO IT METHODS GENERAL PARTIAL PERIODIC SURVEY WHAT AFTER SEIRI PROBLEM MAY RE-OCCUR ANALYSE USING PDCA CYCLE EXAMINE ROOT CAUSE OF THE PROBLEM DO CONTRIBUTE FACTORS STILL EXIST REMEDIAL MEASURE TO AVOID RECCURENCE DEVELOP AN IMPROVEMENT PLAN IMPLEMENT IMPROVEMENT CHECK THE SATISFACTORY WORKING
CASE STUDY
SELECT ONE OF THE WORK AREA LIST ALL THE ITEMS IN THE AREA IDENTIFY THEM AS NECESSARY OR UNNECESSARY FOR USE IN YOUR WORK AREA DECDIE THE DISPOSAL ACTION FOR UNNECESSARY ITEMS DEFINE THE USAGE FREQUENCY OF THE NECESSARY ITEMS DECIDE THE REVIEW PROCESS SUGGEST IMPROVEMENT PLAN
2S SEITON - ARRANGING
DEFINITION
TO DECIDE THE WAY THINGS ARE TO BE PLACED, SO THAT WORK CAN BE DONE CORRECTLY, AND THE REQUIREMENTS OF SAFETY, QUALITY AND PRODUCTIVITY ARE FULFILLED. CONCEPT
TO REDUCE TO AN ORDERLY COMBINATION OR ARRANGEMENT OF PARTS, ELEMENTS ETC. ACCORDING TO SOME RATIONAL PRINCIPLE AND METHODICAL ARRANGEMENT. TO SYSTEMATICALLY DESIGN AND LOCATE ANY ARTICLE FOR READY TO BE AVAILABLE WHOEVER WANT TO USE AT ANY TIME.
A PLACE FOR EVERY THING EVERYTHING IN ITS PLACE GET RID OF SEARCHING SEITON PERTAINS TO SITUATION IN WHICH SEIRI HAS BEEN COMPLETED IT MEANS A PLACE FOR THINGS NECESSARY FOR WORK IN HAND SO THAT ANYBODY CAN FIND THEM BECAUSE OF VERY CLOSE LINK BETWEEN SEIRI AND SEITON IT IS COMMON TO USE THEM TOGETHER IT IS PRUDENT NOT TO THINK THEM AS TWO SEPARATE PROCESS BUT USE THEM TOGETHER
OBJECTIVES OF SEITON
REDUCE PREPARATION AND TOOL SETTING REDUCE TIME SPEND WAITING FOR PARTS MATERIALS, PAPERS AND FILES REDUCING PROCESSING TIME AND CYCLE TIME BY IMPROVING THE PLANT LAYOUT OF THE WORKSHOP TIME AND ENERGY SPENT ON LOOKING FOR JIGS, FIXTURES,TOOLS,ETC. HUNTING FOR PARTS IN STORES SEARCHING FOR FILES AND INFORMATION IN COMPUTERS
FEATURES OF SEITON
ITEMS WHICH ARE NECESSARY ARE PLACED SO THAT THEY CAN BE FOUND AND GOT EASILY CONTAINER IS CREATED TO KEEP CORECT ITEM SAFELY AND IN THEIR PROPER ORDER THINGS CAN BE MOVED AND TRANSPORTED AT ONE TIME TOGETHER
PLACED IN CONTAINER THINGS ARE ARRANGED SO THAT THEY ARE USED EASILY IN ORDER OF USE AND ARE WITHIN REACH
LABELS ARE ATTACHED SO THAT ITEMS CAN BE RECOGNIZED AT A GLANCE AND CLEAR
STEPS FOR IMPLEMENTATION OF SEIRI & SEITON
MAKE SPOT INSPECTION & ANALYSIS REGARDING UN-NECESSARY & EXTRA ITEMS GET RID OF UNNECESSARY THINGS, PROVIDE MINIMUM ADDITIONAL STORAGE FACILITIES DECIDE WHAT WILL BE STORED WHERE- PLACE FREQUENTLY USED ITEMS NEARBY AND IN-FREQUENTLY USED ITEMS IN SEPARATE PLACE. LABEL STORAGE AREAS IN ORDER TO RETURN TO DESIGNATED LOCATION NUMBER RECORD STORAGE PLACE IN DIRECTION CHART REVIEW AND INSPECTION ADDITIONAL TECHNIQUES WHICH CAN BE USED FOR DOING SEIRI AND SEITON PROCESS FLOW CHART PROBLEM SOLVING PROCESS BRAIN STORMING’POKE-YOKE BENCH MARKING CAUSE & EFFECT DIAGRAM
CASE STUDY FROM YOUR WORK AREA SELECT A LOCATION FOR DOING SEITON BRIEFLY DESCRIBE THE PRESENT POSITION AND THE LOSSES OCCURING DUE TO THIS IDENTIFY THE CAUSES FOR THESE LOSSES WHAT IMPROVEMENT YOU CAN SUGGEST WITH THE NEW ARRANGEMENT
ESTIMATE THE GAINS AND ADDED BENEFITS.
5S - SEISO - CLEANING
DEFINITION: REMOVAL OF GENERATED TRASH AND DIRT FROM THE MACHINERY AND TOOLS IN ORDER TO PLUT ITEMS IN THEIR ORIGINAL STATE. REMOVAL OF SCRAPL, LEFT OVER MATERIALS AND OTHER UN- NECESSARY THINGS WHICH ARE THE RESULTS OF WORK GET RID OF BAD AND UN-CLEAN THINGS AND PURIFYING TO CLEAN UP EVERY THING IN THE WORK PLACE CONCEPT: TO CARRY OFF OR CLEAR AWAY WITH DRIVING MOVEMENT OR TO COLLECT, REMOVE OR CLEAR AWAY WITH A BROOM, BRUSH,ETC. TO ELIMINATE ANY DIRT OR DUST IN THE WORKSHOP AND TO SUSTAIN NON-SMEARING/STAIN/DIRTNESS CONDITIONS.
TO CLEAN YOUR WOPK PLACE COMPLETELY A CLEAN MACHINE ENSURES GOOD QUALITY, IS LESS LIKELY TO BREAK DOWN AND WILL LAST LONGER. REGULAR CLEANING OF EQUIPMENT AND MACHINES HELP US TOSLOT PROBLEMS BEFORE THEY BECOME SERIOUS.
SEISO CYCLE BEFORE WORK, CLEAN AND INSPECT THE MACHINERY TOOLS, JIGS & FIXTURES. BEGINNING OF WORK - DO TRIALS AND START UP DURING OPERATION - CLEAN,INSPECT,DISCOVER AND DEAL WITH ABNORMALITIES AFTER COMPLETION OF WORK - DISPOSE OFF AND GET RID OF UN- NECESSARY THINGS SEISO IS A PART OF GOOD WORKMANSHIP SEISO IS AN IMPORTANT PRE-CURSOR WITH 5S
INTERPRETATIONS
SWEEPING MEANS NOT ONLY TO CLEAN, OFF ANY DIRT OR DUST, BUT TO SUSTAIN OPERATOR’S DAILY UTILIZING MACHINE TOOLS, JIG OR INSTRUMENTS. BE SELF-MAINTAINING WITH SCHEDULED AWARENESS FOR THE HIGHEST OPERABLE CONDITIONS THROUGH WHICH WE CAN ELIMINATE ANY WASTAGE.
UNREASONABLE LOADING AND VARIATION PROBLEMS.
SEISO- INSPECTION SEISO IS NOT ONLY MAKING THINGS LOOK CLEAN BUT LOOKING AT AND TOUCHING EVERY PART OF THE FACILITY DURING CLEANING SEISO IS TO REVEAL POTENTIAL DEFECT SUCH AS ABRASION, DAMAGE, LOOSE PARTS, DEFORMALITIES, LEAKS, TEMPERATURE, VIBRATIONS, ABNORMAL SOUNDS, ETC. AND HENCE SEISO IS INSPECTION
SEISO CAN DETECT LOOSE BOLDS AND SCREWS LOOSE AND BROKEN ELECTRICAL WIRE CONNECTIONS CRACKS AND WEAR AND TEAR IN HOSES LEAKAGE IN PIPELINES OIL OR AIR LEAKAGES LOOSE HANDLES LOOSE INSTALLATION OF LIMIT SWITCHES RUST OR DAMAGE TO SLIDING PARTS DISLOCATION OF SAFETY GUARDS DIRTY AIR FILTERS DIRTY OIL GUAGES AND INSUFFICIENT OIL CHUTES CHOKED WITH CHIPS CRACKS IN METER GLASS
CASE STUDY
FOR ONE OF YOUR WORK AREA PREPARE A SEISO SCHEDULE FOR CLEANING AND INSPECTION LIST THE ADVANTAGES EXPECTED OUT OF THIS SCHEDULE.
4 S - SEIKETSU / MAINTAINING DEFINITION: Aims Maintenaning Cleanliness using the first 3S-Seiri, Seiton and Seiso. It means unsoiled things purity and cleanliness A work place is maintained in orderliness neatness and disciplined.
CONCEPT: To continuously implement “Sorting, Arranging and Cleaning” Actions and to consistently sustain them under controlled conditions. In other words, when satisfactorily Sorting, Systemising & Sweeping are implemented, it is called well “Sanitised”. to main high standard of Housekeeping and work place organisation at all times. To think of ways to prevcnt work place from becoming dirty. * Work clothes, hats, safety shoes, apron, gloves, hair, beards, nails, mechanical facilities, jigs, tools, materials, containers, trolleys, conveyers, pipes, rooms, floors, aisles, ceiling, etc. No waiting, no breakdowns, no waiting, Minimum of incomplete items, on schedule, Production, no late coming/absenteeism, no searching, no missing parts/papers, no waste of time, no loss of revenue, etc.
OBJECTIVES Achieving good house-keeping Emphasis on prevention Prevent items from getting dirty Check points and time schedules Fix accountability Perfect implementation of seiri, seiton, seiso continuously Making comfortable working environment
STEPS OF SEIKETSU/MAINTAINING Objects inspection Check list/recording Definition and degree of each disorder Identify tools and equipments Setting themes for improvement Avoiding disorders and breakdowns Daily seiketsu maintenance system Emergency seiketsu maintenance system Minor servicing
CASE STUDY Develop an Action Plan for Maintaining the Seiri, Seiton, Seiso through Seiketsu assigning responsibilities suitably.
5 S - SHITSUKE/ SELF-DISCIPLINE
DEFINTION: To train the mental, morale and physical powers by instruction, control And exercise by one self, often for improvement. CONCEPT: To have employees habituate for correctly following procedures specified
Morales.
Complying with work place rules and methods and maing this a Habit. A natural attitude to be developed for this This attitude to act as a knitting thread to maintain the other 4S. Vital to strictly control time and absence Wearing helmets, safety shoes, uniforms, name plates, etc. Keeping oneself clean, neat and disciplined. to train people to follow good housekeeping discipline on their own to achieve self reliance and self discipline through continuous and daily pratics. Rules and method for 4S Control items are strictly obeyed Improvements are promoted Get rid of source of trouble and disorder It is like a power source behind all activities of the 4S - Seiri, Seiton, Seiso and Seiketsu Even minor greeting at the beginnig and end of the day Operational reports on time There should be horizontal and vertical communication
CASE STUDY: Select a theme and sub-theme Analyse the problem Draw cause and effect diagram for each problem point Develop improvement action plan Evaluate the results
+1S SUITABLE WORK ENVIRONMENT It is required to minimize risk to employees to improve business performance to establish a responsible image in market it is a requirement of employees customers/clients contractors/suppliers community share holders
IT TAKES CARE OF Noise Ventilation Illumination Hazard identification and control Fire protection Waste disposal Emergency preparedness Plan layout and area classification Communication systems First aid box maintenance
CASE STUDY Identify the unsuitable working environment in one of the selected work area And develop an Action Plan to bring them under control with responsibility and time schedule
5 S GOOD HOUSEKEEPING - AUDIT PREPARE AN AUDIT CHECK LIST FOR THE 5 S + 1 S
ACTION PLAN FOR IMPLEMENTATION FORCE FIELD ANALYSIS LIST THE FAVOURING AND RESTRAINING FORCES DEVELOP AN ACTION PLAN FOR IMPLEMENTATION OF 5S IN YOUR ORGANISATION ALONG WITH RESPONSIBILITY AND TARGET DATE. TRAINING PROGRAMME NO.3 INDUCTION TRAINING
Aim: This is given particularly to the new-comers to understand the Organisation, Structure, vision, goals, functions, personnel rules and regulations, etc. Conducted by: Mostly by HR Manager or any line Manager
Before placing the employee in a particular Department, he is to be given Induction Training. Duration: May be half-a-day or full day as per need
DETAILS OF THE PROGRAMME a) Welcome Address b) Details of the Organisation c) Its Activities d) Who are all major customers? e) Culture practices f) Quality Policy g) Organisation Structure h) Each Department’s Functions i) Safety & Housekeeping j) Statutory Rules pertaining to the employees k) Personnel Department’s Rules l) Personal Cleanliness m) Performance Appraisal n) Different Behavioural Traits o) Details of Ratings p) Training Procedures q) Career Growth r) Welfare measures s) Salary details t) Expectations of the organisation u) Organisation Communication systems v) Positive Work culture w) Team Work x) Be frank y) Contribute valuable suggestions z) Any other relevant points
Once the Induction Programme is over covering all the above points, the new-comer will be evaluated orally. If the Manager is satisfied on his replies, he will be taken round in the organisation and introduced to all concerned. He will then be handed over to the concerned Department Head.
In the Department also, the HOD will train him on the following: a) Activities of the Department b) Department’s Goal c) Role play of each individual d) Job descriptions e) Inter-Departmental and Intra-Departmental relationships f) Formats and Records g) Details of Machineries, equipments, tools, etc. handled in the Department h) Expectation from the new-comer i) To whom he will report and about his details. j) Department’s Manuals, Work Instructions, Catalogues, etc. k) Team Work l) Any other relevant matters
EVALUATION
A sort of simple Evaluation Format may be designed. Thro’ oral discussions, you may find out his understanding of the organisation as a whole. Understanding of job-oriented knowledge may be found out by adopting questionnaire, demonstration, role play etc. Make the new-comer as your partner as a routine employee who knows the entire system of the organisation.
INDUCTION PROGRAMME FOR EXISTING EMPLOYEES:
Whenever anybody is promoted, transferred, delegated additional jobs, or deputed, the said employee is a new-comer to that particular job and hence, you have to organize Induction Programme. Many times, on-the-job training is very important before anybody is promoted or transferred. In this type of induction, general rules of the company, culture, discipline, structure, etc. need not to be taught in deep because he was already taken care of.
Training No.4
COMMUNICATION:
The communication plays a very important role in an organisation. Most of the problems do occur because of distortion in communication procedures. To have an effective communication system in the organisation, you need to have a Manual on Communication and also train the people on your organisation Communication procedures. DEFINTION:
No group exist without communciation; the transference of meaning among its members. It is only through transmitting meaning from one person to another that information and ideas can be conveyed.
Communication, however, is more than merely imparting meaning. It must also be understood. Therefore, communication must include both the transference and understanding of meaning.
FUNCTIONS OF COMMUNICATION
Communication serves four major functions within a group or organisation: Control, Motivation, emotional expression. and information.
Communication acts to control member behavior in several ways. Organisations have authority hierarchies and formal guidelines that employees are required to follow. Job descriptions, company policies are some of the examples.
Communication fosters motivation by clarifying to employees what is to be done, how well they are doing, and what can be done to improve performance.
Communication provides a release for the emotional expression of feelings and fulfilment of social needs.
The final function that communication performs relates to its role in facilitating decision making. It provides the information that individuals and groups need to make decisions by transmitting the data to identify and evaluate alternative choices.
THE COMMUNICATION PROCESS: Before communication can take place, a purpose, expressed as a message to be conveyed, is needed. It passes between a source (the sender) and a receiver. The message is encoded (converted to symbolic form) and is passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is a transference of meaning from one person to another.
Communication process model is made up of seven parts. (l) communication source (2) encoding, (3) the messaage (4) the channel (5) decoding, (6) the receiver and (7) feedback.
The source initiates a message by encoding a thought. Four conditions have been described that affect the encoded message; skill, attitudes, knowledge and the social cultural system. The message is the actual physical product from the source encodeing”When we speak, the speech is the message. When we write, the writing is the message. The channel is the medium through which the message travels. It is selected by the source, who must determine which channel is formal and which one is informal.
The receiver is the object to whom the message is directed.But before the message can be received, the symbols in it must be translated into a form that can be understood by the receiver. This is the decoding of the message. The final link in the communicative process is a feedback loop.”If a commuinication source decodes the message that he encodes, if the message is put back into his system, we have feedback.”
Barriers to effective Communication
FILTERING (manipulating the information as per wishes of receiver) SELECTIVE PERCEPTION (We don’t see reality; we interpret what we see and call it reality).
EMOTIONS (Message received at the time of anger, depression, happy or jubilation)
LANGUAGE (The meaning of words are not in the words, they are in us)
OVERCOMING THE BARRIERS:
Use feedback Simplify Language Listen Actively Constrain Emotions
DIRECTIONS OF COMMUNICATION Downward Upward Lateral or horizontal
Develop Listening Skill (following 10 rules)
1. Stop talking 2. Put the talker at ease 3. Show a talker that you want to listen 4. Remove distraction 5. Empathize with talkers 6. Be patient 7. Hold your temper 8. Go easy on argument and criticism 9. Ask Questions 10. Stop Talking
CASE STUDY: Name of Employee______(Answers are given at*) Dept/Section______(before cirulcation, pl delete *marks)
TEST YOUR MANAGEMENT of COMMUNICATION SKILLS
Circle the answer that best describes what you would do in each situation: *Right Answer
1.Your boss's immediate supervisor asks you to lunch. When you return, you sense your boss is curious. Do you a) give your boss a detailed description of the lunch? * b) Avoid telling your boss anything? c) Mention the lunch casually - as though it really had no significance?
2. You're in the middle of an important meeting with your boss and there's a long distance business call for you. Do you a) ask the boss's Secretary to say you are out of the Office? b) Accept the call and take as much time as it needs? c) Tell the person you're in a meeting and ask when you may call back? *
3. As you are ready to leave for a hard-to-get job interview, you discover a spot on your shirt. Do you a) call to reschedule the interview? b) Rush to the store and buy a new shirt?* c) Decide the spot is not very noticeable after all, and go to the interview 'as is'?
4. You're conducting a staff Meeting on new sales procedures. One employee keeps interrupting with questions not germane(relevant) to the subject. Do you.. a) request all employees to hold their questions until you're finished? * b) Accept the interruptions? c) Tell the employee that interruptions are out of order?
5 You are asked, by someone outside the Company to write recommendation for a former employee whose work record was not very satisfactory. Do you.. a) write a letter that details your negative observations? b) Write a letter emphasizing one or two positive points? c) Decline the request?*
6. A staff member comes to you to complain about the work habits of another. Do you.. a) "We'll have to discuss that later - there's too much else to do now"? b) "I will be glad to talk to with both of you - together, not separately? c) "What is the problem.. let's discuss it now?* : 7. Your employees' Christmas party is underway on the shop-floor when you arrive Everybody seems well into into the season's spirits too well, in fact. Do you.... a) try to be a "good guy" and join in the fun? b) Leave immediately? c) Tell the person in charge that the party is out-of-hand and suggest it be ended as soon as possible?*
8. For the fourth consecutive Friday, a staff member asks to leave early. Do you say... a) "I can't keep giving you permission like this - others resent it?" b) "Not today - there may be a staff meeting at 4 o'clock"? c) "you are important to us - I need you to put in a full day especially on Fridays"?* contd….
9. You've been quoted correctly and favorably by the writer of a national magazine article. Do you now... a) send the writer a gift? b) Call and thank the writer for the publicity? c) Write an appreciative note and offer to be of future help to the writer?*
10. You have been hired from outside the company as Director of a large Department. You know several staff members thought they should have had the position. On the first day, do you..... a) initiate individual conversations with those individuals about the situation? b) Ignore the problem and hope it'll go away? c) Recognize the problem but concentrate on your job and on getting to know everyone? *
11. An employee says to you, "I shouldn't tell you this, but have you heard...? Do you say..... a) "I don't want to hear any office gossip' b) "I am interested only if it concerns our business"?* c) "What is the latest-- let me in on it"?
12. Your boss, in a customer meeting, makes an inaccurate statement. Do you... a) point out the mistake later to your boss - and expect him or her to correct the statement? * b) Correct your boss in front of the customer? c) Try to handle it yourself with the customer - at another time? 5. TRAINING NO.5 MOTIVATION
DEFINITION: The willingness to exert high levels of effort towards organizational goals, conditioned by the effort’s ability to satisfy some individual need.
Maslow’s hierarchy of needs. 1. Physiological - includes hunge, thirst, shelter, sex and other bodily needs 2. Safety - includes security and protection from physical and emotional harm 3. Love - includes affection, belongingness, acceptance and friendship 4. Esteem - includes internal esteem factors such as self-respect, autonomy, and achievement, and external esteem factors such as status, recognition and attention 5. Self actualization - is represented by the drive to become what one is capable of becoming, includes growth, achieving one’s potential, and self fulfilment.
MONEY ALONE IS NOT A MOTIVATIONAL FACTOR, BUT OTHER THINGS ALSO.
MOTIVAONAL FACTORS
1) CAREER PLANNING 2) SUCCESSION PLANNING 3) TRAINING PROGRAMMES 4) OPEN APPRAISAL SYSTEM 5) QUALITY CIRCLE 6) UPDATED MACHINERIES, TOOLS AND INSTRUMENTS 7) PREVENTIVE MAINTENANCE SCHEDULES 8) DELEGATION 9) EMPOWERMENT 10) WELFARE PROGRAMMES 11) GOOD COMMUNICATION PROCEDURES 12) EASY APPROACH TO TOP MANAGEMENT 13) HEALTHY CRITICISMS
DEMOTIVATIONAL FACTORS
1) NO PROMOTIONAL AVENUES 2) NO GRADATION 3) NO WELFARE 4) CLOSE APPRAISAL SYSTEMS 5) NO TRAINING 6) IMPROPER COMMUNICATION SET UP 7) NO SHARING OF AUTHORITY 8) HAVE A DOUBTFUL WATCH 9) HIRE AND FIRE POLICY 10) POOR CONDITIONS OF WORK ENVIRONMENT 11) JOB DISSATISFACTION 12) NO PROPER RECOGNITION 13) NO ENCOURAGEMENT FOR CREATIVITY AND INNOVATIONS 14) SINGLE POINT CONTROL 15) NO PROPER PLANNING
CASE STUDY: Select a Case Study as per your Organisaton requirement. TRAINING NO.6 LEADERSHIP
Leadership is the ability to influence a group towards the achievement of goals.
LEADERS AND MANAERS ARE DIFFERENT
Managers tend to adopt impersonal, if not passive, attitudes towards goals; whereas leaders adopt a personal and active attitude towards them. Managers tend to view work as an enabling process involving some combination of people and ideas interacting to establish strategies and make decisions. Leaders work from high-risk positions, indeed often are temperamentally disposed to seek out risk and danger, especially where opportunity and reward appear high. Managers prefer to work with people, they avoid solitary activity because it makes them anxious. They relate to people according to the role they play in a sequence of events or in a decision making process, while leaders, who are concerned with ideas, relate in more intutive and empathetic ways. Managers need order in the face of the potential chaos that many fear in human relationships. In contrast, one often hears leaders referred to in adjectives rich in emotional content. Leaders tend to be people who feel separate from their environment, including other people. They may work in organizations, but they never belong to them. Their sense of who they are doesn’t depend on memberships, work roles, or other social indicators of identity.
LEADERSHIP STYLES
TELLING (High task-low relationship) the leader defines roles and tells people what, how, when and where to do various tasks. It emphasizes directive behaviour. SELLING (high task - high relationship) - The leader provides both directive behaviour and supportive behaviour.
PARTICIPATING (Low task-high relationship): The leader and follower share in decision making, with the main role of the leader being facilitating and communicating.
DELEGATING (low task-low relationship) The leader provides little direction or support.
FOUR STAGES OF MATURITY:
M1 People are both unable and unwilling to take responsibility to do something. They are neither competent nor confident. M2 People are unable but willing to do the necessary job tasks. They are motivated but currently lack the appropriate skills. M3. People are able but unwilling to do what the leader wants. M4 People are both able and willing to do what is asked of them.
LEADERS AND MANAGERS ARE DIFFERENT: Leaders and Managers differ in motivation, personal history and in how they think and act. Managers tend to adopt impersonal, if not passive, attitudes towards goals, whereas leaders adopt a personal and active attitude towards them. Managers tend to view work as an enabling process involving some combination of people and ideas interacting to establish strategies and make decisions. Leaders work from high risk positions, indeed often are temperamentally disposed to seek out risk and danger, especially where opportunity and reward appear high. Managers prefer to work win people; they avoid solitary activity because it make them anxious. They relate to people according to the role they play in a sequence of events or in a decision making process, while leaders, who are concerned with ideas, relate in more intuitive and empathetic ways. Managers need order in the face of the potential chaos that many fear in human relationships. In contrast, one often hears leaders referred to in adjectives rich in emotional content. Leaders tend to be people who feel separate from their environment including other people. They may work in organisations, but they never belong to them .Their sense of who they are doesn’t depend on memberships, work roles, or other social indicators of identity.
LEADER AS A ROLE MODEL A GOOD LEADER MUST POSSESS FOLLOWING QUALITIES TO BECOME A ROLE MODEL TO HIS SUB-ORDINATES: PUNCTUALITY ATTENDANCE PERSONAL CLEANLINESS ATTITUDE HIGH DEGREE OF MOTIVATION TIME PLANNING ANALYSIS GOOD HOUSEKEEPING FLEXIBLE ACCEPT THE WEAKNESS ADMIT THE MISTAKES GOOD EVALUATION TECHNIQUES GOOD TRAINER GOOD LEARNER GOOD LISTENER HIGH DEGREE OF MATURITY GOOD VALUES SHARING INFORMATION GOOD COMMUNICATOR Have discussions with people. Assimilate the messages. Evaluate people accordingly. Assertiveness and Decision-making are the needs of a good leadership quality.
TRAINING NO.7 PERSONALITY DEVELOPMENT Scope: To develop employees to fit into the expectations of good personality skills. Methodology: Class room lecture and discussions
Personality means not the outward personality. When we talk of personality, we do not mean that a person has charm, a positive attitude towards life, a smiling face, or is a finalist for “Happiest and Friendliest” . When psychologists talk of personality, they mean a dynamic concept describing the growth and development of a person’s Whole psychological system. Rather than looking at parts of the person, personality looks at some aggregate whole that is greater than the sum of the parts.For our purposes, you should think of personality as the sum total of ways in which an individual reacts and interacts with others. PERSONALITY TRAITS 1. Reserved Outgoing 2. Less intelligent More intelligent 3. Affected by feelings Emotionally stable 4. Submissive Dominant 5. Serious Happy-go-lucky 6. Expedient Conscientious 7. Timid Venturesome 8. Tough-minded Sensitive 9. Trusting Suspicious 10. Practical Imaginative 11. Forthright Shrewd 12. Self-assured Apprehensive 13. Conservative Experimenting 14. Group Dependent Self sufficient 15. Uncontrolled Controlled 16. Relaxed Tense
Personality Development also includes: Personal Cleanliness Communication Time Planning Punctuality Housekeeping Motivation Good Evaluator Team work Participative approach Consensus approach
Outward Personality:
Clean Pant and Shirt inserted ones Wearing shoes Trimmed nails Combed hair Fast walking Always brisk No irritant face Seeing and expecting discipline in all things Leading to perfection Practising Continuous improvement Good listening skill Good learning skill Seek clarifications Storing information
TO HAVE A STRONG CULTURE, YOU SHOULD CONSIDER THE FOLLOWING SUGGESTIONS: 1. Have top management people become positive role models, setting the tone through their behaviour.
2. Create new stories, symbols, and rituals to replace those currently in vogue.
3. Select, promote, and support employees who espouse the new values that are sought.
1. Redesign socialization processes to align with the new values.
5. Change the reward system to encourage acceptance of a new set of values.
6. Replace unwritten norms with formal rules and regulations that are tightly enforced.
7. Shake up current sub-cultures through extensive use of job rotation.
8. Work to get peer group consensus through utilization of employee participation and creation of a climate with a high level of trust. TRAINING NO.8 CONFLICTS
Scope: In organisations without conflict not a day passes thro’ Conflicts between Members, sections and also outside agencies. Conflicts, we expect, it should Be functional and not dysfunctional. Methodology: Lecture, group discussions and case study.
Definition: A process in which an effort is purposely made by A to offset the efforts of B by some form of blocking that will result in frustrating B in attaining his or her interests.
Functional Conflicts: Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict: Conflict that hinders group performance. Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tensions released, and fosters en environment of self evaluation and change. The evidence suggests that conflict can improve the quality of decision making by allowing all pooints, particularly the ones that are unusual or held by a minority to be weighed in important decisions. Conflict is an antidote for groupthink. It does not allow the group passively to “rubber stamp” decisions that may be based on weak assumptions, inadequate consideration to relevant alternatives, or other debilities.
The destructive consequences of conflict upon a group or organisation’s performance are generally well known. A reasonable summary might state; Uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to destruction of the group. Among the more undesirable consequences are a retarding of communication, reductions in group cohesiveness, and subordination of group goals to the primacy of infighting between members. At the extreme, conflict can bring group functioning to a halt and potentially threaten the group’s survival.
How to Manage Inter-group Relations:
Rules and Procedures Hierarchy Planning Liaison Roles Task Forces Teams Integrating Departments.
Case Study:
Discuss with participants whether Conflicts are good or bad for an organisation? Note down the valid points that come out of discussions. TRAINING NO.9 TIME MANAGEMENT
Scope: Time planning is very important. At all levels time is to be planned effectively, Particularly at middle and higher levels. Methodology: Class room lecture, case study.
Time Planning:
Explain why Time is very important.
Inputs for Time Planning Job Knowledge Task details Details of personnel involved Materials required Stock position of materials Conditions of machineries, tools etc. Conditions of environment Administration facilities Timely reporting skills Details of Training Needs for that particular task Trouble shooting skills Application of various probabilities Creativity Allocate free hours for rest/relaxation Documentation and paper work Effective Supervisory Skills Delegation Participative approach Team spirit Case Study
Rajiv’s planning lay in shambles. To determine where the difficulty lay, the industrial engineering dept. sent a methods man to observe actual practices in Rajiv’s Department. Here are some of his observations:
08.00 AM Whistle blows. In eighteen work places, fifteen are occupied. Only 12 of 15 are actually operating. 08.12 AM All work places occupied. 15 now working 08.45 AM One work place not occupied. 15 working. 2 waiting for material. 09.22 AM Observed one worker watching his neighbour to learn how to work on special job. 11.12 AM Supervisor in area. All work places filled. All working. 11.55 AM 15 work places occupied. 2 girls putting on make-up. 1 man eating lunch. 12.30 PM 10 work places occupied. 12.35 PM All work places occupied 01.15 AM One man reports to dispensary with headache. 02.05 PM All work places occupied. 3 men talking with material supplier 03.57 PM 2 girls waiting for mechanic to fix soldering irons. 04.17 PM All work places occupied. 7 men waiting for materials. 1. What do you think may have been wrong with Rajiv’s plans? 2. What are some of the conclusions, you’d draw from the engineers observations? 3. What will Rajiv do to do it? Make sure his department meets schedules. TRAINING NO.10
STRESS MANAGEMENT
Scope: To make middle level and higher level to understand whether Stress is Good or bad.
Methodology: Lecture, Group Discussions
Defintion: A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.
Stress is associated with constraints and demands. The former prevent you from doing what you desire. The latter refers to the loss of something desired. Stress is not necessarily bad in and of itself. While stress is typically discussed in a negative context, it also has positive value. Causes of Stress 1. Interruptions 2. Role conflict 3. Work load 4. Managing time on the job 5. Organizational politics 6. Finding time for outside activities 7. Responsibility for sub-ordinates 8. Firing someone 9. Reprimanding or disciplining 10.Balancing personal life with worklife 11.Dealing with upper Management 12.Reviewing performance 13.Role ambiguity 14.Pay/compensation 15.Overtime 16.Interviewing and hiring 17.Working with budgets 18.Working with computers 19.Travel 20.Competitions 21.Industrial relations 22.Poor communication systems 23.Lack of role models 24.Lack of training facilities 25.Less/no HR Practices How to Manage Stress INDIVIDUAL APPROACH 1. Time Management 2. Physical exercise 3. Relaxation training 4. Social support ORGANISATION APPROACH 1. Selection and Placement 2. Goal Setting 3. Job Redesign 4. Organizational Communication 5. Welfare Programmes
SOME STRESS IS ALSO WELCOME. WHY?
1. Stress develops knowledge 2. Stress develops leadership qualities 3. Stress teaches us corrective and preventive action 4. Stress gives new energy 5. Stress gives us a challenge 6. Stress develops crisp communication 7. Stress compels us to take new knowledge and skill 8. Stress leads us to understand others’ problems 9. Stress is an ad-hoc experiment for crisis management 10.Stress leads to participative and consensus approach 11.Decision-making is powerful in stress conditions whether it is positive or negative 12.Stress exposes weakness of those who involved 13.Skill of courage is developed 14.Closeness is seen in stress condition 15.Free-flow of communication system
Case Study: Divide the participants into 2 groups, one supporting Stress and another Countering Stress, by taking some job experience.
VOL.II Training No.1 INTERNAL QUALITY AUDIT Scope: To train the participants to strengthening their Audit Skills Methodology: Lecture, case study. Type of Person required: 1. Positive Attitude 2. Un-biased approach 3. Flexible 4. Empathy 5. One who accepted by all 6. required knowledge Audit skills to be trained: 1. Good communication 2. Time planning 3. Concepts of quality 4. Eye for details 5. Traceability skill 6. Reporting skill 7. Follow-up approach 8. Statistical techniques 9. Identification of Training Need Skill 10.Friendly approach Case Study: Request the particpants to audit any one of Quality Concepts In a particular department. Let them prepare check list before auditing. After auditing is over, let them prepare Audit Reports. Training No.2 ISO 9000 Revised Standards
Scope: To make an awareness to the participants on ISO 9000 Revised Standards. Methodology: Lecture Points to be emphasized: a) Continuous Improvement b) Customer Relations c) Resource Management QUALITY MANAGEMENT PRINCIPLES 1. Customer-driven organisations 2. Leadership (Good Management) 3. Involvement of People 4. Process approach (encouraged) 5. System approach to the Management 6. Continual Improvement 7. Factual approach to decision-making(Statistical/data/record maintenance) 8. Mutually Beneficial Supplier Relationship Training No.3 CONTINUOUS IMPROVEMENT Scope: To develop all employees into this concept, because recent Quality Standards also stress Continuous Improvement. Methodology: Lecture and case Study Small things make perfection, but perfection is not a small thing. Even a small improvement which makes the system an effective one, immediately implement it. Each improvement must have the evidence of quality improvement, cost saving and attitudinal changes. For every improvement, document it provided it has an effectiveness. Every thing is included in Continuous Improvement, it may be: Personal Cleanliness Standards of hygiene practices Housekeeping Communication Time saving Space saving Energy saving Product development Customer satisfaction Inter personal skills Reduction in paper work Process capability Material saving Re-conditioning of tools Training NO.4 ZERO DEFECT Scope: To have an approach towards Zero Defect Methodology: Lecture and case study It may not be hundred per cent possible to have zero defect under Indian conditions. But, still one can have Zero Defect approach towards job. Zero Defect can be obtained thro: 1) Training 2) Knowledge and Skill development 3) Excellent effective Communication 4) Good Motivational Factors 5) Strict Preventive Maintenance and Calibration Schedules 6) Good Housekeeping 7) Good Leadership Skills 8) Team Work 9) Quality Circles and Suggestion Schemes 10)Rewards 11)Career Planning and Succession Planning 12)Strong inventory control on Materials 13)HR Audit and Quality Audit 14)Strong Organisation Culture 15)Positive Work Culture 16)Participative and Consensus approach 17)Open Appraisal System 18)Empowerment 19)Good Planning 20)Over and above Strong Management Case Study: Let the Participants choose any one of above and discuss as to how it leads to zero Defect.
Training No.5 ORGANISATION CULTURE Scope: To mould all employees into expected Organisation Culture. Methodology: Lecture Culture is felt. It is a feeling and experience. Definition: Organisation culture refers to a system of shared meaning held by Members that distinguishes the organization from other organizations. This system of shared meaning is, on closer analysis, a set of key characteristics that the organization values. TO HAVE A STRONG CULTURE, YOU SHOULD CONSIDER THE FOLLOWING SUGGESTIONS:
1. Have top management people become positive role models, setting the tone through their behaviour.
2. Create new stories, symbols, and rituals to replace those currently in vogue.
3. Select, promote, and support employees who espouse the new values that are sought.
1. Redesign socialization processes to align with the new values.
5. Change the reward system to encourage acceptance of a new set of values.
6. Replace unwritten norms with formal rules and regulations that are tightly enforced.
7. Shake up current sub-cultures through extensive use of job rotation.
8. Work to get peer group consensus through utilization of employee participation and creation of a climate with a high level of trust.
As we are in the process of finding various channels to build our Corporate Image, from HR point of view, I want to add some points for discussions in your Group Session for discussing Corporate Image Building:
Individual Initiative: the degree of responsibility, freedom,and independence that individuals have.
Risk tolerance: the degree to which employees are encouraged to be aggressive, innovative and risk-seeking.
Direction: the degree to which the organization creates clear objectives and performance expectations
Integration: the degree to which units within the organization are encouraged to operate in a coordinated manner
Management support: the degree to which Managers provide clear communication, assistance and support to their sub-ordinates.
Control: the number of rules and regulations, and the amount of direct supervision that is used to oversee and control employee behaviour
Identity: the degree to which members identify with the organisation as a whole rather than with their particular work group or field of professional expertise.
Reward System: to degree to which reward allocation (that is salary increases, promotions) are based on employee performance criteria in contrast to seniority, favoritism and so on.
Conflict tolerance: the degree to which employees are encouraged to air conflicts and criticisms openly.
Communication patterns: the degree to which organizational communications are restricted to the formal hierarchy of authority. ------Before you go in details, let you understand the definition: "There seems to be wide agreement that Corporate Culture refers to a system of shared meaning held by Members that distinguishes the organization from other organizations." ------In building Corporate Image, let us also concentrate our talk on the following: a) Positive Work Culture b) Personal Cleanliness & Hygiene Practices c) Communication Patterns d) High Degree of Motivational Factors e) Role Clarity by preparing Job Description Manual f) Career Planning & Succession Planning g) Welfare Measures h) Sound HR Practices ------Corporate Image Building means it is not only for projecting outside personality but also what is inside. It is not an easy task in preparing action plan for Corporate Image Building. It requires a lot of hard work and involvement. Just put the name plate at the entrance, re-modify the reception hall, providing comforts to the clients, some advertising panel , etc. alone will not improve the corporate image. It is a total turn-around. It requires a higher level of maturity and experience. After preparing the draft Action Plan, the same will be put upto the outside experts who can draft our Corporate Image Building Plans. Corporate Image is a continuous one and one can find no twist or erosion in its wave length. It is to be practised systematically and full involvement. Training No.6 INTER-PERSONAL SKILLS DEVELOPMENT:
Scope: To develop your employees on inter-personal skills What are all the Skills? 1) Attitude 2) Communication 3) Learning 4) Listening 5) Leadership 6) Analytical 7) Personal Cleanliness and Hygiene Practices 8) Safety and Housekeeping 9) Motivation 10)Creativity/Innovative 11)Time Planning 12)Decision Making 13)Coordination Skills 14)Reporting Skill 15)Job Knowledge and Skills Training No.7 TRAINING NEED IDENTIFICATION
Scope: To develop the skill of Training Need Identification among your Your Supervisors, Managers and above. Methodology: Lecture, Case Study
Training Need Identification (TNI) = Expected Level of Performance - (Minus) Present Level of Performance Classification of Needs: * Individual Needs, * Occupational Needs Organisational Needs There can be many approaches to justify these formulae of TNI the following six approaches are most commonly used: 1) Training Need survey 2) Competence Analysis 3) Performance Analysis 4) Task Analysis or Group Dynamism Analysis 5) Feedback/recommendations 6) Management decisions TNI is generally done by Supervisors and HODs. It is also better if the Self himself identifies his needs on Training. Format for TNI is shown under HR Formats (Vol.VI).
Training No.8 MEASURING EFFECTIVENESS OF TRAINING PROGRAMME: Scope: To Train the Managers on How to Measure the Effectiveness of Training Programmes:
Method: The change can be measured in terms of skill, knowledge and attitudinal improvement achieved in an employee. Knowledge change (kc) = Knowledge after Training ka/kb Divided by Knowledge before Training This will require pre-evaluations and post-evaluations of the employees. Skill Change (sc) = Skill after Training divided by Skill before Training = sa/sb Attitudinal Change/Performance Change ac or pc = aa/ab or pa/pb Cost Justification: Kc+sc+ac > c/t cost per trainee
For viable investment, cost of change should be equal or more than the cost of Training Programme. Training NO.9 CHANGE IN ATTITUDE - A MUST Scope: To train the employees on the awareness of Why Change in Attitude is a must under current environment? Methodology: Lecture with various examples. Why Change is a Must? 1) Customers” demands are very high 2) Competition 3) Survival is a question mark 4) Multi-skill development 5) Technology changes 6) Man dependency is getting less importance 7) Automation and Mechanisation 8) Government Policy changes 9) Quality awareness is increasing 10) Knowledge of customers is increasing 11) Running an organisation is very difficult 12) Globalisation 13) Open market competition 14) Cost competition 15) Self value increased 16) Availability of abundance of man-power in employment market 17) Cost of over-heads has increased 18) Implementation of quality concepts 19) Profit is getting reduced because of more re-work 20) Standard of living and life-style changed
Training No.10 QUALITY CIRCLE
It has been explained in detail under volume No.QC