In every work done, the main source of motivation is the pay or the remuneration. The pay should be according to the type and nature of work done. All the three groups: assembly workers, end-assemblers and technicians; are not satisfied with their pay system. As a result, the level of motivation is generally low. The technicians and the end assemblers are the least satisfied as they have limited chances of promotions. With respect to the complexity of the work they handle, their salary is relatively low, as compared to other companies. However, the assembly workers are slightly motivated by their salary. It can be generalised that the assembly workers are satisfied with their work and pay; the end assemblers slightly satisfied; while the technicians are completely not satisfied.
In order to improve the motivation and satisfaction within the current production philosophy, the salary must be revised. The workers should be promoted to higher scales depending on their experience and the nature of work done. The working environment should also be made conducive. The workers should be given a free environment where they are individually held responsible for their work. Various motivation strategies should also be employed, like overtimes and incentives.
The major problems within the test room result from testing delays and lack of enough information. Since individual components must first be tested separately, delays always arise. This results into failures in realization of the production planning. The new modifications have also hindered the use of computerized testers. As a result, errors are forwarded to end assembly. There is also lack of immediate feedback. Delays should be minimised by pre testing the components and ensuring that computerized testers are engaged. Immediate feedback should be availed; and the personnel should be sufficiently trained.
The two supervisors are the Assembly Supervisor, and the Test-room Supervisor. The style of supervision employed by the Assembly supervisor is in line with the new philosophy. He listens to the ideas, suggestions, and the criticisms his subordinates, as he makes them responsible for their work individually. By so doing, he enhances efficiency and promotes satisfaction. However, the Test-room supervisor does not give room to his subordinates. He doesn’t listen to them, as he always emphasize on quantity at the expense of quality.
The Test-room supervisor needs to change greatly in his supervision style. He should listen to the workers as he involves them in decision making through seeking their opinions and ideas. He should also consider quality as opposed to quantity. This can be achieved through promotion of individual responsibility of the workers.
The assembly workers receive direct feedback through electronic systems which provides information on the incorrectness in the assembly of a wire during wiring. The end assemblers also provide feedback to the assembly workers after testing the functionality of the boards and wiring.
The end assemblers receive the feedback from the test room after the testing the wiring functionality and the assembling the cameras.
The assembly workers should be well conversant with all the information concerning modifications. New workers should also be trained on the modifications so that inappropriate executions are minimised. The schedule should put into account the time necessary for the sufficient training of the personnel. The use of computerized testers should also be applied on the modifications.
Even though the interface between the CA77 department and the existing business created a couple of advantages to the assembly workers and the end assemblers, the technicians have been on the receiving end as all the changes are not positive. By the time the cameras arrive at the test room, the boards are partially faultless. The technicians’ work is therefore reduced to adjusting of the boards, as compared to fault finding. In their pay, no changes have taken place.
The new philosophy requires that the employees are given full responsibility and direct feedback. The assembly workers receive more than immediate feedback as they are allowed to inspect their own work. The assemblers are also responsible for the quality of their work.