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Work Groups & Teamworking Traditional Organisation

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Presentation on theme: "Work Groups & Teamworking Traditional Organisation"— Presentation transcript:


2 Work Groups & Teamworking

3 Traditional Organisation

4 Traditional Structure Top down management Weak feedback Poor ownership and initiative Limited improvement activity Diluted communication Wait to be told or directed Narrow roles and responsibilities Poor utilisation of resources

5 Lean Organisation

6 Lean Organisation Affects whole organisation Non-Value Adders support Value Adders Two way communication Roles and responsibilities clear and broader Improvement driven by all Work Group focuses on internal improvements

7 The theory behind workgroups?

8 Physiological needs are the very basic needs such as air, water, food, sleep, etc. if not satisfied we feel sickness, pain, discomfort, etc. and we are motivated to alleviate them as soon as possible. Once they are alleviated, we may think about other things Maslows Hierarchy of needs Human needs / behaviours

9 Safety. This level has to do with establishing stability includes shelter & safe environment, have no fear of losing your job. Love and belongingness have to wait until we are no longer cringing in fear. Human needs / behaviours Maslows Hierarchy of needs

10 Love and belonging. Humans have a desire to belong to groups. We need to feel valued by others, to be accepted by others. E.g..Beer adverts, often show how beer makes for camaraderie. When was the last time you saw a beer advert with someone drinking beer alone? Human needs / behaviours Maslows Hierarchy of needs

11 Esteem. Firstly, self-esteem which results from competence or mastery of a task. Secondly, there's the attention and recognition that comes from others. This is similar to the belongingness level, however, wanting admiration has to do with the need for power. Human needs / behaviours Maslows Hierarchy of needs

12 Self-Actualisation is "the desire to become more and more what one is, to become everything that one is capable of becoming." People who have everything can maximize their potential seeking knowledge, peace, aesthetic experiences, self-fulfilment, etc.often seen in people who take up environmental causes, join the Peace Corps, go off to a monastery, etc Human needs / behaviours Maslows Hierarchy of needs

13 Survival & Reproduction The need to stay alive & reproduce. Ongoing 100k years. At work members must be able to see how their day to day effort influence their survival. i.e. data that relates to their job. Belonging The need to be part of a group Power The need to be able to influence surroundings. (This is what drove the development of the first tools and all technology since then) Freedom This is the need to make choices of ones own (empowerment) Fun Diffuses tension, critical because everyone else is also trying to get as much of the other 4 as possible! Control Theory: The needs that drive human behaviour

14 People would if naturally left to their own devices would form groups of 7 +/- 2 Groups larger than 9 have difficulty communicating effectively with each other Groups smaller than 5 may not have enough psychological energy in the face of adverse circumstances In groups of 7 each member can feel as if they are important to the group In large groups fragmentation occurs as group intimacy decreases. Smaller sub-groups form, social loafing takes place as commitment to the original group is transferred to the sub group. Work Groups

15 The work group is the most powerful influence on people. Not satisfying the group, an individual risks their belonging need. Although the correct things are said, we must spend time & effort to shift the behaviours of the culture, otherwise actions that follow are determined by the existing culture. With a work group leader, to face outwards & inwards the non-leaders can focus on achieving the objectives of the group Work Groups

16 A Work Group is a small number of employees working together on the same subject following the same targets Everybody fully involved in all aspects of the process, responsibilities can be shared (window role assignments) Team or Work Group Leader operating as a coach, not involved directly on the process, but 90% of his / her working time is dedicated to line work (troubleshooting support & absence cover) Utilizing regular team meetings for internal communication and continuous improvement activities Utilizing effective visual communication tools for monitoring their key measurables and escalating complex concerns Work Group Definition

17 Lean Work Group Summary Full-Time Work Group Leader Clear Roles and Responsibilities & Objectives Training Communication Meeting Time and Place Lean Organisation that Supports Work Groups Correct Work Group Leader to Operator ratio

18 Team (5) Team Leader (5:1) Team Leader (5:1) Team Leader (5:1) Team Leader (5:1) Group Leader (4:1) Asst. Manager (4:1) Manager (4:1) Asst. General Manager General Manager Team (5) Team (5) Team (5) PositionRoles & ResponsibilitiesTime on floor Team MemberSafety, Quality, Production100% Team LeaderAbsence cover, support 100% job rotation, andon response Problem solving & kaizen Group LeaderRuns group, support T/L100% Answers for the teams Admin Asst MgrFills in for GL, Personnel85% development, Metric trends MgrBudgeting, capital50% AGM & GM20% Support Groups QualityIn line QC, Receiving Insp, Supplier Quality EngineeringWindow to Design Production ControlInventory Control Production EngineeringFunctional, dedicated by Dept. Design EngineeringInteract with Quality engineers Maintenancededicated by Zone cross functional Audit LabFinal vehicle audit Toyota Organisation

19 Member 1Member 2Member 3Member 4Member 5 Team Leader Ratio 1:5 Teamleader involved in absenteeism planning = creates ownership Regular Kaizen activities Window roles MarchJulyNovember unplanned planned % Work Group Definition

20 The quality of leadership is reflected in the results of the team The members have the ideas but the team leader needs to identify them and drive the change The team leader provides window for communication to next level of supervision During daily business he facilitates the Operators request and Provides immediate support for the Operator (their Andon) The team leader is the process expert (able to train others) Continuous confirmation of the Operator and the systems condition Conventional Organization Structure A team leader has to be selected, should never be elected ! Team Leaders Role

21 Supervision Support Provide resources: Correct manning Training Meeting time Work environment Agree clearly defined objectives Provide room for manoeuvre and decision making Effectively communicate on a daily basis Continuously confirm standards and measurables Recognise members contribution and efforts Lead by example Establish & maintain a continuous improvement culture and team spirit - DAILY

22 Team Spirit People do not hessitate to ask for support Good Humor Ability to STOP, CALL, WAIT Able to initiate changes Safer working Environment Regular Feedback on Issues raised People Involvemen t in Changes Person is part of a team (not individual) Know who to ask for help People do know what to expect today and every day Trusting and supportive environment (no blame)

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