Employee Involvement - White-Collar Work Force
ROBINSON-PAGE-MCDONOUGH AND ASSOCIATES INC GREENLAND NH
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This Task was the second investigation of improving white-collar productivity in a shipyard through employee involvement techniques. The first attempt utilized singlefunction Action Teams, in the general context of Total Quality Management, to improve the usefulness of the white-collar products in electrical and in structural areas. This second attempt concentrated on improving cross-functional communications through the use of a Multi-functional Action Team thereby improving white-collar knowledge of problem areas and enabling the generation of an improved white-collar product. A Multi-functional Action Team was created, and allowed to operate for several months. Meetings were set up for one hour per week with the members selecting their own Chairman and Recorder. Several cross-functional issues were considered for treatment, following which two particularly disruptive items were selected for resolution. These were discussed in detail at several working sessions, and a to-be flow chart reflecting an improved method for handling these matters was prepared. Procedural and administrative changes were outlined, and formal remedial action was transferred to the proper organizational group within the shipyard for final disposition. The Multi-functional Action Team approach proved to be successful in improving cross-functional communications, and in improving the operational relationships among the members. The Team grew in strength and capacity, and exhibited a capability to handle nearly any kind of problem even broad and complicated issues. This Report describes the Task in detail, and contains a section on Application of Findings which should be useful to a shipyard wishing to try this technique for improving white-collar products.
- Manufacturing and Industrial Engineering and Control of Production Systems