NLP to promote TQM for effective implementation of ISO90

NLP To Promote TQM For Effective Implementation Of ISO 9000

S.Ashok
Research Assistant, (M.S.By Research), Building Technology Centre, Anna University, Chennai, INDIA
Email: ashok@internetdrive.com

Dr.A.R.Santhakumar
Executive Director, Building Technology Centre, Anna University, Chennai, INDIA
Email: santhaar@hotmail.com

ABSTRACT

In Today's scenario, even after achieving ISO certification, quality is still wanting. There is always a gap in people adhering to the standards. The aim of this paper is to discuss the use of Neuro Linguistic Programming (NLP) in aiding Total Quality Management (TQM). 5S and Kaizen are identified with lateral thinking tools, using NLP. Case studies on 5S and Kaizen applications in civil engineering, with and without the use of NLP are discussed. The concept of Creative Kaizen and Model Kaizen is introduced for better understanding of the benefits of using NLP. Finally, for the first time, a scientific appraisal of use of NLP for three different civil engineering trades has been attempted and their effects are discussed.

Keywords: TQM, 5S, Kaizen, NLP, ISO, PO

1.0 Back Ground:


Quality Control - Product level	Quality - Process level	Quality - People level
Figure 1: A Bird's Eye View Of History Of Quality Evolution

Managing Quality at product level, process level and at people's level is Total Quality Management. Any small change in people will have a significant impact on process as well as product. The attitude of people in adhering to the quality system developed (ISO 9000), really matters and is reflected in the end product.

Even after achieving ISO certification, Quality is still wanting, as the workers doesn't see any personal benefit, for adhering to ISO standards and hence doing things as per their convenience. People oriented techniques like 5S and Kaizen, when practised tends to minimise this quality gap.

2.0 Central Concept:

Figure 2: 5S, Kaizen And NLP

2.1 5S

5S is identified as a thinking system in which any individual is made to think in five different ways, about the workplace. The more different we look or observe any thing; we understand it, more clearly. Hence more effective decisions are possible, thereby resulting in the more productive work place.

2.2 Kaizen

Kaizen introduces the element of creativity in the 5S thinking system. It keeps the spirit of the journey towards 5S, alive. It concentrates on new alternatives, over the existing methodology, to achieve the desired level of 5S.Kaizen can be classified into two types, on the basis of thinking involved behind it.

Creative Kaizen:
This means an improvement, which is the brainchild of the individual himself. Original thinking is the criteria.
Model Kaizen:
This means an improvement, which is introduced, from somewhere else, where it was practiced i.e., some other person in some other place developed this improvement, but we learn and implement it, in our work place.

2.3 Neuro Linguistic Programming (NLP):

The understanding of presuppositions of NLP improves the efficiency of the individual to do more kaizen, in particular, the Creative Kaizens. When NLP is used in the training, Individuals accept 5S and Kaizen as mind training tools rather than TQM tools of the organization. The Table No: 1 below gives a comparison of training 5S and Kaizen with and without NLP. Figure 3. emphasize the same.

Figure 3: 5S, Kaizen with and without NLP

Table 1: 5S, Kaizen with and without NLP

S.No	CRITERIA	5S & Kaizen without NLP	5S & Kaizen with NLP
1.	Main Focus	Organizational Growth	Personal Growth
2.	Thinking	Routine Jobs are O.K. Innovation comes only when some incentive or prizes are given - Unilateral Thinking.	Original Thinking happens, as the idea is to understand the potential of one's own mind-Multilateral Thinking.
3.	Work Problems	Seen as headache and are solved for the sake of the organizational growth	Seen as an aid to break the conditioning of one' mind. Hence solved with interest.
4.	Organization	An external environment, which pays for one's work.	An experimental area, at the cost of which one understands his own mind.
5.	Personal growth & Organization's growth	Not in line with each other	In line with each other.

3.0 How it works?

3.1 Routine works:

Figure 4: Routine works programmed subconsciously

Routine works are prevalent in Industry among workers. These works get programmed into the subconscious mind of the worker and is executed subconsciously, as soon as it is triggered, as shown in figure 4. So, most of the time, the worker does his work subconsciously, without being aware of it.

If you do what you always did, you shall get, what you always got...(NLP Presupposition)

So, whatever his efficiency is, may it be 50% or 70%, it is reflected in all the products, without any conscious effort for improvement.

The 5S thinking system enables the worker to come out of this subconscious routine (loop) and helps him think originally in five different directions, thereby resulting in the conscious effort for improvement.

3.2 Inside - Outside:

We look at a lot of things outside daily, but we really "see" or "recognize" only those things, that we have already seen (experienced) or what we anticipate out of that experience from our inside (mind). Eg. Look at the picture A and Picture C in Figure 5. It is sure that you see a young woman, in both. Since you had the first glimpse of young woman, your mind tries to recognize the same pattern in the Picture C also, while it fails to recognize the old woman (Picture B) in the Picture C.

Similarly, when a worker comes to work, his idea in the mind is to finish the target, that day. Hence he fails to notice other things like dirt, waste or disorderliness around him, but rather concentrate on his work alone to finish the target.

When 5S is imbibed in the mindset, he really sees the irregularities outside, through the 5S lens that is put on the eyes of his mind.


Figure 4: seeing our mind

3.3 The "PO" Space:

" .....The zero was a clever and difficult concept, because it was a position without a value. We badly need the equivalent of a "zero" in human thinking, but we do not have one.We cannot see what there is to see if we cannot now see it.....Suppose we were to use the word "PO" as zero - hold, We would then say there are three alternatives. These two and "PO" .The word "PO" would cover all the as yet unconceived alternatives....."

- Edward De Bono.

"The Map is Not the Territory"... NLP presupposition

Kaizens can be identified as the small initiatives in exploring the "PO" space i.e., "the other not yet conceived alternatives", in the journey towards the desired level of 5S's.When a worker tries something new and if it works, it increases the self confidence in him and encourages his interest towards exploring the "PO" space of his mind. This interest, which is directed towards 5S, encourages original thinking. By this, the workers, themselves become problem solvers and contribute to creative improvements consistently. Kaizen (exploring "PO" space) also, avoids workers getting absorbed into the subconscious state of doing routine things. It becomes their interest more than their duty, to do more number of kaizens, because of NLP.

4.0 Case Studies in Civil Engg.:

In order to test the effectiveness of NLP in training the workers, in 5S and Kaizen, three groups were identified (Mason, Bar bender and Plumber). In addition to their skills training, two Groups (Mason and Plumber) were trained using NLP and one group (Bar bender) was trained in 5S and Kaizen without NLP. They were encouraged to practice 5S & Kaizen in their work time and were also allowed one hour everyday exclusively for 5S and Kaizen. Incentives and awards were announced for Consistency in making kaizens, Total no. of kaizens made by a group and by an individual, Cost saving Kaizen, Best Creative Kaizen etc., The details are given below in Table 2 and Figure 5 and Figure 6.The following points are to be noted from the same.

Mason and Plumber (With NLP)
Gradual increase in number of "kaizens per individuals" is seen. The overall interest shown in 5S and Kaizen by the trainees is good. Appreciable number of Creative Kaizens is seen.
Bar bender (Without NLP)
Sudden increase in number of "kaizens per individual", is seen. The Interest shown is between two extremes- either too good or too bad. The too good factor may be attributed to the spirit of competition (Ref Figure: 6). Very Poor number of Creative Kaizens is seen.

Table 2: Details of Kaizens of Trainees.

S.NO.	Criteria	Mason Training	Bar bending Training	Plumber Training
1.	Trained in 5S & Kaizen	Using NLP	Without using NLP	Using NLP
2.	Period Of Training	30 days	27 days	20 days
3.	Total No. of Trainee.	18	14	17
4.	Total no. of Teams divided.	4	3	4
5.	Total No. of Kaizens	163	145	161
6.	No. of Kaizens per day	5.4	5.4	7.5
7.	No. of Kaizens per individual	9.0	10.4	8.8
8.	No. of Creative Kaizens	18	2	22
9.	% Below average no. of kaizen	55%	71%	35%

X - Trainees (in increasing order of kaisens made)

Y - Total Kaisens made by trainees 1,2...18

X - Teams (in increasing order of kaisens made)

Y - Total Kaisens made by team A,B,C,D

Figure 5

Figure 6

5.0 Creative Kaizens - Photo feature:

Figure 7: Concrete planter box supported on iron rod

Figure 8: Thermocole washbasin

Figure 9: Brick shelf with cement sheets

Far left:
cement bags used as curtains

Approach to BTC office, before 5S and Kaizen

Approach to BTC office beautified using discarded building materials, after 5S and Kaizen

6.0 Managerial Implication:

The number of creative kaizens over a time period gives an indication about the time spent by the workers with interest towards the improvement of the workplace. Hence the number of creative kaizen shall be an indicator of the worker's morale. Hence the management can hold further training programmes or announce incentives accordingly to build the morale of the workers and keep the spirit growing.
All the kaizens directed towards the 4th S (Standardize) can be summarized to bring out an existing quality system, which can be compared with the quality system developed by the top management. The quality gap can be measured now.

7.0 Conclusion:

In general, it can be seen that, NLP has enhanced the benefits substantially by reducing the below average performers.
For the first time, a scientific appraisal of use of NLP for three different civil engineering trades through kaizens have been made and are presented pictorially.
The motivation and creativity of performers, because of NLP, is shown by the products realized, during the exercise.
The use of kaizens in the workplace can be a tool for managerial midcourse corrections with incentives or awards in an over all project scheme.

References

Sue Knight. [1999]. NLP Solutions, Nicholas Brealey Publishing, London.

Diana Beaver. [1999]. NLP for Lazy Learning, Elements Book Inc., USA.

De Bono, Edward. [1990]. I am Right -You are Wrong, Viking, Great Britain.

©2001 Sue Knight
All material published on this website is copyright Sue Knight unless otherwise stated. Unauthorised copying of any material is forbidden.

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