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Unit 4 - Motivational Theories
Lounis Bouriah
MBA, University of the People
BUS 5910 - Management Capstone: Project/Program Management viewed through the
Organizational Frame
Dr. Jessica Perez
May 8th, 2025
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1. Problem Statement,
The Supply Chain at Wabtec Corp lost contracts worth five million dollars last year, and
customer satisfaction has dropped over many years. This has adversely impacted customers and
stakeholders due to increasing complaints against supply chain, customer service, and long leadtime parts delivery. This problem will be analyzed through the lens of operations and project
management and leadership to address the lack of proper outsourcing, quality control, and
proactive actions that must be in place to ensure the improvement of lead time and guarantee a
competitive advantage from a customer service perspective.
2. Problem-Solving Methods:
To solve the above problem in an effective way, root causes analysis is the first step to go
through identifying the causes and this leads to all possible solutions. At Wabtec Corp we
adopted many tools for problem solving and we are going to cover below the most used:
2.1. Fishbone Diagram (Ishikawa Diagram): According to Duffy and Furterer (2020),
The Fishbone Diagram helps identify the root causes of problems by categorizing
potential causes into various categories such as Suppliers, Manufacturing, Logistics
and Warehouse. This tool is particularly useful in visualizing the origins of issues
and facilitating a structured analysis.
2.2. Lean Six Sigma: (Kenton, 2025) defines as a business strategy that aims to create
efficiencies by identifying the causes of waste and redundancy and developing
solutions to address them. is a team-focused managerial approach that seeks to
eliminate resource waste and defects to improve performance. It also strives to
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optimize time, effort, and talent while assuring production quality and organizational
processes. Lean Six Sigma essentially teaches that using resources that don’t create
value for the end customer is considered wasteful and should be eliminated. It
combines Six Sigma methods and tools with the Lean manufacturing/Lean enterprise
according to sane source.
2.3. 5 Whys: The 5 Whys technique involves asking "Why?" repeatedly (typically five
times) to drill down to the root cause of a problem According to Duffy and Furterer
(2020). This method is simple yet effective in uncovering the underlying issues
without requiring complex statistical tools.
3. Evaluating Problem-Solving Options
Each tool provides pros and cons that we will cover below, nothing tells us we can use
one tool at a time to determine and solve a problem, the combination of tools can provide a wide
range of technics and options to design a solution, by this we can gather the pros of each tool and
balance the cons between the tools, let’s deep dive for each tool pros and cons and how can we
use the benefit of the combination of the three tools listed above.
3.1. Fishbone Diagram: The Fishbone Diagram can be used to systematically identify
and analyze the root causes of supply chain problems. By categorizing potential
causes, it helps in pinpointing specific areas that need improvement.
Pros: this tool gives a visual of the possible cause listed by categories, it allows a
general and wide view of all possible topics related to problem causes and helps then
implement solution for each category, however,
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Cons: this diagram requires a team and a mix of subject matter experts to be able
to identify all the areas involved in the process to be able to identify the related problem
cause, this is based mainly on brainstorming, and it contains a possibility of missing
something during the process.
3.2. Lean Six Sigma: Lean Six Sigma is more a problem-solving method rather than root
cause analysis. This process comes after identifying the problem and possible areas
solutions can be worked out within, usually after a solution has been implemented
comes the role of this tool to improve the solution and enhance its outcomes, at Wabtec
this tool is used in manufacturing, quality, services and supply chain.
Pros: relay on data analysis, this tool tool offers a wide range of technics that help
measure an actual situation and offer the possibility to control the outcomes of the
process in a way to keep desired situation on track after implementing improvements, if
we can measure it we can control it.
Cons: this tool requires a certified personal that have good mastery of its tools to
be implemented in a right way to get optimum outcomes.
3.3. 5 Whys: The 5 Whys technique is mainly used to build the right problem statement, its
philosophy is based on the principle of, if we can identify it we can solve it, however
once problem identified this tool requires additional tool in solution development phase
such as Fishbone diagram and Lean.
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4. Choose the Tool(s) to Solve Your Organization’s Problem
Selected Tools: Fishbone Diagram, Lean Six Sigma, and 5 Whys, in our case study I have
selected the three tools to solve the supply chain long lead time delivery problem.
5 Whys: This method can be used in our case to go deep level by level at each question till we
reach the fifth question the cause of the problem asked in first question, for example:
1. Why are customers unhappy with our lead time? Lead time doesn’t meet customers’
expectations and impacts their plans and business targets.
2. Why is the lead time long and doesn’t meet customer’s expectation? We keep our
inventory levels low to reduce related costs and order parts as customers confirm orders,
this has led to putting customers on waiting lists, and time to process the order with our
production lines and suppliers.
3. Why is our inventory level low? To reduce costs and avoid risk of dead inventory, orders
are placed against customers demand to our suppliers and production line, there are parts
that are made upon orders and parts that are ordered from our suppliers upon demand as
well.
4. Why is our production line busy and our supplier’s delivery time can’t produce or deliver
parts on time in a way to meet the demand? Because of high demand and large portfolio,
also because of business target to optimize operation cost by reducing inventory levels.
5. Why don’t we diverse our sources, suppliers and invest in production facilities and
increase manufacturing capacities to face the increasing demand? At this point, the
answer to this question might be the key to solution development to the problem.
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Below are examples of response and proposed solutions: (Credit, Gemba Academy LLC)
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Fishbone Diagram: In our case we build the diagram below,
Our supply chain relay on the six categories listed below so all the problems can be
identify within these categories, as per its business model Wabtec goes both ways to source
parts, make and buy, manufacture and external suppliers, the lead time is driven by both
manufacturing and suppliers lead tines, improving manufacturing processes can lead to lead time
improvement to respond to demand by respecting Wabtec strategy on keeping inventory levels
and its related cost low to maximize operational margin, same way improving our suppliers
quality by reviewing our suppliers selection process against quality can get them to offer better
service so better lead time.
This diagram helps us to identify other potential areas of root cause, material
management that includes warehouse and logistics, after the merger of Wabtec Corp with GE
Transportation the central warehouse was moved from a location to another, this required
changes in our logistics and updates in our ERP (Oracle) used to track the orders and shipments,
this has led to disturbance in our supply chain and caused customer unsatisfaction and orders
cancellation due to updated long lead time.
The conclusion here is that Lean Six Sigma must be used on manufacturing and our
sourcing to improve lead time by decreasing waste time and improve suppliers selection.
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Lean Six Sigma: At Wabtec this approach can streamline supply chain processes, reduce
inefficiencies, and enhance overall performance.
This process aims to work on improving each aspect listed in the categories in the
fishbone diagram above, as an example,
On the manufacturing category,
Wabtec switched to DFM design for manufacturing process, and this involves:
 Designing products for easy and economical production.
 Use recommended parts and strategic suppliers.
 Products are designed to be consistent with internal and external process capabilities.
 Modular designs/ easy of configurability.
 Concurrent product and process design.
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DFM keeps an operation manageable, focused set of suppliers and leveraging their
capabilities, controlling the number of parts and minimum number of processes.
Below and example how six sigma tool is used to improve our manufacturing process.
On the material category,
Wabtec opted to implement forecast strategy based on market demand analysis, portfolio needs,
customer buying behavior and contract management, this approach is based on collected data to
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help service and material team to build part lists that fulfil the demand respecting inventory
levels targets fixed by business, in addition to minimum level safety stocks that qualities are
defined, manufactured and/or ordered to our suppliers in advance accepting the risk of dead
inventory, this risk is calculated in a way to not exceed a certain level also fixed as business
target.
On the logistic category,
Lean Six Sigma is used here mainly to reduce waste related to, customs clearance
process, have one selected freight broker that have large network that cover our areas of
operations, the use of a global unified ERP between Wabtec and GE Transportation to coordinate
actions between our main warehouse in USA and secondary warehouses based in different
locations around the world.
Supply chain in a global environment must be:
 Flexible enough to react to sudden changes in parts availability, distribution, or shipping
channels, import duties, and currency rates.
 Able to use the latest computer and transmission technologies to schedule and manage
the shipment of parts in and finished product out.
 Staffed with local specialties to handle duties, trade, freight, customs and political issues.
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5. Research on Motivational Theories
Applying Motivational Theories to Enhance Supply Chain Efficiency
In the contemporary business environment, organizations face significant challenges
related to supply chain inefficiencies and prolonged lead times. Addressing these challenges
requires a multifaceted approach, particularly in enhancing employee performance and
engagement. Motivational theories provide valuable insights into understanding what drives
employee behavior and how organizations can leverage these insights to foster a more productive
workforce. This paper explores several key motivational theories—Maslow’s Hierarchy of
Needs, Herzberg’s Two-Factor Theory, McClelland’s Theory of Needs, Expectancy Theory,
Equity Theory, and Reinforcement Theory, and their relevance to improving supply chain
operations.
5.1. Maslow’s Hierarchy of Needs
Abraham Maslow's Hierarchy of Needs is a foundational theory in psychology that
categorizes human needs into a five-tier model, ranging from basic physiological needs to
higher-level needs such as self-actualization (Singh, 2023). According to Maslow, individuals
are motivated to fulfill these needs sequentially; once lower-level needs are satisfied, they can
pursue higher-level needs.
In the context of supply chain management, ensuring that employees’ basic needs—such
as fair wages, safe working conditions, and job security—are met is crucial. When employees
feel secure in their roles and have their basic needs addressed, they are more likely to exhibit
higher levels of motivation and engagement. This increased engagement can lead to greater
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efficiency in supply chain processes, as motivated employees are more likely to take initiative,
collaborate effectively, and contribute to problem-solving efforts (Online Business School,
2024).
5.2. Herzberg’s Two-Factor Theory
Frederick Herzberg’s Two-Factor Theory distinguishes between hygiene factors and
motivators. Hygiene factors, such as salary, company policies, and working conditions, can lead
to dissatisfaction if inadequate. Conversely, motivators—such as recognition, responsibility, and
opportunities for personal growth—can drive satisfaction and enhance performance (Singh,
2023).
In supply chain management, organizations can improve employee performance by
addressing both hygiene factors and motivators. For instance, ensuring that employees have
access to necessary resources and a positive working environment can prevent dissatisfaction.
Simultaneously, implementing recognition programs and opportunities for professional
development can enhance motivation, leading to improved performance in managing supply
chain tasks (Online Business School, 2024).
5.3. McClelland’s Theory of Needs
David McClelland's Theory of Needs identifies three primary motivators: the need for
achievement, the need for affiliation, and the need for power (Singh, 2023). Each employee may
have a different dominant need, influencing their motivation and performance.
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Understanding these individual needs allows organizations to tailor motivational
strategies accordingly. For example, employees with a high need for achievement may thrive in
challenging roles that offer opportunities for personal success and recognition. In contrast, those
with a high need for affiliation may perform better in collaborative environments where
teamwork is emphasized. By aligning motivational strategies with individual needs,
organizations can enhance employee performance and, consequently, reduce lead times in the
supply chain (Zhang, 2023).
5.4. Expectancy Theory
Victor Vroom's Expectancy Theory posits that motivation is influenced by the
expectation that effort will lead to performance, and that performance will lead to desired
rewards (Online Business School, 2024). This theory emphasizes the importance of aligning
employee efforts with organizational goals.
In the supply chain context, organizations can enhance motivation by clearly
communicating performance expectations and ensuring that rewards are aligned with those
expectations. For instance, if employees understand that their efforts to streamline processes will
lead to tangible rewards—such as bonuses or promotions—they are more likely to be motivated
to work efficiently. This alignment can significantly reduce supply chain delays and improve
overall performance (Singh, 2023).
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5.5. Equity Theory
John Stacey Adams' Equity Theory posits that employees are motivated by fairness in the
workplace. Employees assess their input-output ratios in comparison to others and are motivated
to restore equity when they perceive an imbalance (Singh, 2023).
In supply chain management, ensuring fair treatment and equitable rewards is crucial for
maintaining employee motivation. Organizations that prioritize fairness in compensation,
recognition, and workload distribution are likely to experience lower turnover rates and higher
employee satisfaction. A stable workforce is essential for maintaining an efficient supply chain,
as experienced employees are better equipped to handle complex tasks and contribute to
continuous improvement efforts (Online Business School, 2024).
5.6. Reinforcement Theory
B.F. Skinner's Reinforcement Theory focuses on how behavior is influenced by its
consequences, including rewards and punishments (Singh, 2023). This theory suggests that
positive reinforcement can encourage desirable behaviors, while negative reinforcement or
punishment can deter undesirable behaviors.
In the context of supply chain management, implementing a system of positive
reinforcement can be particularly effective. Recognizing and rewarding employees for timely
and efficient handling of supply chain tasks can motivate them to maintain high performance
levels. For example, organizations might introduce incentive programs that reward employees
for meeting or exceeding performance targets, thereby encouraging a culture of excellence and
accountability (Zhang, 2023).
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6. Conclusion
The application of motivational theories in the context of supply chain management
offers valuable insights into enhancing employee performance and engagement. By
understanding and addressing the diverse needs of employees, organizations can create a
motivated workforce that is better equipped to tackle supply chain inefficiencies and reduce lead
times. The integration of theories such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor
Theory, McClelland’s Theory of Needs, Expectancy Theory, Equity Theory, and Reinforcement
Theory can provide a comprehensive framework for developing effective motivational strategies
tailored to the unique challenges of supply chain operations.
In summary, by fostering an environment that prioritizes employee motivation and
engagement, organizations can not only improve their supply chain efficiency but also cultivate a
more committed and productive workforce.
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References
Duffy, G. & Furterer, S. (2020). The ASQ certified quality improvement associate handbook.
ASQ Quality Press.
Kenton, W. (2025, April 17). Lean Six Sigma: Definition, Principles, and Benefits.
Investopedia. https://www.investopedia.com/terms/l/lean-six-sigma.asp
Online Business School. (2024, January 26). A Guide to Human Resource Management
Theories - Online Business School. Online Business School - Expert Insights for HR
Professionals. https://esoftskills.com/hr/human-resource-management-theories/
Singh, K. G. (2023, September 30). 31 Most popular Motivation Theories (A to Z list). Helpful
Professor. https://helpfulprofessor.com/motivation-theories-list/
Zhang, Z. (2023). The HRM model based on competency model in the context of new age
intelligence. Wireless Communications and Mobile Computing, 2023, 1–13.
https://doi.org/10.1155/2023/6030183