The development and implementation of team productivity training Public Deposited

http://ir.library.oregonstate.edu/concern/graduate_thesis_or_dissertations/73666741m

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  • A unique team productivity raining program was developed and implemented for Electro-Scientific Industries, Inc. (ESI). This program was designed to train shop floor workers in teamwork skills and traditional industrial engineering techniques. In this way, problem-solving tools are available to the hourly manufacturing worker for use in improving communications, quality, and productivity. Potential improvements became apparent after the program was conducted. The Japanese Quality Control Circle (QCC) movement and American QCC adaptations were analyzed to determine their components of success and failure. The uniqueness of this program lies in the depth and breadth of training and the use of these techniques at the ground level to gain productivity improvement. Previous programs in this area have provided a minimal amount of training and rarely focused on teamwork or group process skills. Additionally, past programs have provided the most intense training at the supervisory or first-line management level and have not provided a method of individualized productivity measurement. This program design included indoctrination periods for managers and supervisors. There was a three-stage approach of development, implementation, and evaluation. The training instruments and methodology were developed for the program. A major emphasis was placed on problem-solving tools and small group dynamics. After the teams were designated, they were trained in productivity improvement techniques and developed group cohesiveness. The thesis includes the training packages, scheduling information, and a total description of the program as it was conducted. Preliminary evaluations have been done on the training instruments, the overall program, and the initial results. Within all levels of ESI, there is enormous enthusiasm continuing for the program. A qualitative measurement indicates a significant increase in communications within and between all levels of employees. There appears to be a decrease in employee absenteeism and an increase in production quality. According to management assessment, no production output was lost over the training period. Complete program results are not known at this time. Due to time limitations, an accelerated schedule had to be followed. A future study is recommended to determine if the program lives up to expectations over the long term.
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