Download - LSSG Green Belt Training
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LSSG Green Belt Training
Teams and Team Management: A Critical Black Belt Responsibility
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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
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VOE - Voice of Employee
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
Goal – to identify how to create value to the organization and its employees
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Types of Teams Functional Cross Functional Self Managed
Teams
DefinitionA 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
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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.
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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!
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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
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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.
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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
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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
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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!!)
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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!
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Team Synergy
ProblemOr
OpportunityDiversity
Synergy
(The Result)
Synergy capitalizes on diversity, but requires a win-win attitude and empathic listening to be successful! (S. Covey)
Listening
Win-win
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Meeting Management Techniques:Agenda
Agenda Example
Lenny9:50 – 9:55Improve next meeting process
Process Check
Dennis9:45 – 9:50ConsensusNext Agenda
Dennis9:40 – 9:45ConsensusReview Decisions
Dennis9:32 – 9:40Decision on whether or not to have team
Density Meter
Chris9:12 – 9:32Consensus on MeasuresSpecial Samples
Chris9:07 – 9:12ApprovalSyrup Sample
Lenny9:02 – 9:07ApprovalBeverage Reports
Dennis9:00 – 9:02ApprovalMinutes
Who ResponsibleTime AllottedDesired OutcomeAgenda Item
Lenny9:50 – 9:55Improve next meeting process
Process Check
Dennis9:45 – 9:50ConsensusNext Agenda
Dennis9:40 – 9:45ConsensusReview Decisions
Dennis9:32 – 9:40Decision on whether or not to have team
Density Meter
Chris9:12 – 9:32Consensus on MeasuresSpecial Samples
Chris9:07 – 9:12ApprovalSyrup Sample
Lenny9:02 – 9:07ApprovalBeverage Reports
Dennis9:00 – 9:02ApprovalMinutes
Who ResponsibleTime AllottedDesired OutcomeAgenda Item
Team: _________ ___________________Roles: Leader: __________________
Timekeeper: ______________Recorder: _ __________ _____
Meeting Date: _________________
Time: ________________________
Place: ________________________
Quality Assurance Laboratory
DennisLenny
Charlie
10/25
USA 1007
9:00 – 9:55 am
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Team Operating Procedures: Team Roles
TeamProcess
FacilitatorFacilitator
Role
InternalConsultant
Trainer
Coach
Champion& Change
Agent
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Team Operating Procedures: Schedule of Roles
Technical Administrative StaffSchedule of Roles/Functions
HogsedMaysKellyWaldroupWhite11/24
WhiteKingHogsedSmithWaldroup11/10
WaldroupKellyWhiteMichelettiSmith10/27
SmithHogsedWaldroupMaysMicheletti10/13
MichelettiWhiteSmithKingMays9/22
MaysWaldroupMichelettiKellyWhite9/8
KingSmithMaysHogsedKelly8/26
FacilitatorTimekeeperRecorderScribeLeaderDate
HogsedMaysKellyWaldroupWhite11/24
WhiteKingHogsedSmithWaldroup11/10
WaldroupKellyWhiteMichelettiSmith10/27
SmithHogsedWaldroupMaysMicheletti10/13
MichelettiWhiteSmithKingMays9/22
MaysWaldroupMichelettiKellyWhite9/8
KingSmithMaysHogsedKelly8/26
FacilitatorTimekeeperRecorderScribeLeaderDate
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Team Operating Procedures: Win-Win Agreement
Win-Win Agreement Form
Date: _____________________________ Project/Task: _____________________________Party 1: ___________________________ Party 2: _________________________________
Specify Desired Results:________________________________________________________________________________________________________________________________________________________________________________________
Identify Available Resources:________________________________________________________________________________________________________________________________________________________________________________________
Set Needed Guidelines:________________________________________________________________________________________________________________________________________________________________________________________
Define Accountability:________________________________________________________________________________________________________________________________________________________________________________________
Determine Consequences:________________________________________________________________________________________________________________________________________________________________________________________
Source: Franklin-Covey
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Team Operating Procedures: Action Register
Action RegisterTeam _______________________________________ Date ___________________________
Team Leader __________________________________________________________________
3.
2.
1.
CompletedWhen?Is Going To Do What?Who (Name?)
3.
2.
1.
CompletedWhen?Is Going To Do What?Who (Name?)
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Team Operating Procedures: Team Process Check
Team Process Check
I was highly satisfied with the overall meeting
The decisions made were better because of everyone’s participation
Everyone put an effort to keep the team on track and to enable equal participation
Everyone opinion was valued and listened to
Everyone participated equally during meeting
Agenda was followed as planed
I was highly satisfied with the overall meeting
The decisions made were better because of everyone’s participation
Everyone put an effort to keep the team on track and to enable equal participation
Everyone opinion was valued and listened to
Everyone participated equally during meeting
Agenda was followed as planed
1 2 4 5 6 7 8 9 1031 2 4 5 6 7 8 9 103
Strongly disagree
Strongly agree
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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)