q-u-a-l-i-t-y: realities for supervisors

Supervisors are constantly bom -barded with pressure to get jobs done quicker and with fewer defects. Persons who have been around for some time have experienced management by objectives, total quality management, continuous quality improvement reengineering and self-directed teams. All of these concepts focus on quality and the importance of attaining results. Yet, successful supervisors still must match equipment and human resources in productive ways, often with relatively little freedom to change the "system." Capable supervisors do not lose sight of objectives and strategies to attain them. Supervisors are challenged to understand the impact of workplace realities. Several guidelines are worthy of consideration to help assure continual emphasis upon achievement of quality outcomes. It is easy to become frustrated by attempts to develop a quality-oriented work unit. Competency is a necessity in a competitive business environment. Too often, training is viewed as a cost rather than an investment that is needed to assure desired levels of performance by employees.