What Would You Do? You\'re the Manager... THE COMPANY: Star Quest Manufacturing
ID: 393532 • Letter: W
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What Would You Do? You're the Manager... THE COMPANY: Star Quest Manufacturing YOUR POSITION: Vice President of Production Like many Quest (SQ) took a hard look at the techniques used by Japanese firms to gain dominance in world markets. As one of the few manufacturers of microwave ovens in the United States, SQ saw firsthand the importance of THE PLACE: Bismarck, North Dakota in the United States, Star factories used to compete against the Japanese. So developed a quality program for its lowa SQ saw communication as the total quality process and other strategies American n 2003, SO vital element to the quality drive so launched a new program plant From the beginning, Star Quest Manufacturing improves increases product quality while reducing costsion an tration; in addition to their regular m called "Intracommu- Intative, which gave employees At first, viewed the program as just an- once handled by first-line managers. tasks anagement dute management fad. Therefore, the company had they must also train workers to supervise do some "damage control," reemphasizing top By improving communications and management's commitment to the new program and workers to take control of increasinghsmwn the potential benefits to employees. Once employees of their jobs, the company not only mo got the message, their attitude toward the program work harder but also saves money on supervisory e Intracommuni- about what occurs within their group as well as ho changed quickly penses. All employees are now highly knowledgeabe The fundamental purpose of the Leadership Initiative program was to flatten the their group is linked to the total quality processes and ement. Instead of having a supervi- strategies SQ has adopted in its efforts to compete layers of manag sor overseeing many employees, the system relies on against Japanese microwave oven manufacturers ularly with each other and the manager who has ulti 1. At SQ, how is the communication process linked employees assigned the tasks of human resources for of production, and other upper-level managers eamwork and peer pressure to accomplish the plant's goals. Employees who handle similar tasks meet reg- QUESTIONS mate responsibility for their duties. For example, SQ's human resource manager meets weekly with the 17 to a desire to improve product quality? What could have happened had you, as vice president their groups. Employees make all decisions within the not reacted quickly to employees' initial negative boundaries of their responsibilities, ranging from elect- ng representatives to changing jobs. One team was 2. Within each work group, an attitude toward the program. task of replacing the policies and procedures handbook with a one-page list of guiding principles Another team reviews issues and makes recommen dations to management. Yet another team evaluates ways to improve on-the-job safety. drafted, or persuaded to assume one of the supervisory duties. What techniques or skilis do you look for in individuals to achieve the appropriate communication with and motivation of the work group? Employees who are not self-motivated team play ers or who cannot get used to their peers have difficulty within this system. Also, the remaining upper-level managers face additional stress and frus authority 3. What are the communication problems you face in dealing with many team representatives who are being trained to supervise themselves?Explanation / Answer
Answer 1: The communication process linked to a desire to improve product quality was completely focused to have a clear and consistent framing of the “Intra-communication Leadership Initiative” which gave employees tasks once handled buy first-line management. It reaffirmed the aim and value of the product quality and also to improve the awareness and understanding the importance of the entire initiative. If top leadership would have not reacted by reemphasizing top leader’s commitment to the new program and the potential benefits to employees, then it could have lost the importance among the employees and their attitude toward the program would have not changed considering that this initiative as any other one.
Answer 2: Within each work group, an employee is elected, drafted, or persuaded to assume one of the supervisory duties. The skills or techniques required for individuals to achieve the appropriate communication with and motivation of the work group are such as, team player, an individual should be able to perform his duties, decision making capability, flexible to adapt the change and play a new role, some form of leadership skills to take every team member together to achieve the set goal, should be able to review policies and procedures, should be able to analyze the issue and make proper recommendations to management, focus towards continuous improvement, self-motivated, easy-going to the system, and offer trainings and knowledge sharing sessions based on the work requirement.
Answer 3: Some of the communication problems which may occur, such as, not being consistent with team members, no focus maintained in the clarity and accuracy while communicating, goals were not set and communicated by stating the importance, not recognizing the hard work done by the team members, not maintaining the transparency, not allowing team members to share their ideas and not allowing them to give feedback.
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