Quality Implementation: How to Do It Right

Ford Inc. has been the face of America’s automobile industry for more than a century now. To realize its full HR potential, Ford should avoid and suppress auras of fear within its premises. High-handed supervisors ought to be warned. Employees ought to be allowed to voice their concerns, especially through unions. This will create respectful reciprocity. Secondly, Ford should bridge inter-departmental communication barriers. Incessant competitions between departments are detrimental and should be avoided. Thirdly Ford should stem job-hopping and HR turnover, more so in upper echelons. This can be pre-empted by ensuring there are job satisfaction, career growth and attractive remuneration packages for employees.

Fourthly, Ford should shun liabilities so as to bypass costly lawsuits. It should guarantee the safety of their factory operations and products to avoid liabilities. This will save the company valuable financial resources. Fifth, Ford should eliminate hurdles that prevent employees from delivering quality services. It should avoid issuing poor equipment, technology and training to its HR even if these measures cut the overall cost of production. This will pre-empt low morale in the workforce. Moreover, Ford should adopt and implement a modern supervisory framework. Its HR management may still supervise but with a human touch: be considerate, supportive and motivational to the subordinates.

Furthermore, Ford should consider adopting a policy of an ever-continuing improvement for quality delivery. It can formulate long-term goals, policies, and plans instead of being constantly entangled in short-term remedies. This would result in anticipation and pre-emption of today’s problems before they occur. Lastly, Ford should cut dependence on employees’ performance inspectorates. Ford may replace old-school inspections with modern supervision that detects flaws and inefficiencies. This self-diagnosis will allow Ford to improve and hence maintain its competitive edge.