Harrington Group International, LLC presents a video series dedicated to continuous improvement. In session 6 of 10, Dr. H. James Harrington explains how companies can improve by focusing on both team work and the individual. This session offers detailed guidance on how we can build efficient work methods, support career development, and create a strong bond between employees and the company.
Balancing Team Efforts and Individual Growth
Dr. Harrington stresses that success depends on the strength of each person as much as on the work of the team. He points out that while employees might work in teams for a short period, most of the day is spent working as individuals. We believe that each person must be well-educated and skilled to truly contribute.
He explains that while a team environment can encourage participation, the real change starts with the individual. Employees need to feel that they have a role that brings value both to themselves and the company. Understanding the importance of individual work in achieving overall company goals is a key step in the continuous improvement process. Teams provide ideas and stimulate creativity, but it is the daily decisions of one person that often lead to lasting change.
We believe in a balanced approach:
- Team collaboration encourages discussion, problem-solving, and brainstorming.
- Individual responsibility ensures that each employee has the skills and support needed to perform at high levels.
This perspective helps us build a culture where every employee not only feels part of a group but also knows that their personal output matters. We work to promote an environment where every individual is prepared for their role through effective training and ongoing development.
Effective Job Training and Performance Planning
Dr. Harrington makes a clear point about the value of job training. He reminds us that training is fundamental in preparing employees to perform their tasks correctly. Training is not conducted merely because it is a formal requirement; it is a strategic choice meant to keep skills current and reduce the risk of technical obsolescence.
Key ideas he presents include:
- Start training early. New hires should receive training before they begin full-time work.
- Document training requirements. Each job should have a list of training objectives so that expectations are clear.
- Use performance plans as contracts. An effective performance plan is a mutual agreement between the employee and management. It helps keep expectations clear and sets measurable goals.
Dr. Harrington suggests that a performance plan should be reviewed quarterly, not just once a year. This continuous check helps employees address challenges immediately and keeps them aligned with the company’s goals. Reviews are not simply about reporting what was done; they are opportunities for honest feedback and adjustments that create measurable improvements in quality and productivity.
In creating performance plans, we recommend focusing on specific areas of performance. For example, one approach could be to allocate evaluation weights such as:
- 40% Quality: Reflects how well an employee meets quality standards.
- 30% Productivity: Shows how efficiently tasks are completed.
- 20% Cooperation: Measures the ability to work well with others.
- 10% Creativity: Encourages innovative approaches.
This clear structure ensures that the evaluation covers all the critical aspects of an employee’s contribution.
Linking Performance with Rewards
A significant focus in session 6 is the need to tie rewards to performance. A study by the Public Agenda Foundation revealed that many workers feel undervalued when extra effort does not lead to higher pay or other rewards. In fact, 70% of employees said they experience lower quality and productivity when there is no link to pay and performance. This is not just a statistic—it is a clear call to action for companies that want to stay competitive.
Dr. Harrington strongly recommends establishing systems where outstanding performance leads directly to tangible rewards. When employees see that their extra effort results in financial bonuses or other forms of recognition, they are motivated to give more of their best. The incentive systems that he outlines include:
- Quarterly performance reviews that are directly tied to salary adjustments.
- Clear documentation of each employee’s contributions, which can be used in promotion considerations.
These methods also help build trust between employees and management. When workers feel that their achievements have a real impact on their rewards, the company culture improves and the focus on quality increases.
Embracing Suggestion Programs and Job Improvement Ideas
In this session, Dr. Harrington explains the importance of suggestion programs that encourage every employee to share ideas for improvement. He compares the effectiveness of suggestion programs in the United States and Japan. Japanese companies average 17 suggestions per employee, whereas U.S. companies average less than two per employee. This gap highlights the need to foster a culture where individual contributions are not just welcomed but actively pursued.
The suggestion program works as follows:
- Employees submit ideas to improve the way they work.
- A quick review follows, with feedback given within 24 hours at companies that excel in this area.
- Good ideas are recognized and sometimes rewarded with small bonuses or other tokens of appreciation.
Additionally, job improvement programs recognize employees who consistently propose ideas that enhance their work. Winning suggestions might result in public acknowledgment during meetings or even a special dinner with plant managers. These actions create a system where each idea is valued, and the emphasis is on celebrating every contribution.
We make it a point to involve employees in every step of the process. When suggestions are not just collected but implemented, employees are more likely to feel connected to the company’s mission. The immediate feedback loop that is established helps maintain high levels of morale and drives further innovative thinking.
Building a Career, Not Just a Job
Another important part of session 6 is the discussion about individual career planning. Dr. Harrington challenges organizations to think beyond the daily tasks and focus on building a long-term career for each employee. We believe in giving our people the opportunity to chart a course for themselves within the company.
A clear career plan allows employees to see how their skills can grow over time. It involves several important actions:
- Employees set their own career objectives.
- Management supports these goals by providing opportunities, such as cross-training in different roles and offering mentorship.
- Regular updates to the career development plan ensure that as the company evolves, each individual’s plan evolves as well.
This approach helps employees see their job as more than just a paycheck. They are encouraged to explore different functions within the company and prepare themselves for new challenges. This preparation not only helps the individual but also ensures that the company has a robust workforce, ready to fill key roles in the future.
Moving Forward with Confidence
Dr. Harrington concludes session 6 by urging every employee to take a close look at their own performance areas: quality, productivity, and personal growth. We are encouraged to measure our progress and identify any obstacles along the way. This self-assessment is a fundamental step in any continuous improvement process.
In our organization, we strive to offer a supportive management system that includes honest feedback and a partnership between management and staff. We believe that by focusing on the individual, we can drive improvements that benefit the entire team. Every suggestion, every idea, and every small improvement adds up to create a significant impact over time.
As we continue this series, our next session will focus on the tools and measurements needed to track progress. Everyone is encouraged to start thinking about what personal changes they can make in the coming months to improve their overall performance.
Key Takeaways
- We must focus on building both effective teams and strong individual performance.
- Training and performance evaluations should be clear, documented, and regularly reviewed.
- Linking rewards to performance builds trust and increases employee motivation.
- Suggestion programs can lead to continuous improvements in quality and productivity.
- Career development should be an ongoing process, not just a one-time arrangement.
Harrington Group International is ready to help companies set up systems that foster individual growth and reward performance. We invite you to learn more about our quality management tools and service offerings. For more information, visit Harrington Group International or call us at 800-ISO-9000.
By focusing on each person and supporting them through training, continuous evaluation, and recognition, we ensure that every employee feels valued and capable. This session reminds us that every small improvement contributes to making our company a leader in quality management.
