1. Employee Involvement at ArvinMeritor
Instructor Notes:
Opening Remarks
At AM, Employee Involvement is one of our key AMPS People Supportive Practices. Our philosophy is that the best ideas come from employees, not just at the management level but from all levels in the organization.
ArvinMeritor continually strives to improve in all areas of the business but the company can’t do it without your input.
We’re in this TOGETHER. In order to succeed we must involve and utilize everyone. The best way to do this is by working in teams.
Introductions
Ask participants to introduce themselves:
Name
Job Title
How Long with Company?

2. Video Time Opening Video . . . Fish Instructor Notes:
Discussion Points
Before we go into detail about Employee Involvement I would like to show you a video that will help set the stage for this workshop.
If you were searching for a new employer and had narrowed the search to two finalists –one was a typical manufacturing or business setting and the other was a very upbeat, high-energy setting, which would you choose? Hopefully you would choose the upbeat , energized environment---this is what AM hopes to accomplish by implementing EI.
Let’s take a look at an energized work environment in this video.
Show Fish Video.
Video Debrief
What were some of the key messages in this video?
How do you think these messages relate to EI at AM?
Fish talks about releasing your potential and making a difference in everything you do. It also talks about becoming involved and making decisions no matter what your job is.
That’s what EI is all about---involved and empowered employees, sharing ideas and making decisions that will impact the company. It’s all up to you and what you choose to make out of your job. As they mentioned in the video, you can just come to work and go through the motions or you can become an active and engaged employee. You all have the power to create a more creative and energetic workplace. You can and do make a difference!
The key message is to be involved and engaged in everything you do—not throw things at work. Sure we need to be serious, but not take ourselves so seriously.
Fish
Video Time

3. WORKSHOP OVERVIEW Instructor Notes: Discussion Points
Now that we have set the stage for the workshop, let’s discuss the goal and objectives of the training.

4. Workshop Goal
To provide you with Employee Involvement concepts and tools that will help you conduct effective EI team meetings.
Instructor Notes:
Discussion Points
Our goal is to provide you with the necessary EI tools and concepts to help you get started on an EI Team and to conduct effective team meetings.
We hope that you will find the information from today’s workshop to be useful as you begin to work on your teams.

5. Workshop Objectives
Upon completion of this workshop you will be able to:
Discuss your role on an EI Team
Explain the four stages of team development
Identify the various roles of team members
Describe effective communication techniques you can use during a team meeting
Discuss how to overcome the barriers your team may face
Use the EI Problem Solving Tools
Participate on an EI Team
Instructor Notes:
Discussion Points
Review workshop objectives.

6. Workshop Agenda Workshop Overview Our EI Philosophy The EI Team
Stages of EI Team Development
Interpersonal Communications & Group Dynamics
EI Team Tools
EI Strategies for Success
EI Team Meeting Simulation
Wrap-Up and Workshop Feedback
Instructor Notes:
Discussion Points
This list summarizes the main topics we will be covering today.
Review agenda.

7. Key Learnings Contract
Identify 3-5 things you would like to learn from today’s workshop…
Instructor Notes:
Discussion Points
I would like everyone to take a few minutes to complete this key learnings contract. Please identify 3-5 things you would like to learn from today’s session. We will revisit this contract throughout the workshop to make sure the topics you would like to focus on are being covered in enough detail. If there is anything I can’t address in the workshop I will follow-up with you at a later time with the information.
Once you have completed the contract I’ll ask for your feedback on the key areas of interest and list them on a flipchart.
Materials Required
Key Learnings Contract

8. Our EI Philosophy Instructor Notes: Discussion Points
We’re going to take the next few minutes to discuss our EI philosophy including our mission, long-term goals and benefits to employees and AM.

9. EI Mission Statement
“Employee Involvement is the on-going effort to involve all employees in the decisions that affect their work lives.”
Instructor Notes:
Discussion Points
We must realize that one person does not hold all of the knowledge and that everyone must work together to make decisions that impact their work lives.
EI means involving all employees in the decision making process—from the CEO to the production worker. Who knows their jobs better than the employees? Everyone adds value and impacts the company in many different ways.
EI was started at heritage Arvin about 10 years ago. Since its inception EI has been very successful and we want to continue that success by ensuring all employees around the world become involved on an EI Team.
Reference Materials
Refer participants to the EI Mission and Goals in their Team Memory Jogger Booklet.

10. The Right Way
We promote and support EI because it is the right way to operate; recognizing the abilities and potentials of all employees.
EI is a prerequisite for maintaining our competitive position in today’s marketplace.
Instructor Notes:
Discussion Points
Have you ever worked at a previous job and said to yourself, “ I have some good ideas, if people would just listen to me.” At AM, your ideas will be considered. The avenue for idea generation is called Employee Involvement.
All employees should have the opportunity to share their ideas—it helps to create an empowering workplace!
You will be working in a team environment. A team environment is part of our culture here at ArvinMeritor.
Employee Involvement is also a prerequisite for maintaining our competitive position in today’s marketplace. We must get everyone involved in the business! We need to ask questions like: Who are our competitors? How are we going to gain market share?
In AMPS we discuss the 7 types of waste and mention the eighth type. Does anyone know the 8th type of waste? It is, not utilizing our human resources. We have not engaged in the value added activity of listening to our employees.

11. Employee Involvement Goals
Give employees a voice in changes
Give everyone’s ideas a chance to be heard
Involve everyone
Make our products more competitive
Instructor Notes:
Discussion Points
AM is trying to reach it’s vision through Employee Involvement. The goals of EI are to:
Give employees a voice in changes
Give everyone’s ideas a chance to be heard
Involve everyone
Make our products more competitive
All of these things must happen for us to remain a major player in today’s marketplace.

12. What are the EI Benefits?
Increases job satisfaction
Helps solve problems
Improves skill levels
Increases commitment
Improves quality & productivity
Reduces absenteeism
Improves work environment
Instructor Notes:
Large Group Discussion
What do you think are the benefits of having EI at AM?
Discussion Points
As an AM employee, you will receive many benefits from our highly successful Employee Involvement program.
Debrief
You will have a say in how your job is done. We want everyone to understand each others’ jobs.. First, we increase job satisfaction/pride in order to increase quality and productivity.
For instance, as you work, can you see areas of excess scrap being produced? Can you recognize poor quality? Is something unsafe at your job site? Do you have any ideas to make things better?
You will be asked, and encouraged to tell the people around you how to make changes to make things better.
Each employee is encouraged to be a “Change Agent”. We don’t think you should ever hear at ArvinMeritor, “Do it this way, because we have ALWAYS done it that way.”

13. Link to AM Vision Our Vision Core Values EI Mission
To be the number one supplier to the current and new customers by 2010.
Our Vision
Teamwork and Respect
for Each Another
Integrity
Pursuit of
Excellence
Core Values
The on-going effort to involve all employees in the decisions that affect their work lives.”
EI Mission
Instructor Notes:
Discussion Points
This slide illustrates the links between ArvinMeritor’s Vision, Core Values and Employee Involvement. If we are going to become the number one supplier to the motor vehicle industry by 2010, then we need to ensure we demonstrate our core values in everything we do.
As you can see our core values include: Teamwork, Respect for Each Other, Integrity and Pursuit of Excellence. These core values set the foundation for Employee Involvement.

14. The EI Team Instructor Notes: Discussion Points
We are now going to discuss in detail the roles and responsibilities of an EI Team.
What are some characteristics of a typical team?
What types of EI teams can be formed?
What are the team member roles?

15. Five-Square Configuration Exercise
Instructions:
Using the worksheet provided arrange the 5 squares so that at least one side of each square touches and is in line with one side of another square.
Use all 5 squares each time.
Mirror images are not acceptable.
There are 11 possible configurations.
Instructor Notes:
Discussion Points
Let’s begin by doing an activity to get everyone energized.
Review activity instructions with participants.
Distribute worksheets.
Reference Materials
Five-Square Configuration – Participant Worksheet
Activity Debrief
How many of you came up with more than 8 configurations on your own? 11?
How many of you came up with more than 8 configurations as a team? 11?
What challenges did you face working on your own?
How did being on a team help you come up with more solutions?
Key Learning: To demonstrate that together there is a greater total effect than the sum of individual efforts (team vs. individual).

16. What is a Team? Large Group Discussion
Instructor Notes:
Large Group Discussion
Ask participants what is a team?
List responses on a flipchart.
Ask participants what is the difference between a team and a group?
Debrief
A team is a group of people who feel energized to work together and:
Are fully committed to a high level of output
Openly share ideas and communicate well with one another
Continually improve their practices and eliminate barriers that inhibit performance
A group is an assemblage of people whose combined efforts are designed to result in a given product or service. No special effort is made by the group to ensure the best product or service is achieved or that the members feel a great sense of pride or achievement.

17. EI Teams Emphasize… People Building Teamwork Open Communication
Problem Solving
Listening
Discussing
Education & Training
Continuous Improvement
Supportive Leadership
Instructor Notes:
Discussion Points
We must focus on these key areas in order to be successful:
Teamwork
Open Communication
Problem Solving
Education & Training
Continuous Improvement
Supportive Leadership
To show just how important it is for ArvinMeritor to implement these things, some team members have actually visited suppliers, or asked suppliers to visit ArvinMeritor’s workplace.
In the same manner, some work team members have visited customers. It is common for team members to be sent to GM or Ford, for instance to learn how the product is being used in assembly, so that ArvinMeritor can supply a better part to them.

18. EI Team Characteristics
6 to 12 members
May be natural work team
May be cross-functional
Team selects leader
Meet regularly
Explore problems
Recommend solutions
Management listens
Recognition of ideas
Instructor Notes:
Discussion Points
Here are some highlights to note about Employee Involvement teams:
There are usually 6 to 12 team members
May be natural work team, for instance, if there is a team of employees working on one line, or the accounts payable department might have its own team. Each would be a natural work team.
May be cross-functional – Maybe the team is made up of forklift drivers, and welders.
The team itself selects a leader.
The team will meet regularly, usually once a week, during work hours, and you do get paid. You will meet for up to one hour a week. What is more effective use of your time, 2 1/2 hour meetings, or one one-hour meeting?
It’s a chance to explore problems that might be occurring .
You will get recognition for your ideas, as well as other rewards It’s not intended to be a complaint session. Recommend solutions.
The question that always comes up is what if we have more than 12 or less than 6 on our team? It will be a team decision. If you have more and it is a good functioning team, that is fine. But on the other hand if it is not, you may want to consider breaking it up, or combining with another team.

19. Empowered to Make Contributions
CONTINUOUS
IMPROVEMENTS
IDEAS
Non-Management
Management
TWO-WAY COMMUNICATION
Instructor Notes:
Discussion Points
Our goal is to help employees feel empowered to make contributions. We want employees to believe it is a two way communication process.
The purpose of Employee Involvement meetings are not to complain, but to share new ideas for work improvements, safety, better communication, etc.

20. Measures of Success % of workforce on teams
Goal: 100%
Proposals per year per person
World Class Goal: 15
Best In Class Goal: 24
% of proposals implemented
World Class Goal: 85%
Best In Class Goal: 85%
Scrap reduction
PPM (parts per million)
Changeover time
Training hours
Instructor Notes:
Discussion Points
ArvinMeritor knows EI teams work, because their success can be, and is, measured. We want you to be measured as a success. Here are some ways ArvinMeritor measures success:
% of workforce on teams - Our Goal is 100.
Improvement suggestions from each employee, each year, on how to make the work place better, more efficient, or safer.
Percentage of those suggestions implemented, obviously, we can’t do them all.
Scrap Reduction - reduce the amount of useless material generated.
PPM- Parts Per Million. The number of parts per million, delivered to customers, that are DEFECTIVE. How many do they expect? Zero.
Changeover time. The time it takes to stop making one part and begin making another. In the past it had been measured in hours. Our goal is to be measured in minutes.
Training Hours. This is a company goal. It has quadrupled in the last few years. This includes both classroom training, and on-the-job training.
Each team should also be using their Work Unit and Site Excellence Keys to help them measure success.

21. Typical Production Team Successes
521 Proposals (99% Implemented)
Reduced downtime by 70%
Reduced scrap by 82%
Reduced change-over time from 1 hour to 10 minutes
Reduced raw material inventory from 7 days to 2 days
Reduced costs totaled $50,000
Instructor Notes:
Discussion Points
This is an example of a typical production team’s successes:
This team implemented a lot of the proposals on their own.
521 proposals total ( 99% Implemented ). A good implementation means dollars are going to be saved.
Reduced machine downtime by 70%
Reduced scrap parts production by 82%
Reduced the time it takes to change-over a machine to run a new part number from 1 hour to 10 minutes
Cost reductions of $50,000
Reduced raw material inventory from 7 days to 2 days

22. Typical Administrative Team Success
14 Suggestions per member
Implemented $100,000 in MRO savings
MRO = Maintenance Repair & Operating
Implemented supply tracking system
Reduced use of outside trucking firm - saving $40,000 annually
Changed shipping containers saving $20,000
Contributed to doubling “On-Time” shipments
Instructor Notes:
Discussion Points
This is an example of an Administrative Team’s successes:
14 suggestions per member
Implemented $100,000 in MRO savings MRO (Maintenance Repair and Operating)
Implemented supply tracking system
Reduced use of outside trucking firm - saving $40,000 annually
Changed shipping containers saving $20,000
Contributed to doubling “On-Time” shipments
This was a heritage Arvin ATQAS team at the Tech Center for exhaust in Columbus.

23. Types of EI Teams Representative Team Natural Work Team
Select group of representatives from different shifts
Natural Work Team
Work Cells or Departments
Cross-Functional Team
Representatives from different functions
Ad-Hoc Team
Formed for a specific purpose
Instructor Notes:
Discussion Points
This slide lists the 4 different types of EI team that can be formed. Everyone will be on at least one team. You may be asked to participate on other teams depending on your role.
Reference Material
Refer participants to the Types of EI Teams job aid in their Memory Jogger Booklet.

24. Representative Team Example
2 from Bending Line Day Shift
2 from Bending Line 2nd Shift
2 from Assembly Day Shift
2 from Assembly 2nd Shift
Instructor Notes:
Discussion Points
A representative team consists of representatives from the same production line but from different shifts. This type of team would typically be found in the manufacturing environment.
It is critical that if one shift agrees to do something major to the cell without consulting the other shift or shifts, it will cause trouble. You must get buy in from everyone that will be affected by this decision.

25. Natural Work Team Examples
Accounts Payable is an operation with 6 people.
Cell 4510 is a bending line with eight operators.
Instructor Notes:
Discussion Points
A Natural Work Team would consist of your immediate team that you work with on a day-to-day basis. This is the most common EI Team.

26. Cross-Functional Team Example
Line Operator
Set Up Person
Toolmaker
Welder
Floor Inspector
Industrial Engineer
Rods
Tube Mill
Piston Heads
Assembly
Engineering
Tool Maker
Instructor Notes:
Discussion Points
A Cross-Functional Team consists of people from different functions. This team has all the resources they need to solve a problem that affects all parties involved.

27. Cross-Functional Team Example
1 Division Packaging Engineer
1 Purchasing Agent
1 Customer Service Representative
2 Programmer Analysts
1 Accounting Manager
Instructor Notes:
Discussion Points
Here’s another example of a cross-functional team that could be formed to address a specific process issue.

28. Ad-Hoc Team Formed for a specific purpose
May be created from available persons
May provide help or additional resources to existing team
May discontinue meeting once purpose or goal is met
Instructor Notes:
Discussion Points
The Ad-Hoc team is formed for a specific purpose or to address a certain issue. This team could be a sub-group formed from another EI Team. An Ad hoc team could be formed for the purpose of: safety, changeover, or laying out a work cell.

29. Team Member Roles Team Leader Facilitator Team Contributor
Instructor Notes:
Discussion Points
Now that we have discussed the different types of teams let’s discuss the various roles of team members.
On an EI Team there are typically 3 key roles that members can play. All teams have a Team Leader, Facilitator, and Team Contributor.
Reference Material
Refer participants to the Team Member Roles job aid in their Memory Jogger Booklet.

30. Team Leader’s Role Committee Chairman Coordinates Activities
Develops Team Approach
Guides Problem Solving Techniques
Encourages ALL to Participate
Guides Issues and Content
Reinforces Positive Behavior
Minimizes Non-Productive Behavior
Leads by Focusing
Ensures Members Have Agenda & Minutes
Instructor Notes:
Discussion Points
This slide describes the Team Leader’s role.
The Team Leader should keep the team focused and guide the content and issues.
Their role is to ensure all team members participate and work cohesively together.
A good Team Leader does not dominate the discussion and make the decisions. This person asks for other team members to share ideas and come to a consensus on the decisions.

31. Facilitator’s Role Assists the Leader
Facilitator is an Outside Consultant
Observes and Suggests Improvements
Concerned with Process Not Content
Keeps the Team Focused on Goals
Encourages Decisions by Consensus
Ensures Tasks and Dates are Assigned
Instructor Notes:
Discussion Points
This slide describes the Facilitator’s role.
The Facilitator is primarily concerned with the process. They have no vested interest in what is being discussed.
Their role is to make sure the team stays on track and is focused on the goals.
This person should be someone who is internal to the company but is external to the group. For example if you are on a Natural Work Team, you should not have someone within your group facilitate the meeting. You need someone who can be objective. The Facilitator would have to be selected from another function or possibly another work team.

32. Team Contributor’s Role
Contributes Ideas and Suggestions
Listens to Other Team Members
Focuses on Team Goals and Objectives
Helps Accomplish Assigned Tasks
Reports Progress
Instructor Notes:
Discussion Points
The contributor role is a role each and every one of us plays when we are part of a team. It is the most important role on the team.
As a Team Contributor you are responsible for sharing ideas, listening to others, accomplishing tasks and reporting progress.
The Team Contributors make things happen.

33. Team Task Roles
Idea Initiator: Offers ideas, problems, goals, and project ideas.
Information Seeker: Seeks facts, opinions, feelings, and data.
Information Provider: Offers facts, ideas, opinions, research, and data.
Instructor Notes:
Discussion Points
We have discussed the key roles on a team and now let’s talk about the various task roles team members take.
Task roles refer to the different work styles of team members. Due to diverse personalities, some people may lean toward different characteristics.
As I review the list, think about which task role(s) you often assume and how this benefits the team. You should also think about the potential weaknesses of each role how that could affect the team.
Review roles listed on slide.
Reference Material
Refer participants to the Team Task Roles job aid in their Memory Jogger Booklet.

34. Team Task Roles (cont.)
Problem Clarifier: Interprets ideas, clears up confusion.
Summarizer: Restates the groups comments or decisions for clarity.
Consensus Tester: Checks groups response on a regular basis.
Instructor Notes:
Discussion Points
Review roles listed on slide.
Are there others not listed here that you have seen on a team?

35. Team Social Roles Coach: Encourages and guides.
Harmonizer: Promotes understanding, reconciles disagreements and reduces tension.
Gatekeeper: Keeps communications open and encourages participation.
Diplomat: Negotiates peace, looks for common ground, maintains objectivity.
Instructor Notes:
Discussion Points
In addition to the task roles, there are social roles that team members may play. These roles refer to your interpersonal styles of communication.
Which one do you find yourself often playing? Are there others not listed here that you have seen on a team?

36. Meeting Content Problem Definition & Team Assignments Analysis
Idea Generation
Data Gathering
Problem-Solving Tools
Team Assignments
Solutions
Follow-Up Plans
Progress Reports
Instructor Notes:
Discussion Points
So what exactly happens in these meetings?
This slide illustrates some of the key things that can occur during a team meeting.
Meetings can focus on: discussing a problem, generating ideas to address the problem, gathering facts, using problem-solving tools to come up with solutions, assigning tasks, and discussing progress.

37. Conducting a Team Meeting
General process guidelines:
Participation by all members is encouraged
Members should focus on the team goals and objectives
Meetings should not be dominated by one person
Everyone should have the opportunity to share ideas
Team meetings should be orderly
Use an agenda as a meeting guide
Instructor Notes:
Discussion Points
Here are some general guidelines to remember when conducting a team meeting.
The key to a successful meeting is the open and candid sharing of ideas among all team members.
It is very helpful to have some type of agenda set for the meeting. This will help guide the members in the right direction instead of focusing on irrelevant things. Everyone’s time is valuable so it’s important to make the most of the time you do have with your team.
Reference Material
Refer participants to the Team Meeting Process Guidelines job aid in their Memory Jogger booklet.

38. Reporting Progress Guidelines
Progress should be discussed at every team meeting.
Report progress and obtain feedback from Leadership on a regular basis.
Progress and accomplishments should be posted on a Bulletin Board dedicated to EI Team activities.
Instructor Notes:
Discussion Points
It is also very important that all teams discuss progress on a regular basis. Progress should be discussed among members as well as with key managers and leaders.
Your team should also share results with others at your facility. We recommend that you post your progress and/or accomplishments on a visual display (examples: EI Bulletin Board, Employee Communication Bulletin Board) that all employees can easily access.
Reference Material
Refer participants to the Reporting Progress job aid in their Memory Jogger Booklet.

39. It’s Time for a Video… Employee Involvement Instructor Notes:
Discussion Points
Now that we have spent some time discussing the role of the EI Team, let’s look at a video with real-life EI success stories and how EI has become part of our culture at ArvinMeritor.
Materials Required
Employee Involvement at ArvinMeritor Video
Debrief
You too can replicate what other teams have done. Everyone in this room will be asked to participate on one or more of these teams and to keep the EI momentum going at ArvinMeritor.

40. Stages of EI Team Development
Instructor Notes:
Discussion Points
The next section focuses on the stages of team development that all teams go through. We’re going to discuss each and what strategies you can use to be effective in each stage.

41. 4 Stages of Team Development
Forming
Storming
Norming
Performing
Instructor Notes:
Discussion Points
There are four stages of predictable growth that teams go through before they really become high performing teams.
This is normal; development takes time, facilitation and support.
Reference Material
Refer participants to the Stages of Team Development job aid in their Memory Jogger Booklet.

42. Stage 1: Forming People may not open up May be polite and untrusting
Being moderately eager
Having some anxiety
Testing the situation
Depending on authority
Defining goals, roles,
direction
FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
Instructor Notes:
Discussion Points
In stage 1 people are getting to know other team members but are proceeding with caution.
Members may be unsure of the EI Process.
The first stage is a very tentative stage. People may be excited, morale may be high; but there’s probably a large number of questions, doubts, etc., and a reluctance to really get issues into the serious discussion stage. This stage requires a lot of facilitation.
As you can see by the graph morale starts out high but quickly drops as people start to become unsure about the focus of the team. Productivity also starts out high and drops as morale falls.
In this stage it is critical that everyone gets involved early in order to have some small successes.
MORALE

43. Stage 1: Setting Ground Rules
They are basic rules the team establishes for how they will work together.
Rules cover meetings, discussions, and all the ways team members interact.
Established during the formation of your EI team.
Instructor Notes:
Discussion Points
During the first few meetings the team should establish some ground rules for how to work together.
Ground rules could include things such as: Being on time, listening to everyone’s ideas, no interrupting others, etc.
These rules help set the standard for how the team will work together.
Large Group Discussion
What other ground rules have you seen used at team meetings? Have they been effective? Why?
Reference Materials
Refer participants to the Ground Rules job aid in the Memory Jogger Booklet.

44. Stage 1: Developing a Team Mission
A mission statement clarifies a team’s overall purpose -- the reason it exists as a team.
It is developed by the team and must be supported and understood by all members.
Instructor Notes:
Discussion Points
The next step is to create a team mission. What is the purpose of your team? Why do you exist?
Developing a team mission is one of the most important things a team can do---it helps the team stay focused and provides clear direction to the team members.
Large Group Discussion
How many of you have participated on teams? How many of them had a team mission? For those that didn’t have a team mission, would it have helped the team?
Reference Materials
Refer participants to the Team Mission job aid in the Memory Jogger Booklet.

45. Developing a Team Mission (cont.)
Key questions to ask:
What has our team been formed to do?
Why have we been selected to do it?
What could we accomplish that would add value to the organization?
What would our customers say is our purpose?
What would we like to say we accomplished?
Instructor Notes:
Discussion Points
Ask these questions to help you create a mission for your team.

46. Team Mission Examples
Customer Service: Our mission is to continually enhance our service by meeting or exceeding customer needs 100% of the time.
Product Maintenance: Our mission is to improve and standardize the product maintenance process so that the procedure for correcting all types of errors is clear to our customers.
Marketing: Our mission is to provide services that will allow our organization to remain competitive in today’s changing environment.
Instructor Notes:
Discussion Points
Here are some examples of team missions. They all focus on the big picture of why the team has been brought together.

47. Stage 1: Setting Goals
Goals are specific, measurable standards of performance or the activities to which the team commits to achieving.
Ensures the team members are moving in the same direction and are aligned with the organization.
Instructor Notes:
Discussion Points
Once you have a mission, the team can set their goals.
Goals are specific things the team wants to accomplish within a certain timeframe.
They help the team focus on the right things and set priorities for what they want to accomplish.
Reference Materials
Refer participants to the Setting Goals job aid in the Memory Jogger Booklet.

48. Stage 1: Setting Goals (cont.)
Well-stated goals:
Are specific and measurable
Include timeframes or completion dates
Are communicated to others
Are challenging, but attainable
Help fulfill the team’s mission
Instructor Notes:
Discussion Points
Here are some guidelines for setting effective goals.
Make sure they are specific and can be measured. How will the team know when a goal has been met?
Goals should include timeframes so the team knows when they need to be accomplished.
You should also prioritize your goals—what are the ones that are of the most value and highest priority. You can’t accomplish all at once so choose the ones that need to be addressed immediately.

49. Goal Examples
By the end of the second quarter, we will process orders within three days of receiving them.
By December, our team will reduce cycle time by 20% and cost per unit by 10%.
By June 1, we will create a survey that measures customer satisfaction.
Instructor Notes:
Discussion Points
Here are some examples of goals that teams have developed.

50. Stage 1: Developing a Team Plan
Clarify the scope of the task or problem
Determine expected outcomes
Determine how performance will be measured
Brainstorm actions to take and the time required
Agree on roles and responsibilities
Review and finalize the plan
Report progress and revise as you go
Instructor Notes:
Discussion Points
Once you have your mission and goals, the team can develop an implementation plan for how they will accomplish the goals.
This plan should focus on a specific problem and task and have expected outcomes.
During this phase teams will determine actions and assign responsibilities.

51. Stage 2: Storming Being dissatisfied with team
Feeling frustrated with
actions
Confronting one another
Being competitive
Needing to redefine goals,
roles, tasks
Needing to remove emotional
blocks or resistance
Having difficulty working
together
FORMING
STORMING
NORMING
PERFORMING
Instructor Notes:
Discussion Points
Now the team is familiar with each other and feels comfortable speaking up. People are more likely to discuss frustrations and complain. Common remarks may include, “This is a big waste of time.” This stuff just doesn’t work here.” Let’s stop this and go back to work.”
Coaching is needed in this stage. Everyone needs to understand that this a normal stage of growth. Keep encouraging one another and remain positive.
All teams will go through this stage, sometimes it can take minutes, sometimes months, but unless they get through it they will never be effective. A lot of teams do not get through this stage successfully. Some give up. DON’T GIVE UP! Use this time to raise difficult issues but keep focused on the team’s goals.
PRODUCTIVITY
MORALE

52. Stage 2: Sources of Tension – Small Group Exercise
Take minutes to answer the following questions:
What can cause tension among team members?
Which would be the easiest to bring up? Hardest?
What could happen if the team doesn’t deal with these problems?
How would your team address these problems?
Instructor Notes:
Large Group Discussion
Break up into 4-5 small groups and take the next minutes to discuss the questions listed on the slide.
Each team should report out to the group their responses.
Reference Materials
Refer participants to the Sources of Tension Worksheet in their Memory Jogger Booklet.

53. Stage 2: Raising Difficult Issues
Request time to bring up an issue that may affect the team’s performance.
Describe what you have observed.
Explain what you see as the possible impact on the team.
Ask others to react to your comments.
Clarify and summarize what you have heard.
Ask others to suggest the best approaches for addressing the issue.
Instructor Notes:
Discussion Points
Here are some ways teams can raise difficult issues.
The key here is to involve the team in the discussion. Don’t attack or accuse—it will only put others in a defensive mode.
Use facts to support your comments. Focus on the impact it is having on the team, not on you personally. Keep personal differences out of the discussion.
Reference Materials
Refer participants to the Raising Difficult Issues job aid in their Memory Jogger Booklet.

54. Stage 2: When Do You Bring Up an Issue?
The situation is preventing the team from accomplishing its goals.
You have been approached by other team members who have been reluctant to bring up the issue at a meeting.
You need to talk through an issue with others.
Instructor Notes:
Discussion Points
These are some appropriate times to bring up an issue. Don’t bring up an issue every time you disagree with someone. Keep focused on the team’s goal.

55. Stage 3: Norming Establishing Group Goals or Norms
Discussing Issues
Participating
Asking Questions
Giving Feedback
Resolving Discrepancies
Communicating More Openly
Developing a Sense of “Team”
Providing Critical,
Constructive, Evaluation
FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
Instructor Notes:
Discussion Points
In this stage teams are beginning to work together and are making progress. Remember, it is critical that teams have early successes!
Once teams get to this stage, they are on the right road to becoming High Performance Teams but still need support and guidance.
As you can see on the graph, morale and productivity have increased and continues to increase as they enter the next stage.
MORALE

56. Stage 3: How Well Are We Working Together?
Teams should evaluate:
How well they get things done
How freely members express their views
Everyone’s understanding of the mission and goals
The effectiveness of their decision making progress
How effective they communicate and listen to one another
Instructor Notes:
Discussion Points
At this point in time, teams should assess how well they are working together. Teams should strive to continually improve their working relationships and discuss how effective they are on a regular basis.
Reference Materials
Refer participants to the How Well Are We Working Together Assessment in their Memory Jogger Booklet.

57. Stage 4: Performing Being Interdependent Solving Problems
Attaining Goals
Using Creative Problem Solving
Seeking Information
Obtaining Resources
Being Interdependent
Having Confidence in Leader
Feeling Positive
Confident to Set Targets
Becoming More Self-Directed
FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
Instructor Notes:
Discussion Points
At this stage the team is performing well. They have a high level of output, are attaining their goals and becoming more self-directed.
This is the stage when tasks and responsibilities can start to be delegated to others outside of the team. As the team matures, less facilitation will be needed as well.
As you can see on the graph, morale and productivity continue to rise.
MORALE

58. Stage 4: Team Progress Reports
Conduct regular progress reports to:
Make sure the team is on track
Give feedback on how things are going
Generate action items for things that still need to happen
Discuss lessons learned and best practices
Identify other required resources
Identify any roadblocks or issues
Instructor Notes:
Discussion Points
It is very important for teams to discuss progress on a regular basis. This can be done informally and formally. It’s also a good time to discuss best practices and lessons learned.
Keep others outside of team (co-workers, managers, site leadership, customers etc.) informed of your progress.

59. Stage 4: Recognizing Accomplishments
Recognize accomplishments when your team:
Has finished a project or task
Is about to meet its goals but needs to keep the momentum going
Is working well together
Has improved its performance
Is completing milestone or a goal
Is “stressed out”
Instructor Notes:
Discussion Points
It is very important for teams to recognize accomplishment and celebrate their successes (even small ones) on a regular basis.
This helps keep the morale and productivity levels high on the team.

60. Remember all teams go through these stages of development…
Forming
Storming
Norming
Performing
The question is…
What will you do to ensure your team becomes a high performing team?
Instructor Notes:
Discussion Points
All teams go through these stages. Some may take more time than others. Try not to get frustrated and to remain positive.
The question is what will you do to ensure your team reaches the high performing stage?

61. Interpersonal Communications & Group Dynamics
Instructor Notes:
Discussion Points
We have spent some time discussing team development so now let’s discuss how we communicate with one another.
As you know good communication is vital to a team’s success.

62. SOLER Activity Instructor Notes: SOLER Activity
Select 5 volunteers from the audience. Ask one of the volunteers to stay in the room and the rest will be asked to wait outside until called upon. Do not tell the volunteers the purpose of the activity.
Give the person remaining the SOLER Story to read.
Bring one of the participants back in the room and have the 1st volunteer tell the 2nd volunteer the story. Ask that person to tell what they remember to the next person who is asked back into the room.
Repeat until all 5 volunteers have told the story. The last volunteer will be asked to tell the story back to the entire class.
Read the original story back to the class and compare how it had changed.
Materials Required
SOLER Story – Lunch with Larry Yost
Debrief
1) How much did the story change from person to person? 1)    What got through to each person? Note: Numbers and dates are rarely passed through correctly. If a reader emphasizes or colors a word or phrase, the listener generally remembers the information.
3) Do you think the participants would have listened better if they knew they had to repeat the story back to someone else? Why?
4) How can we all become better listeners even when there are a lot of details that may not be of interest to us?

63. How Do We Communicate? Reading Writing Talking Listening
Did you know that listening is the most neglected communication skill and that adults listen at about a 25% level of efficiency?
Instructor Notes:
Discussion Points
As you can see listening is one of the most neglected communication skills.
It is very easy to speak but very difficult for most of us to listen to others especially if we disagree or are not interested in what they have to say.

64. How Do We Become Active Listeners?
Use S O L E R
S Square up to speaker
O Open your mind
L Lean toward the speaker
E Use Eye contact
R Relax
Instructor Notes:
Discussion Points
Here’s a technique you can use to become a more active listener.
The key is to clear your mind of other things and focus on the person and what they are saying. It’s sometimes difficult to do, but with practice you can become a better listener.

65. How Can We Communicate Better With One Another?
Use active listening skills first.
Clarify and summarize what you have heard.
Be open and candid about your ideas and feelings—this is crucial to the quantity and quality of work produced.
Find ways to understand different points of view because there will always be diverse personalities on a team.
Instructor Notes:
Discussion Points
This slide discusses how we can communicate better with each other.
As you can see listening, not speaking comes first.
You should also learn to understand or be open to other viewpoints. Your viewpoint is not the only one and you may learn something from someone else. This also takes practice.
Reference Materials
Refer participants to the Effective Communication Techniques job aid in their Memory Jogger Booklet.

66. How Can We Communicate Better With One Another (cont.)?
Don’t Say
Is there anyone who
doesn’t understand?
It’s time to move on.
That’s just the way
things are.
Say
That might not be clear. Do we need to go into that a little more?
Is there anything
else, or should we
move on?
How do you think
we can change that?
Instructor Notes:
Discussion Points
Here are some examples of how we can communicate better.
If we say, “Is there anyone who doesn’t understand?” Chances are good that no one will admit they don’t, when there may actually be several who don’t. No one wants to admit they don’t know something—so don’t put anyone in this position.
If we say, “It’s time to move on,” it discourages others from speaking up about the topic any further.
If we say, “That’s just the way things are,” then it closes the discussion and doesn’t give others the opportunity to share ideas on how to make changes.

67. Non-Productive Behavior
Aggressor: Deflates status of others,
very demanding, dominates the conversation, know it all.
Complainer: Makes negative comments, resistant to new ideas, doesn’t recognize progress.
Manipulator: Takes advantage of others, shifts focus of team to meet own objectives.
Instructor Notes:
Discussion Points
We have talked about better ways to communicate but we will still encounter team members who are demonstrating non-productive behavior.
This slide illustrates some of the behaviors we will have to deal with when working on a team.

68. Non-Productive Behavior
Joker: Humorist, doesn’t take things seriously, makes inappropriate remarks.
Nit-Picker: Misses the big picture, focuses on irrelevant details.
Detractor: Does not keep the team focused on their goals and objectives.
Talker: Rambles, talks too long, jumps to a new subject frequently.
Instructor Notes:
Discussion Points
Have you ever worked with someone who demonstrated one of these behaviors?
How did it affect the team?

69. Tallest Free Standing Structure Activity
Each team has 10 minutes to build the tallest structure with the materials provided.
Select an instruction card from the box—do not share this information with others on your team.
At the end of the activity share your team’s experiences with the entire class.
Instructor Notes:
Structure Activity
Break the class into 4-5 teams. Distribute one set of tinker toys to each group.
Have each team member select an instruction card from a box. Tell each team not to share their instructions with one another.
Tell the teams they have 10 minutes to build the tallest structure with the materials provided.
At the end of the activity ask the each team to share their experiences with the entire group.
Materials Required
4-5 sets of tinker toys or leggos building blocks
Participant Handout – Activity Instruction Cards
Debrief
1) Which non-productive behaviors were assigned to your team? What other behaviors were assigned to your team?
2) How did these behaviors affect your team’s performance?
3) What strategies did you use to deal with these difficult behaviors? How did your team overcome these roadblocks?

70. Overcoming Team Conflicts
Never attack the person! Address the behavior instead.
Resist becoming defensive.
Seek out reasons behind the arguments; search for facts.
Try to keep the team focused on their mission and goals.
Instructor Notes:
Discussion Points
Remember that you should never attack the person directly. Address the behavior they are demonstrating instead. Try to put any personal differences aside—remember you have a goal to accomplish.
Try to remain positive and focused and use facts to support your statements.

71. EI Team Tools Instructor Notes: Discussion Points
We’re going to take the next couple of hours to spend some time learning how to use the EI Team Tools.
We hope you will find these problem-solving tools to be useful when addressing issues at your team meetings.

72. What Are the EI Team Tools?
Brainstorming
Consensus
Cause and Effect Analysis
Fishbone Diagrams
Ask “Why” Five Times
Pareto Chart
BOS Charts
Instructor Notes:
Discussion Points
These are some tools you can use on your teams to help guide the idea generation and problem-solving process.
Let’s take a look at the first tool.
Reference Materials
Refer participants to the EI Team Tools job aids in their Memory Jogger Booklet. Note: A job aid has been created for each Team Tool. Refer to the job aid when discussing how to use a specific tool.

73. Brainstorming The purpose of brainstorming is to:
Generate a large number of ideas in an open environment
Give everyone the opportunity to share
Encourage everyone to participate
Record ALL the ideas
Instructor Notes:
Discussion Points
Brainstorming is not the time to discuss or debate ideas. Record all ideas and encourage everyone to participate.

74. Brainstorming Activity
Problem:
A customer at your restaurant just complained that he was served a bad tasting cup of coffee. He asked for another cup and said the coffee was just as bad as the first cup he was served.
What are the possible causes?
What are the possible solutions?
Instructor Notes:
Brainstorm Activity (15 minutes)
Ask participants for their ideas on possible causes of the problem.
Have each participant list their ideas on post-it notes. Ask the participants to post them on a flipchart or bulletin board.
Review the possible causes and ask participants to group them in categories.
Ask them for possible solutions. Tell participants to list the solutions on their post-it notes and post them on the flipchart.
Review all solutions and ask participants to select the ones they would recommend.
Materials Required
Post-It Notes
Debrief
1) How did you as an individual benefit from using this approach?
2) How do you think teams would benefit from using this approach?
3) What other brainstorming techniques could have been used?

75. Consensus Building Group consensus is: 100% support by the team
Reached after full discussion of all views
Each individual stating his/her
position and why
Instructor Notes:
Discussion Points
Consensus means 100% support by all group members. Some members may have chosen a different idea or approach but after discussion they agreed to support the idea.

76. Consensus Building is Not….
Majority rule
Autocratic rule
Pressure rule
100 % Agreement
Efficient (but it is effective)
Argument for, or against, different views
Instructor Notes:
Discussion Points
Remember consensus building gives everyone the opportunity to present their viewpoint. Not everyone will agree but everyone will support the idea.

77. Consensus Rules 1. Encourage different views.
2. Don’t vote, nor flip a coin, etc.
3. Don’t reach quick agreements. Discuss.
4. Don’t argue for or against. Logically present
your case, then consider others.
5. Don’t quickly give in without discussing.
6. Don’t try to avoid conflict and disagreement.
7. Avoid I win you lose situations. Look for
areas where you agree.
8. Move toward solutions everyone can
support.
Instructor Notes:
Discussion Points
Here are some general rules to remember when using consensus to discuss issues and come up with solutions.

78. Lost at Sea Exercise Instructor Notes:
Lost at Sea Activity (30-45 minutes)
Distribute worksheet to participants and ask them to read the scenario.
Tell them they have 10 minutes to rank the 15 items on the worksheet.
After each person has ranked the items on their own, break the group into small teams.
Tell each team they have 10 minutes to decide which items they would choose.
Ask each group to report their results and explain how they came to their conclusions.
Review the answer sheet after each team has shared their results.
Materials Required
Activity Worksheets
Debrief
1) What were the differences in your individual vs. team scores?
2) How effectively did your team use consensus building and/or brainstorming to come up with the solutions?
3) What challenges did your team face when trying to make the final decision on the rank order of the supplies?

79. Problem Solving Process
1. Define The Problem
2. Brainstorm Possible Causes
3. Do a Cause and Effect Analysis Using a Fishbone Diagram
4. Select the Root Cause(s)
5. Verify Cause(s) & Determine Corrective Actions
6. Propose Solution(s) Including Costs, Benefits & Timing
7. Implement the Solution(s)
8. Monitor Results
Instructor Notes:
Discussion Points
Here is an 8-step process your teams can use to solve a problem.
Review process.

80. Cause & Effect Analysis –
Fishbone Diagram
Problem or “Effect”
STEP 1 Identify the problem during one of your team’s brainstorming sessions. Draw a box around the problem.
This is called the “effect”.
STEP 2 Draw a long process arrow leading into the box. This arrow represents the direction of influence.
Bad Tasting
Coffee
Instructor Notes:
Discussion Points
A fishbone diagram helps to identify possible causes of a problem (also called the “effect”).
In Step 1 you identify the “effect”—in this case it is bad tasting coffee.
In Step 2 you draw an arrow (direction of influence) leading to the “effect.”
Bad Tasting
Coffee

81. Cause & Effect Analysis – Fishbone Diagram (cont.)
STEP 3 Decide what are the major categories of causes. Groups often start by using Machines, Materials, Methods, and Man. For some problems, different
categories work better.
MACHINE
METHOD
MATERIALS
MAN
BAD TASTING
COFFEE
Instructor Notes:
Discussion Points
In Step 3 you should decide the major categories of causes and draw arrows to the direction of influence.

82. Cause & Effect Analysis – Fishbone Diagram (cont.)
STEP 4 Decide what are the possible causes related to each main category. For example, possible causes related to man are experience, ability and individual preference.
MACHINE
MATERIALS
grind
drip
perk
manual
automatic
filter
size of machine
cream
brand
sugar
BAD TASTING COFFEE
Instructor Notes:
Discussion Points
In Step 4, you should list the possible causes related to each category. For example, possible causes related to man include: individual preference, ability, and experience.
experience
temperature
electric, gas, open fire
ability
individual preference
METHOD
MAN

83. Cause & Effect Analysis – Fishbone Diagram (cont.)
STEP 5 Eliminate the trivial, non-important causes.
MACHINE
MATERIALS
grind
drip
perk
manual
automatic
filter
size of machine
cream
brand
sugar
BAD TASTING COFFEE
Instructor Notes:
Discussion Points
In Step 5, eliminate the trivial, non-important causes.
experience
temperature
electric, gas, open fire
ability
individual preference
METHOD
MAN

84. Cause & Effect Analysis – Fishbone Diagram (cont.)
STEP 6 Discuss the causes that remain and decide which are important. Circle them.
MACHINE
MATERIALS
grind
drip
perk
manual
automatic
filter
size of machine
cream
brand
sugar
BAD TASTING COFFEE
Instructor Notes:
Discussion Points
In Step 6, discuss causes that remain and decide which are important.
Now you have narrowed down possible causes which makes it easier for the team to address the issue.
experience
temperature
electric, gas, open fire
ability
individual preference
METHOD
MAN

85. Ask “Why” Five Times
Problem: The gage cup won’t fit on the outlet end of the tail pipe.
1. Why?
The tab is too wide.
2. Why is the tab too wide?
It flattens out as it gets welded.
3. Why does it flatten out?
The welder temperature is too hot.
4. Why is the temperature too hot?
Operator turned up temp control.
5. Why did operator turn up temperature control?
Not given work instructions about which temperature ranges work best.
Instructor Notes:
Discussion Points
The next problem-solving tool is the Ask “Why” Five Times.
In this example the root cause of the problem was the operator was not given the proper instructions about the temperature ranges.

86. Ask “Why” Five Times
Problem: Expense report submitted Jan 10th, not paid by Jan. 24th.
1. Why?
Disbursements Area didn’t submit for payment.
2. Why didn’t they submit for payment?
Receipt for hotel stay included charges for movies.
3. Why were non-payable charges included?
Employees didn’t understand these are not allowable
expenses.
4. Why didn’t the employee understand?
Not familiar with policy.
5. Why not familiar with policy?
Policy is 30 pages, very detailed document.
Instructor Notes:
Discussion Points
In this example the root cause of the problem was the policy was very long and employees didn’t take the time to read it.

87. Pareto Chart A problem solving tool in a form of a bar graph:
Illustrates rank potential problem
areas according to their cost, part
quality or total variation
Helps us focus on the largest
contributors (80/20 rule)
Instructor Notes:
Discussion Points
A Pareto Chart is another tool that can be used. It is a bar chart and illustrates the problem areas according to cost, part quality or total variation.
Remember 80% of the results are determined by 20% of the contributors.

88. Pareto Chart Example Instructor Notes: Discussion Points
This slide illustrates a Pareto Chart. As you can see during Week 1 Bad Welds accounted for 50% of the problem.

89. Tracking Results - BOS Chart
BOS Chart or Business Operating
System charts are one page summaries
used to track results. They:
Show Data Trends
Identify Key Factors
Track Projects
Monitor Improvements
Instructor Notes:
Discussion Points
Now let’s discuss how you would track results of your team’s progress.
A BOS Chart can be used to show: data trends, identify key factors, track projects, and monitor improvements.

90. BOS Key Measurable: PPM - Steel Can Assembly Cell
BOS Chart Example
BOS Key Measurable: PPM - Steel Can Assembly Cell
Improvement Activities
Data Analysis
Improvement Tracking 50
Ref #
Description
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Instructor Notes:
Discussion Points
This slide illustrates an example of a BOS Chart for PPM in the Steel Can Assembly Cell.
The chart is broken into 4 sections: Key Measurables (Target or Trend Line), Improvement Activities, Data Analysis (Pareto Charts), and Improvement Tracking.
This chart can be created electronically or drawn by hand. 40
Damaged Assembly 1 1 51 42 48 40 45 50 39 5 30
Cracked Casing 2 20 21 20 21 17 18 17 22 20 19 20
Broken Weld 3 19 17 17 14 21 20 18 1 10
Paint Blistering 4 14 15 19 14 17 18 12 18 10 14 14
Damaged Assembly
Cracked Casing
Broken Weld
Paint Blistering

91. Team Tools - Small Group Activity
Each team will be given the same problem and be asked to use an EI Team Tool to come up with possible solutions.
Time: 15 minutes
Demonstrate how you came up with the team’s solutions to the entire group.
Time: 5 minutes
Instructor Notes:
Team Tools Activity
Break participants into 4-5 small groups.
Present participants with a problem. Select one of the case scenarios (office or manufacturing) for this exercise based on your audience. Or ask the group to come up with a common work problem to discuss. They key is to have the entire class discuss the same issue.
Ask participants to identify the possible causes. They will have 15 minutes to complete the activity.
Assign each team an EI Tool to use for addressing the problem.
Ask each team to share how they used the tool to come up with their causes.
Debrief
1) How effective was the tool?
2) How did you use the tool to come up with your causes?
3) What challenges, if any did your team face using the tool?

92. Problem-Solving Guidelines
Start With Simple Type 1 Problems:
Team has complete control of problem
They can identify problem easily
Have experience to solve problem
Have authority to implement
Instructor Notes:
Discussion Points
Focus on Type 1 problems. The team has control and the authority to implement a solution.

93. Problem-Solving Guidelines (cont.)
Some Type 2 Problems are “hand offs”:
Team has limited control of problem
Can identify problem easily
May lack expertise to solve
May lack authority to implement
Can influence the decision maker
Instructor Notes:
Discussion Points
Evaluate Type 2 problems carefully. Your team may lack the expertise to solve or the authority to implement a solution.

94. Problem-Solving Guidelines (cont.)
Type 3 Problems are “hand offs”:
Team has no control of problem
Can identify the problem
Lacks expertise to solve
Lacks authority to implement
Cannot influence decision maker
Instructor Notes:
Discussion Points
Avoid these problems. They are “Hand offs.”

95. Follow-Up Guidelines 1. Was the solution implemented?
2. Were anticipated benefits realized?
3. Were projected costs realistic?
4. Did the solution affect other areas? Cause
other problems?
5. Can the solution be implemented other
places?
6. Can the solution be improved upon?
Instructor Notes:
Discussion Points
Here are some general guidelines for following up on a solution that was proposed at a team meeting.

96. EI Strategies for Success
Instructor Notes:
Discussion Points
Let’s review some key strategies that will help your teams become successful.

97. General Meeting Guidelines
Meet once a week
Everyone attends
Have an agenda
Take meeting minutes
Start on time
Have specific goals
Minimize number of
projects
Assign responsibilities
Assign dates
Stay focused
Rely on data
Report progress
Recognize
accomplishments
Instructor Notes:
Discussion Points
Review the meeting guidelines.
Note: Each team should also use their Work Unit and Site Excellence Keys as measures of success.

98. The Dozen “Do’s”
Do identify “key others” who you need and might be affected.
Do get input from “key others.”
Do invite others to meetings.
Do keep others informed.
Do involve supporters before you finalize solutions.
Do listen carefully to others.
Do be very clear about the information you need.
Do respect others’ problems when seeking information.
Instructor Notes:
Discussion Points
Adopt a non-adversarial role.
The question is: Do you want to “win” or Do you want to “succeed?”
Reference Materials
Refer participants to the Dozen Do’s job aid in the Memory Jogger Booklet.

99. The Dozen Do’s (cont.)
Do give others adequate time to get information.
Do have the experts give technical information to team.
Do remember to thank those who have given support or information.
Do remember that you cannot succeed without good support and information.
Instructor Notes:
Discussion Points
Review slide.

100. And One Don’t… Don’t treat others as enemies!
Other shifts, departments, management,
engineering, etc.
You will gain nothing, and lose much, if you
attack.
Instructor Notes:
Discussion Points
The key message here is don’t attack! Treat others as you would like to be treated!

101. Key Word: RESPECT Look for Common Ground Build Bridges Build Consensus
Build Teamwork
Instructor Notes:
Discussion Points
Respect one another---without respect it is very difficult to build a successful team.

102. It’s Time for a Team Meeting . . .
Instructor Notes:
Discussion Points
Now it’s time to put into practice what you learned today.

103. Team Meeting Instructions
1. Organize Team
Select a Team Leader and Facilitator
Select 2-3 Observers
Choose Team Name
Identify a Work Problem to Discuss
Use the EI Team Tools to Determine Causes and Develop Solutions
Conduct Your Meeting
Ask Observers to Critique Meeting
Report Your Results to the Entire Group
Instructor Notes:
Materials Required
Team Meeting Critique Sheet
Discussion Points
·  Break the group into 3-4 teams (try to form teams based on common functions/departments or work units).
Review meeting instructions. Make sure each team selects a team leader and facilitator. The Team Leader should keep the team focused and guide the content and issues. The Facilitator should make sure the team stays on track and is focused on the goals.
Debrief
1) How effective was your meeting? What were the results of your meeting critique?
2)  What worked well? What things would you improve?
3)  How did you reach consensus on the proposed solutions?

104. Workshop Wrap-Up and Feedback
Instructor Notes:
Discussion Points
It’s time to wrap-up the day with some closing comments and to give you the opportunity to provide feedback on the quality of the workshop.

105. Key Points to Remember Be Flexible Be Innovative Be Patient
Be Persistent
Be Positive
Instructor Notes:
Discussion Points
Remember to be: flexible, innovative, patient, persistent, and positive
Make the most out of your team meetings. It an opportunity for every employee to contribute their ideas and make decisions that affect their day-to-day work lives.
Employee Involvement begins with you!

106. “Until we believe the expert in any job is the person performing it, we shall forever limit the potential of that person. Consider a manufacturing setting: within their 25 square foot area, nobody knows more about how to operate a machine, improve its quality, optimize the material flow, or keep it operating than the machine operators. Nobody.”
Instructor Notes:
Closing Comments
As this quote states----Who is the expert in your work area? You are!
Thank you for your time and participation! Good luck to everyone!
Distribute program evaluations.
Reference Materials
Program Evaluation Form
John Young, President
Hewlett-Packard