Jieliang’s action raises the question in our problem statement, “If direct labors have ideas to improve processes, why are they not coming forward with them?” We have learned that behavior has play a major role in the decisions that direct labors make.
Hypothesis: The problem happens because direct labors are afraid that their great ideas might lead to their jobs getting eliminated and they might be out of work because they are no longer needed.
Analysis: The PCB factories employ automated machines to do parts of processes in the Precision Company. That maybe one reason why direct labors are not suggesting any way of improving processes. It can lead to processes being handled and taken over by automated machines squeezing out human body workers.
A company like Precision that’s constantly looking for ways to cut costs, and wastes will have no problem replacing human body workers with robot machines to get the job done if it will cut costs, provide more working space, and improve quality and productivity. “Precision occupies a multi-building campus in Dongguan. In addition to warehousing and PCB factories, there are over 10,000 workers located in two multi-story buildings assembling mobile phone handset. / Workers predominantly live in the dormitory buildings on the campus site. The connected buildings are for indirect labor, and the rest are for direct labor. There is a separate canteen building where workers may purchase meals. There is an internet café, a medical clinic and small convenience store. Dormitory housing is very inexpensive by local standards.” (Jieliang Phone Home) These are some of the things that Precision can see as opportunity to cut back on costs and increase capacity. Instead of occupying the multi-building with 10,000 workers at a very low cost, Precision can turn the building into more manufacturing space with automated machines working.
Hypothesis: Management failed to manage the motivation of its employees.
Analysis: In the article, “Note on Managing the Psychological Contract”, it is stated that, “In the relationship between the individual employee and the organization, each party participates only because of what it expects to receive in exchange for participation. An individual, like an organization, constitutes a system with particular needs. These two systems enter into a joint cooperative relationship only when it offers opportunities for the fulfillment of their respective needs. The organization employs the individual because his or her services are essential for the achievement of its goals; similarly, the individual contributes services only when it leads to fulfillment of his or her personal needs.” There is one clear motivation for employees to give their services at the Precision Manufacturing Company in Dongguan, and that is paycheck. But in order for them to be motivated to do more than what they are already expected to do, managers have to contribute in motivating them. We see that little chance of motivation being diminished as the supervisor scolded Jieliang in front of everybody for her action, which we learned improved TQC. Instead of recognizing that Jieliang’s action actually speeds up the process, the supervisor showed a character that negatively influenced the behavior of the employees. This explains the reason why the suggestion box is empty.
“Participative management, a workplace system in which employees have greater discretion to think, act, and contribute to work plans,” is what the employees could’ve seen from the situation that occurred between Jieliang and the supervisor, had the supervisor handled it the right way. This could have motivated the employees to participate in suggesting ways to improve processes because “actions that invite people to play bigger and more important roles, is far more motivating than telling people what to do,” (Motivation The Not So Secret Ingredient of High Performance).