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Munich Personal RePEc Archive
Quality and work organization with
advanced automation in Portugal
Pereira, Zulema, Kova´cs, Ilona and Moniz, Anto´nio
UNL-FCT, ISEG, Technical University of Lisbon
July 1994
Online at http://mpra.ub.uni-muenchen.de/8215/
MPRA Paper No. 8215, posted 07. March 2008 / 22:26

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Quality and Work Organization with Advanced Automation in Portugal i
António Brandão MONIZ Industrial Sociology Group, Faculty of Sciences and Technology-UNL, Quinta da Torre, P-2825 Monte da Caparica, Portugal
Ilona KOVÁCS Section of Sociology, Social Sciences Dept., Institute for Economy and Management (ISEG-UTL), Rua Miguel Lupi, 20 - Gab. 213, P-1000 Lisboa, Portugal
Zulema Lopes PEREIRA Quality Engineering Group, Industrial Production Dept., Faculty of Sciences and Technology-UNL, Quinta da Torre, P-2825 Monte da Caparica, Portugal
Abstract. In this paper it is analysed the relationships between work organisation and quality systems in firms that uses some forms of advanced automation. Are characterised the existing quality control structures in the Portuguese industry, and the main factors that hidden or fosters the development of sociotechnical methods of quality control organisation strategies. Are analysed some industrial cases that explains more clearly the critical issues of the implementation of quality systems and work organisation systems. A few recommendations are given about the possibilities for the development of new forms of work organisation aith quality systems associated to automated manufacturing systems. JEL classification: D24; L23; O14; O33

1. Introduction
The increasing market competitiveness felt all over the world has been perceived by Portuguese economic forces as a serious threat in the near future. The general belief is that, to become more competitive, Portuguese products and services have to be improved with regard to quality and productivity 1. To tackle with the problem, a few initiatives have been carried out throughout the country, both at central and regional levels. Among them, one can cite the organisation of awareness seminars, the creation of infrastructures such as quality control laboratories and technological sectoral centres, the funding of new industrial equipment, the promotion of a national quality campaign and several other activities related to quality and productivity improvement under the umbrella of the program PEDIP.
i Paper presented in the 4th International Conference on Human Aspects of Advanced Manufacturing and Hybrid Automation at UMIST in Manchester (UK), 6-8 July of 1994 and later published in KIDD, P.T.; KARWOWSKI, W. (eds.), Advances in Agile Manufacturing: Integrating Technology, Organization and People, Amsterdam, IOS Press, 1994, pp. 675 - 679.

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As a result, there has been a slight change in managerial attitude and some firms have started the development of new management systems towards a total quality and productivity culture, which also imply new forms of work organisation. It is felt, however, that much more has to be done and achieved, especially with regard to small and medium-sized enterprises which form the great majority of Portuguese industry. The present analysis is based on recent studies and results obtained from a survey which was undertaken in 1992 in Portuguese industrial firms. The survey was funded by the Ministry of Industry in the field of PEDIP 2. About a thousand questionnaires were sent and 120 responses were received, 111 of which were analysed. This sample will be thereafter considered as A1 (sample 1). Sample 2 (A2) is composed by 41 firms (37% of sample 1), in which some type of quality control activity was found with advanced technologies. After this sample was analysed, it was concluded that only 11 of those firms, corresponding to 10% of sample A1, had or are introducing Quality systems. In this paper the sample formed by the above mentioned 11 firms will be designated as A3.
2. Data analysis
Portuguese firms seem to be really concerned with quality and productivity improvement, as Table 1 shows. In fact, these two features come first, in a scale from 1 to 5, among the objectives mentioned in the questionnaire. Results also show that, firms of A2 and A3 samples are more worried with quality, productivity, working conditions improvement and human resources than those of A1.
Table 1 – Firms objectives Firms objectives A3 A2 A1 Increase of productivity 4.8 4.9 4.4 Quality improvement 4.8 4.8 4.4 Improvement of working conditions 3.7 3.8 3.4 Development of human resources 4.3 4.0 3.3 Improvement of Management Quality 4.7 4.4 3.8
As regards critical issues, work organisation is one of main concerns (Table 2). Lack of qualified workforce seems to be of great importance for firms in which integrated quality systems already exist (or are intended to be implemented), but the lack of motivation is not a special preoccupation in these enterprises.
Table 5 - Critical issues Critical issues Value (Scale 1-5)

A3 A2 A1 Existing work organisation 3.4 3.6 3.5 Lack of personnel motivation 2.6 2.8 2.9 Lack of skilled personnel 3.9 3.5 3.4

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Another important feature, since the late 80s, has been a more intensive use of new technologies within Portuguese industry. A sociological survey conducted in 1986 and interviews carried out in 1987-88 3 showed that about 21% of industrial firms used some sort of advanced technological system (CAD, CAD/CAM, PPC, etc.). Computers were mainly used in administrative and financial management (37%), and in production management (12%). Use of CNC machine tools or manipulators and robots was quite limited (2.5%). The same happened with the use of new quality and R&D techniques (4%). Recent results from the 1992 survey 2 show that the diffusion of new technologies has increased, especially in the late 80s, in the following areas:
- Administrative and financial management computerisation,
- Computer aided design,
- Quality control,
- Machining.
Data also shows that there is a change in production strategies. In fact, for the past five years, companies have been directed towards new markets and specialisation in few products. In the mid term companies plan to be even more directed to new markets but, at the same time, they plan to introduce new products (table 3). On the other hand, priority given to the specialisation in few products decreased. This is true both for A2 and A1 samples. It is logical that to consider new markets and products as priorities will imply the development of appropriate advanced technologies and quality systems.

Table 3 Production strategies (%)

A2 A1 Production strategies In the last 5 years For the next 5 years In the last 5 years For the next 5 years Specialization in few products 24 19 20 15 Market specialisation 20 15 18 16 Product diversification 14 11 17 11 Penetration in new market 25 29 22 30 Introduction of new products 12 17 16 20 Integration in networks 5 8 4 6 Others 1 1 2 2 Total of choices 100 100 100 100
Table 6 also shows that the integration in networks starts to be important for Portuguese industrial firms. One can then expect organisational aspects to improve, although quite slowly, due to the greater development of relationships between firms (including subcontract links), especially in those firms with quality systems and advanced technologies. As far as work organisation is concerned, it could be concluded that Taylor principles still exist in many of industrial enterprises.

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Table 4 Characteristics of work organisation (%)
Characteristics of work organisation Yes No
A3 A2 A1 A3 A2 A1 Workers do simple tasks easily performed 36 83 89 9 17 5 Repetition of the same task by the same worker exists 45 83 84 9 17 11 Attribution of a job to each person 36 63 72 55 37 23 Each task has a pre-determined time and way to do it 73 85 74 18 15 20 Supervisors have as main function the control of orders execution 73 71 77 27 29 15 Only management and supervisors are responsible for the design and/or preparation and job control; workers do not take decisions about issues related to their job 18 61 68 55 37 26 Work is performed individually and not in group 18 73 77 55 27 19 Total of firms 11 41 111 11 41 111
There is, however, an important segment in which work organisation does not follow the classical principles (as shown above). It has to be noted that only in 36% of A3 workers easily perform firms’ simple tasks. On the other hand, there is a significant difference between the two samples as far as work planning and control and teamwork are concerned. As can be seen, there are much less cases in A3 in which "only management and supervisors are responsible for the design and/or preparation of job control" or in which "work is individually performed and teamwork does not exist". It can be concluded that the tendency for flexible and multi-skilled working methods also increases, when concern about quality matters grows, which is according to the theory of TQM. In fact, as the broad literature on the matter can show, Taylor model of organisation has been one of the main obstacles to the implementation of appropriate quality systems. Results on the work place where quality control is performed seem to confirm these remarks, as showed in the next table.
Table 5 - Location of quality control
Quality control A1 % A2 % A3% In each job by the operator 37.8 73.2 72.7 By specialists 36.9 73.2 72.7 Materials control (laboratory) 54.1 56.1 81.8 Final product control (laboratory) 47.7 63.4 81.8
This data shows once again that there is, in A2 and A3 samples, a greater motivation towards a total quality philosophy and new methods of work organisation than in A1. Still related to work organisation, one can see in Table 6 that the most common forms have been multi-skilled working groups and job rotation.
Table 6 - New forms of work organisation
Forms of work organisation A2 A3 Job Rotation 56.1 52.3 Multi-skilled Working Groups 58.5 63.6 Self-managing Work Teams or production cells 32.0 45.4

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Self-managing work teams, i.e. groups of workers who can plan, execute and control their work, thus contrasting with the traditional Taylor system, have greater expression in sample A3. Also in this sample the definition of task execution and planning is allocated in 45% of the cases to the working teams. As regards participation and representation of work force in problem solving, it can be concluded that legal representatives, such as trade unions, have been dominant in A1 (table 7). It is believed, however, that participation of unions and quality circles (or similar types of quality teams) will tend to grow in the near future.

Table 11 Participation instances Participation/representation instances at firms A1 (%) A2 (%) A3 (%) Workers Committees 26 24 18 Union leaders/Union Committee 54 46 36 Committee for Working and Safety Conditions 50 54 55 Quality Circles, Progress Groups, Suggestions Systems 29 34 55
In Portugal, more than in other European countries, modernisation of companies is done without direct or indirect involvement of work force. Thus new technologies, mainly in SME's, are introduced without union or any other workers representatives’ intervention 4. This can lead to conflicts and difficulties in the implementation of new methods.

4. Conclusions and recommendations
Portuguese industrial firms still present serious deficiencies related to productivity and quality improvement. There is, however, an important part in which new methods of organisation improvement are visible. Data showed that these firms export a great percentage of their products and, therefore, they need to be competitive in order to survive. Results from this study also showed that there is a straight relationship between advanced forms of work organisation and participation and efficient quality management systems. In fact, as companies move towards a total quality system, the need for implementing flexible models of organisation and autonomous working groups also grows. The fact that work organisation has been pointed out as a major critical issue might reveal a certain "open mind" to new methods. It is crucial, however, that a few initiatives are taken with Government participation and commitment. Promotion of innovating experiences and discussion of their results can play an important role in achieving a change in attitudes. There has been, for the past few years, a great concern about acquisition of new equipment. This is not enough. In order to become more competitive, Portuguese industry must have organisational structures that allow and motivate workers to contribute for quality and productivity improvement.

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To change attitudes, education and training will be essential. The inclusion, in training and educational programmes, of new forms of work organisation, employees’ participation and quality management will certainly contribute for a quicker development. These programmes should not be confined to technicians and engineers, but must also be extended to upper and middle management and shop floor workers.

REFERENCES [1] Pereira, Z. L. (1993). The emergence of quality as an issue in Portugal. World Quality Congress, Helsinki, EOQ, pp. 113 - 119. [2] Kovács, I.; Moniz, A.B.; Cerdeira, M.C. (1993). Mudança Tecnológica e Organizacional do Trabalho na Indústria Portuguesa. Lisboa, PEDIP-DGI-CGTP-CESO I&D. [3] Moniz, A. B. (1989) Modernização da indústria portuguesa: análise de um inquérito sociológico. Economia e Sociedade. (1): pp. 117 - 160. [4] Kovács, I. (1992). Novas tecnologias, organização e competitividade. KOVÁCS, I. et al: Sistemas flexíveis de produção e reorganização do trabalho. Lisbon, DGI-CESO I&D, pp. 59-60. [5] Pereira, Z. L.; Moniz, A. B.; Kovács, I. (1994). Quality and Work Organisation in Portuguese Industry. European Congress fro Quality. EOQ, Lisbon.