Lowering hierarchy
Reducing hierarchy means reducing the number of levels in the hierarchical pyramid, that is, reducing bureaucracy in order to create a “flat organization” that requires less money, and the purpose of this restructuring is to achieve greater efficiency at lower costs of administration, stimulation of quality and productivity in the ranks of management.
The Scientific and Technical Council (or Quality Board) is the management team that manages the organization, determining its direction and direction. This committee is responsible for the development of the overall quality policy, the implementation and development of the overall quality policy throughout the organization. Due to its strategic nature, the board allows you to inform employees about the desires and needs of customers, their goals in the organization and what they are expected to constantly achieve higher levels of quality and best meet the needs of consumers.
Thus, using these five methods, it is possible to effectively break down barriers between departments and stimulate teamwork, leading to the creation of a quality organization.
It is logical that people in different departments should work as a team. In terms of overall quality (QC), which any organization seeking to survive and succeed should strive to achieve, it is believed that employees should not be “closed” in their functions, otherwise they cannot know what customers want, and therefore can not contribute to meeting customer needs and achieving continuous quality improvement. To overcome or avoid these problems, each organization must do the following:
- Focus on processes;
- Identify internal consumers;
- Create a command organization;
- Lower the hierarchy;
- Introduce a quality management department (quality management department).
Management must accurately define most work tasks to be performed at different levels, but at the same time, employees must be clearly presented with goals and opportunities for their proposals, which may be better solutions than those that management originally had in mind. Thus, this concept modernizes the PDCA cycle, shifting the emphasis from classical compliance with well-established standards to improvement and innovation towards higher levels of productivity, which represents a path to greater business efficiency and better financial results.
Undoubtedly, the creativity of everyone, regardless of their position in the organization, plays an indispensable role in all this: employees are internal customers of the organization, who have a great influence on its success. Leadership at all organizational levels must constantly stimulate creativity among employees, give them sufficient freedom and shape their way of thinking through training and other training that acquire new skills for all members of the organization. With this approach, workers will not view the organization as a mere source of income, without regard for its purpose and success, but will struggle to make individual and group work more meaningful, consisting of a sense of belonging, organization and satisfaction with its success. In this organizational climate, workers are proud of their organization and its results, in which they see their own contribution. They promote the organization in the outside world and consider it their own, which is the best advertising and potentially leads to new customers.
In return, the organization adequately pays, rewards and motivates its employees,
creating a climate in which they feel valued and important, encouraging them to
successfully solve problems that create a competitive advantage.
Achieving quality goals depends on both efficiency and quality achieved in even the smallest work tasks at the tactical level, and therefore prescribed quality requirements must be met in all areas of the business system, since even the slightest deviation in achieved relative to the planned quality of an organization, its products and / or services can make it insufficiently competitive in the domestic or foreign market. To establish an adequate level of quality and productivity in work, of course, all members of the organization should be focused on perfection in their personal participation in the implementation of individual work tasks, but at the same time it is necessary to take into account the synergies in the work of individual organizational units, as well as the entire business system. Any discrepancy between smaller units or individual sectors within the organization must be addressed immediately, otherwise the organization loses in quality and performance, which affects the end result of the business and its market position.