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Self-Directed Work Teams

Self-Directed Work Teams

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Self-Directed Work Teams

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  1. Self-Directed Work Teams P.E. Clayton and Associates, Inc. www.motivation1.com

  2. What is a Self-Directed Team? A group of associates with similar work related activities, responsible for a “whole” work process or segment that delivers a product or service to an internal or external customer.

  3. What is a Self-Directed Work Team? A cohesive group of highly motivated people committed to a common goal who have the responsibility to supervise and direct themselves.

  4. What are benefits of Self-Directed Work Teams? • Quality improves 45 to 70% • Productivity increase 35 to 40% (2 to 3 years) • Employee Commitment is Greater

  5. What are benefits of Self-Directed Work Teams? • Less absence, less turnover, less thief, less sabotage (with holding information) • Self-Directed work teams reduce operating costs. (People get together in teams to reduce cost or steps.

  6. Three major reasons for culture shift: 1. Global Competition Self-Directed Work Teams allows us to be more competitive. We are in an information society. we are out of the industrial society. Before things were a commodity of value, today information is the value. Self-Directed Work Teams allows for greater information to flow faster.

  7. Three major reasons for culture shift: 2. Span of control 15 year ago one supervisor to 6 employees today, 1 supervisor to 15 employees. Projected 1 level of management for 75 employees.

  8. Three major reasons for culture shift: 3. People have changed. We expect to be dealt with differently then our grandparents. “Father Knows Best.” No longer is it management and labor or blue collar and white-collar workers. Management responsibilities are being redistributed to the front line worker.

  9. Tom Peters says, Self-Directed Work Teams should become the basic building block or DNA of companies today.

  10. What are their responsibilities? They are empowered to share various management and leadership functions. They plan, control, and improve their own work processes. They set their own goals and inspect their own work.

  11. What are their responsibilities? They often create their own schedules and review their performance as a group. They may prepare their own budgets and coordinate their work with other departments.

  12. What are their responsibilities? They usually order materials, keep inventories, and deal with suppliers. They frequently are responsible for acquiring any new training they might need.

  13. What are their responsibilities? They may hire their own replacements or assume responsibility for disciplining their own members. They-not members outside the team take responsibility for the quality of their services.

  14. Who has the right of veto? The department head and the C.E.O. have the right of veto. However, they must give reasons and suggestions as to why they have vetoed the requests responses in 3 to 7 days.

  15. What is the role of the supervisor? Act as mentors, obstacles removers, resource gathers, and target adjusters.

  16. How many in the Team? Three to Twelve Associates

  17. When and How often to they meet? Teams may hold brief communication meeting at the beginning of shifts and longer meeting (two to three hours) once or twice a month to discuss specific team issues surrounding communication discipline, equipment, and quality.

  18. What is the process for starting a team? Department head selects the associates to be in the team. Department head would group the teams in the beginning. Trainers and Department head, meet with the team to explain what they are about.

  19. What is the process for starting a team? Trainers meet with team to discuss different forms of group dynamics. Trainers meet with team to define its customers internal and external and create its vision and mission statement. Management Approves of Statements or sends back for revision.

  20. What is the process for starting a team? Trainers meet with team to develop its goals and objectives and values. Management Approves of Statement or sends back for revision. Teams meet and send suggestions to supervisor.

  21. Five Main Obstacles to Teams Fear of Change Exchange of individual recognition for team recognition. Managers’ fear of loss of control Getting news where it needs to be’ Teams straying off course

  22. Top-down Unilateral Narrow focus Narrow training Helplessness Stuck /Complacent Bottom-up Consensus Big picture Ongoing diverse training Empowerment Challenged/innovative Six Differences between traditional workgroups and CAT

  23. 10 Basics for team meeting facilitators. 1. Explain task. 2. Clarify ground rules (no one speaks twice until everyone speaks once). 3. Include everybody in discussions. 4. Help group deal with dominators. 5. Keep pace going.

  24. 10 Basics for team meeting facilitators. 6. Refocus when necessary. 7. Help group reward itself. 8. Follow up on assignments. 9. Ensure all team members understand their assignments. 10. Encourage the heart - make people feel safe.

  25. Five Roles in a Team Meeting 1. Facilitator - Neutral in discussion 2. Timekeeper - Functionally neutral 3. Recorder - Functionally neutral 4. Owner (s) - Not neutral 5. Resource people - Not neutral

  26. Creating a Mission Statement What is the purpose of our group. Brainstorm by having each person say a few words about what they think. Go around a three times (you can only pass once) From that begin to form your mission statement.

  27. Create Guiding Principles What are the priorities of the organization? How can I make my decisions?

  28. Guiding Principles Example Mission: To Arrive in Daytona Beach. Guiding Principles:(our priorities) Safety Comfort On Time