The difference between people who enjoy their jobs and those who don’t

Business Initiative Directions

David Zax over at Fast Company wrote a piece this week about “job crafters”. These are people who, despite being stuck in a job that lacks stimulation, find a way to give value to their work and actually enjoy it. The piece follows the findings of Yale professor Amy Wrzesniewski, who interviewed countless cleaners at hospitals throughout the country.

When I think of career options and cleaners, I generally (and possibly very inaccurately) consider them to be people who don’t see many other options in terms of choosing their work. In Wrzesniewski’s interviews, many people reflected this idea. They were there for the benefits and they did not particularly enjoy it.

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Toyota Motors: The King of Total Quality Management


Total Quality Management (TQM) would not be what it is today without Toyota Motors.

Renowned for its lean production system, Toyota Motors is the tenth most important company in the world according to Fortune Global 500 and one of the only companies on the list to directly address TQM.

Graphs, extensive timelines and reports line the company’s website to address the evolution of TQM and Quality Control (QC) throughout its 75-year history. Continue reading

Employee Engagement Tips

Employee engagement is key to total quality management. Keeping employees motivated is a hard task, however, and different for each company.

This video shows how to identify certain types of employees, such as the just hiredthe honeymooners, the hamsters & the crash and burners, and shows us ways of understanding how to get maximum contribution from each one, and maximum satisfaction.  Continue reading

Toyota’s Core Principles: ‘Total Participation’ & ‘Employee Engagement’

The aim of TQM is to obtain zero defects. The larger the company, however, the more difficult it is to pin-point glitches in the production system. Why is it, then, that the overriding lower-level employees have the least say in the company’s management, when they’re the most likely to spot a problem?

Here’s how Toyota empowers lower-level management every day. Continue reading