The 5Ms challenge to leaders towards excellence at home and at work (Part 3)

Overview of the first and second installments of 5Ms challenge

FILIPINOS are recognized for their creativity and leadership but often struggle to sustain their efforts. Although past initiatives have had limited success, the Philippines still has strong potential if its leaders recognize and embrace their responsibilities. It is high time to consistently share Challenges to Awaken Leaders across all communication channels. The “5Ms Challenge to Leaders towards Excellence at Home and at Work” is one example of such initiatives. This could gain traction over time, especially if private and public sectors collaborate on related projects. A recent example is the Department of Science and Technology’s project, “Knowledge Transfer to DOST Technical Staff Catalyzing SMEs Application to the Philippine Quality Award for SMEs.”

The initial two installments of the 5Ms Challenge addressed the first three components: MAKE 2025 (1st M), MINDSETTING (2nd M), and MEASURING (3rd M). This third installment will discuss MOTIVATING (4th M) and MOBILIZING (5th M).

The 1st M called on leaders to commit to launching “quality improvement” activities in 2025, aiming for measurable results. The 2nd M reminds leaders to be role models, demonstrating a “quality mindset” in both thought and action. With a strong commitment to quality and a positive mindset, progress towards excellence can be effectively measured. When Measurement (3rd M) is implemented, the impact of improvement activities can be assessed over time. The measures are intended to supply data regarding the company's progress by collecting information on Quality, Productivity, and Profitability (QPP).

FOURTH CHALLENGE – MOTIVATING (4^th M)

Among the 6Ms (Manpower, Materials, Methods, Machines, Measurements, and Mother Earth), Manpower is one of the important factors influencing the outcome of an endeavor and is considered a key company resource. In view of this, the fourth major Challenge to Leaders to achieve excellence at home and at work is “Motivating (4^th M)” - a simple word but challenging to create within the organization. Many experts have defined motivation in different ways. Goethe, D.L., and Davis, S.B. (2010) identify three main factors driving Motivation: (a) Empowerment, (b) Inspiration, and (c) Leadership. In many ways other authorities support these contentions. Several definitions of motivation indicate that it originates internally within an individual (Kubiak, T.M. 2012), and is influenced by environmental factors that shape behavior.

Empowerment is a key factor closely related to an individual's actions which is typically defined as the capacity to make informed and effective decisions. In this regard, continuing acquisition of knowledge and experiences is important for improving one’s ability to evaluate situations before taking specific actions. Leaders should have positive mindsets that support ongoing opportunities for employees to grow and develop sustainably since these are necessary to ensure that employees’ actions are consistently confident and justified. Empowered staff are less likely to make mistakes and more likely to become future leaders. In this situation, strengthened by reasonable “incentives” (e.g. competitive salary, retirement support, capability-building opportunities) offered in the company contribute greatly to a person’s confidence. Furthermore, when staff members are fully informed of the company's objectives that make them understand their specific roles in achieving these goals through the opportunities provided to them, they are likely to feel empowered to perform at their highest potential.   

Inspiration is another factor that may increase an individual's motivation to perform well both at home and in the workplace. Leaders are responsible for inspiring staff to achieve their best using various effective methods. Figure 8 (following Figure 7 from the previous installment^*) illustrates how thoughtfully presented ideas can serve as a source of inspiration for individuals. These may develop over time as a person learns what is needed for a long and happy life. These thoughts can help shape and guide a person's life. Leaders should actively seek out and share additional inspirational ideas and actions with staff. Recognition of strong performance through Awards and Recognition can also serve as a way to acknowledge and document an individual's achievements. When appropriately designed and implemented, these can serve as a source of motivation to support optimal performance. Inspiration motivates individuals to seek excellence both at home and at work.

Leadership becomes stronger and more defined when “empowerment” and/or “inspiration” are part of an individual’s approach. True confidence comes from self-belief. When an individual is given opportunities for leadership and demonstrates their abilities according to the level of empowerment received, this can serve as a foundation for achieving further objectives. Incorporating a sustainable and supportive work environment can improve employee motivation, which should be continually developed over time. However, it is essential to ensure ongoing growth and development in all factors that contribute to an individual’s motivation to achieve excellence.

For Motivation to be found, nurtured, and maintained, guidance from a skilled mentor is highly valuable. Such mentorship enables leaders to continually grow and improve, helping them achieve excellence both at home and at work.

FIFTH CHALLENGE – MOBILIZING (5^th M)

Once the Leader Makes the commitment to initiate improvement processes, it becomes imperative to enhance the quality Mindset of both leaders and staff to support ongoing improvements. Begin situational analysis by reviewing existing data, then identify areas that need change. Focus on the Measurements needed to track change, so everyone knows which measures are missing and who is lagging behind in overall operations. One of the key initiatives for implementing change involves a thorough assessment of the organization’s entire workforce and their current performance levels to identify potential areas for improvement. This information will identify key areas for the workforce’s farther development. A key factor to address is the strategy for improving employee Motivation, particularly among operational staff. Especially in the manufacturing field, focusing on overall operations, processes, and the role of personnel is essential. Therefore, the process of manpower Mobilization is an important consideration. Guiding personnel to align with company objectives presents a significant challenge for leaders. Operational improvements can be concentrated in three primary domains: (a) raw material control, (b) in-process control, and (c) finished product assessment and control. All of these factors contribute to the formulation of a process specification, which is designed to ensure the quality of the final product. Focusing on these key considerations is a strong starting point especially for the micro, small and medium enterprises.

(a) Raw Material Control operates on the principle of “garbage in, garbage out,” meaning that if raw materials fail to meet specifications, the final product may be defective. For instance, in the production of dried shrimp, exceeding the maximum allowable sulfite level in shrimp—a primary raw material—will result in a non-compliant product. All other ingredients used in dried shrimp production must meet defined and specific standards to maintain consistency in the final product, provided that all other process steps are also properly followed. Although it seems simple, failing to control raw materials can cause product quality variations. This may lead to consumer rejection and a loss of repeat purchases.

(b) In-Process Control is an important component of the overall production process that supports the maintenance of product quality. After specifying raw materials, it is essential to prepare well-defined process step requirements. Figure 9 shows the in-process specification steps for dried shrimp, where each step is linked to a Quality Control Point (QCP) and a potential hazard if the QCP is not met. For example, the initial step, "Receiving shrimp-head-on," has a Quality Control Point (QCP) of "Sulfite Residual equals 0 (R=0)," with a potential chemical hazard identified if this standard is not met. Each following stage incorporates well-defined, succinct Quality Control Points (QCPs), culminating in the final processes of "packaging" and "storage". It may be recalled that Product innovation outputs undergo thorough requirements during product development, progressing through raw material control, in-process control, and finished product assessment. Leaders must clearly understand these key operational considerations and effectively transfer them to staff using strategic employee “mobilization” methods. This presents a significant issue for leaders as they pursue excellence both at home and at work.

Finished Product Assessment is the stage where a final decision is made about the completed output of a process. Clearly defined raw material specifications and in-process controls help ensure products meet consumer requirements, as reflected in finished product assessments. The first step is to assess how well the product meets the required attributes defined by consumer needs. Otherwise, the product will be classified as defective, and depending on how widespread the issue is, the production batch may be placed on hold. For dried shrimp, physical and sensory attributes can initially indicate product acceptability. Additional tests are conducted to verify the presence of product attributes that demonstrate compliance with established specifications regarding sensory, physical, chemical, and microbiological characteristics. Proper sampling ensures reliable and conclusive product quality information. All product assessment procedures must satisfy finished product specifications to gain production approval and subsequent market release. For the Leader, this represents the concluding stage of the “Mobilization” process, during which staff should receive clear guidance to ensure they fulfill their roles efficiently within the overall operation. In this context, staff members who are motivated and possess a quality mindset can provide significant benefits to the organization. Leaders face significant challenges at the “Mobilization” stage, as it directly connects them to current and potential product consumers.

Concluding remarks on the 5Ms challenge

The Philippines urgently need leaders who are committed and dedicated to making quality a standard practice (making quality a way of life) with the sincerity to provide sustained support towards the country's economic development. As MSMEs make up 99.5% of the country's industries, prompt support for this sector is crucial. Both the public and private sectors have implemented a range of strategies to provide assistance; however, these efforts have yielded limited success. But numerous challenges hinder sustainable progress in these sectors. If MSME leaders nationwide are encouraged to take on the 5Ms Challenge with support from major government agencies, a national quality movement could begin. Gaining attention on social media is already a formidable challenge. Who can truly answer, "how do we reach the hearts and minds of the MSME leaders to seriously engage in the quest to achieve “EXCELLENCE AT HOME AND AT WORK?"

References

Gatchalian, M.M. 2024. Inspirational Speech for the 63^rd Annual Convention of the Philippine Association of Food Technologists, Inc. (PAFTI) Blue Leaf Cosmopolitan, Quezon City, Philippines, Oct 15-16, 2024

Goetsch, David L and Davis, Stanley B. 2000. Quality Management- Introduction to Total Quality Management for Production, Processing and Services. 3rd Ed. Prentice Hall, Columbus, Ohio. USA

Juran, J. M. and de Feo, J. A. 2010. Juran’s Quality Handbook: The Complete Guide to Performance Excellence. 6^th Edition. McGraw Hill. New York. USA. 1113 pp.

Kubiak, T.M. 2012. The Certified Six Sigma Master Black Belt Handbook. Quality Press, American Society for Quality, Milwaukee 532003. 645pp.

NSHA. 2000. Process Flow for Dried Shrimp. Seafood HACCP Alliance (SHA). Developed  by the National Seafood HACCP Alliance (NSHA) for Training and Education, First Edition.

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^*The 5Ms challenge to leaders towards excellence at home and at work (Part 2)

https://www.industrysourcing.com/article/The-5Ms-challenge-to-leaders-towards-excellence-at-home-and-at-work-part-2