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LSSG Green Belt Training

LSSG Green Belt Training

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LSSG Green Belt Training

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  1. LSSG Green Belt Training Teams and Team Management: A Critical Black Belt Responsibility Teams

  2. Agenda – Teams and Team Management • VOE and Empowerment • What is a Team? • When Should Teams Be Formed? • Team Mission Statements • Meeting Management Techniques • Virtual Teams and Meetings • New Management Roles Teams

  3. VOE - Voice of Employee Goal – to identify how to create value to the organization and its employees Steps: • Empower Employees • Obtain Input from Employees • Employees Survey • Suggestion system • Feed back from teams • Form Teams and Identify Project Roles • Analyze project about to start • Assign roles and responsibilities for project • Manage Meetings • Roles for meeting • Tools for effective meetings Teams

  4. Empowerment • Belief in the employee’s ability to be responsible for improving Quality • Willingness to provide training and time for meetings • Willingness to support team recommendations • Willingness to support personal growth and development of all employees Levels of Empowerment Do It Do It and Report Back Make a Recommendation Ask Wait Until told “Creation of conditions within organizations which result in the ability of individual people to contribute their maximum potential energy, creativity, quality efforts, and effectiveness to achieving the mission and strategy of the organization.” Stephen Covey Teams

  5. Teams Definition A group of individuals who are committed to achieve common objectives, meet regularly to identify and solve quality problems, work and interact openly and effectively together, produce high quality results • Types of Teams • Functional • Cross Functional • Self Managed Teams

  6. Team Mission Statements • Our mission is to assist in designing and implementing a team concept of management throughout all levels in our plant that will facilitate employee involvement for the mutual benefit of all in achieving our goal of Continuous Improvement in safety, environment, quality, production and cost. • The mission of our team is to reduce employee turnover in the Restaurant Division by 50% by December 31 of this year by seeking to understand the needs of our employees and managers, and creating a future state environment that balances a respect for the individual with organizational needs. Teams

  7. When Should Teams Be Formed? • When complex, cross-functional processes are addressed • When pooled expertise is needed • When buy-in to change is critical • When it is determined that shared leadership of a project is preferred to a single person • When too much time is required of an individual • When true synergy is needed to create innovative solutions • When collective strength is desirable • However, teams are EXPENSIVE!!! Don’t form a team when one is not needed! Teams

  8. Meeting Management Techniques:Team Operating Rules • Agenda • Attendance • Meeting Time and Place • Type of Decision Process • Meeting Minutes • Team Roles • Behavior Norms and Feedback • Confidentiality • Meeting Audits • Managing Conflict • Respecting Diversity of Thought • Temperament Instruments • Polling and Decision Reviews • Implementing Decisions • Commitments Outside Meetings • Involvement of Non-Team Members Teams

  9. Examples of Other Operating Rules • Speak up more; be made to feel that our opinion is important • Act upon things that are wrong and follow-through • Focus on things that we can control • Have a clear, single vision of what our company is all about • Measure what we do; analyze what we measure; make fact-based decisions; make needed data easily available • Have a positive attitude; eliminate “not my problem” attitudes • Do the right things; know what is important and what can wait • Use better time and project management • Be prepared for meetings • Infuse Lean Six Sigma in the entire company Team Operating Rules should be aligned with the Organization’s Mission Statement. Teams

  10. Meeting Management Techniques:Temperament Instruments • Temperament - A set of inclinations each is born with… it's a predisposition to certain attitudes and actions. • Temperament instruments (e.g., Keirsey Temperament Sorter, Myers-Briggs Type Indicator) examine these innate facets of personality to arrive at an integrated picture of an individual • Then, the “profile” of a team can be determined and team diversity can be understood and managed Teams

  11. Meeting Management Techniques:Temperament Instruments • The sixteen types (e.g., “ENFJ”) are based on the four pairs of personality dimensions: • Extroversion (E) vs. Introversion (I) • Sensation (S) vs. Intuition (N) • Thinking (T) vs. Feeling (F) • Judgment (J) vs. Perception (P) • No single letter should be taken as naming a type of person; the letters merely suggest stronger or weaker tendencies of a person’s makeup • No temperament or personality type is good or bad; what is important is that teams have balance Teams

  12. Meeting Management Techniques:Brainstorming Goal: to generate a large number of ideas Steps • Encourage creativity / no criticism • Involve everyone • Record ideas • No discussion/ clarification only • Combine only ideas that have the same meaning • Number the remaining ideas • Rank the ideas Note that it is best to begin with a warm-up activity! (and don’t forget about introverts!!) Teams

  13. Meeting Management Techniques:Ranking • Ranking can be used to assess team priorities. • Methodology: • Each participant ranks the ideas in order of priority (5 being the highest priority) • All the rankings are consolidated and summed for each idea • The idea(s) receiving the highest total may be selected • The leader should poll the group to be certain the weighted rankings actually express the group’s feelings Teams

  14. Meeting Management Techniques:Consensus Decision-Making • The Recommended Method for Most Team Decision-Making • Insures that Decisions Made Are Implemented • The Method: • Everyone has been heard • The decision-making process was fair • Everyone can (and will!) actively support the decision • Everyone Does Not Have to Agree! Teams

  15. Team Synergy Synergy (The Result) Win-win Problem Or Opportunity Diversity Listening Synergy capitalizes on diversity, but requires a win-win attitude and empathic listening to be successful! (S. Covey) Teams

  16. Meeting Management Techniques:Agenda Teams

  17. Champion & Change Agent Team Process Facilitator Coach Facilitator Role Internal Consultant Trainer Team Operating Procedures: Team Roles Teams

  18. Team Operating Procedures: Schedule of Roles Teams

  19. Team Operating Procedures: Win-Win Agreement Teams

  20. Team Operating Procedures: Action Register Teams

  21. Team Operating Procedures: Team Process Check Teams

  22. Team Celebrations • Celebrate the completion of a team project • Recognize the accomplishments of the team • Celebrate at least quarterly • Invite entire department and key guests • Invite managers of all team members • Meet during work hours at work place • Keep to a low budget • Give appropriate notice to all • If multiple locations, have multiple celebrations (with key managers in attendance at each celebration) Teams