Because of a need for quality improvement, Wisconsin Power and Light trained two six-person pilot groups in statistical process control, had them apply that knowledge to actual problems, and showed management the dollars-and-cents savings that come from quality improvement. (JOW)

The authors discuss ways to define a company's position on productivity, and explain productivity concepts. They describe a problem cause/solution set matrix with which to identify accurately the most probable cause of productivity problems. (SK)

The chief executive officer of Xerox demonstrates how his company uses education and training to improve quality and productivity in the work force. Leadership and the quest for quality in human resource development are illustrated. (SK)

Examines the Quality Circle concept, which is a management plan in which workers meet in a small group to identify, analyze and provide solutions to problems in their work area. As these groups implement their solutions, they can cause increased production, cost containment, reduction in turnover, and improved attendance. (CT)

The time to plan training is in the research and development stage of a new product. Seven major steps are online training, process validation, skills certification, development of manufacturing training instructions, skills verification, transfer training, and offline training and certification. (SK)

A guide for organizational development specialists, this model for productivity improvement proceeds through six stages: awareness of needs, entry of specialist, data collection, problem identification, action planning, and implementation of solutions. Examples of specific activities for each stage are provided. (SK)

Gives a brief history of productivity improvement legislation in the United States and of the development and demise of the National Center for Productivity and Quality of Working Life (QWL). Describes existing productivity and QWL centers, including their locations, scope, services, and activities, and urges greater support at the federal level.…

Describes the use of job enrichment techniques as tools for increased productivity and organizational change. The author's motivational work design model changes not only the job design but also structural elements such as physical layout, workflow, and organizational relationships. Behavior change is more important than job enrichment. (MF)

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

The quality circle, a group of employees who meet to discuss problems and discover solutions, is receiving increasing attention in organizations concerned with quality, productivity, and morale. Based upon behavioral science concepts, the quality circle technique can be applied to a wide variety of work situations. (SK)