System for survival in today's business climate - the necessary behavioural change/how to do it

"Survival in today's business climate requires participation of all employees in a Total Quality Management Program encompassing everything - ""safety, quality of products, quality ofet1ch and every job done, and of course production "". We all know what needs to be accomplished, but struggle with how to do it, especially in an industry which has not always experienced management/union cooperation, and mistrust is still present.This paper describes a process to improve team work and employee involvement in Inco's nickel carbonyl refinery at Copper Cliff The process involves facilitatorship training for all employees, and a system for reinforcing and accomplishing the required behavioural change. The system is described in detail and a number of examples are presented. At the refinery, the staff is starting to understand as Max DePree recently wrote ""Without Quality Behaviour, you cannot have Quality Product"". IntroductionThe Copper Cliff Nickel Refinery (CCNR) is Inco's largest and most modern nickel refinery, which celebrated its twentieth year of successful operation in April 1993.The heart of the refinery is the Inco pressure carbonyl (IPq plant which produces high purity nickel pellets and specialty powders by refining an approximate 80% nickel granule feed. The carbonyl plant is a modem chemical plant with very special and demanding requirements for safety and environmental protection due to the toxic nature of the refining gas.Since 1987, there has been an emphasis at CCNR on a comprehensive Total Quality Improvement (TQI) Program which was designed based on recognizing customers' needs for improved systems for quality management. This program is customer oriented and comprises such elements as team organizational concepts, customer audits, process assessment and internal quality auditing.A detailed review of progress was made in early 1991 and it became apparent that the ""ownership"" of the TQI program was not broad based. In fact, the program was very much a staff driven effort and fell far short of total employee involvement and relentless continuous improvement that are now considered essential to remain competitive and stay in business.Inco staff has now come to regard that early phase of our TQI program as ""the technical aspects of total quality improvement"".The safety experience was also puzzling. Even though the safety statistics were good with an average lost time frequency of 1.6 for the last five years, the perfonnance improvement had plateaued and remained pretty much the same. Clearly a new approach was required if significant progress and continuous improvement was to be made."