Presentation on theme: "Employee Involvement at ArvinMeritor"— Presentation transcript:
1 Employee Involvement at ArvinMeritor Instructor Notes:Opening RemarksAt 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.IntroductionsAsk participants to introduce themselves:NameJob TitleHow Long with Company?
2 Video Time Opening Video . . . Fish Instructor Notes: Discussion PointsBefore 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 DebriefWhat 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.FishVideo 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 GoalTo provide you with Employee Involvement concepts and tools that will help you conduct effective EI team meetings.Instructor Notes:Discussion PointsOur 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 ObjectivesUpon completion of this workshop you will be able to:Discuss your role on an EI TeamExplain the four stages of team developmentIdentify the various roles of team membersDescribe effective communication techniques you can use during a team meetingDiscuss how to overcome the barriers your team may faceUse the EI Problem Solving ToolsParticipate on an EI TeamInstructor Notes:Discussion PointsReview workshop objectives.
6 Workshop Agenda Workshop Overview Our EI Philosophy The EI Team Stages of EI Team DevelopmentInterpersonal Communications & Group DynamicsEI Team ToolsEI Strategies for SuccessEI Team Meeting SimulationWrap-Up and Workshop FeedbackInstructor Notes:Discussion PointsThis 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 PointsI 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 RequiredKey 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 PointsWe 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 MaterialsRefer participants to the EI Mission and Goals in their Team Memory Jogger Booklet.
10 The Right WayWe 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 PointsHave 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 changesGive everyone’s ideas a chance to be heardInvolve everyoneMake our products more competitiveInstructor Notes:Discussion PointsAM is trying to reach it’s vision through Employee Involvement. The goals of EI are to:Give employees a voice in changesGive everyone’s ideas a chance to be heardInvolve everyoneMake our products more competitiveAll of these things must happen for us to remain a major player in today’s marketplace.
12 What are the EI Benefits? Increases job satisfactionHelps solve problemsImproves skill levelsIncreases commitmentImproves quality & productivityReduces absenteeismImproves work environmentInstructor Notes:Large Group DiscussionWhat do you think are the benefits of having EI at AM?Discussion PointsAs an AM employee, you will receive many benefits from our highly successful Employee Involvement program.DebriefYou 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 VisionTeamwork and Respectfor Each AnotherIntegrityPursuit ofExcellenceCore ValuesThe on-going effort to involve all employees in the decisions that affect their work lives.”EI MissionInstructor Notes:Discussion PointsThis 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 PointsLet’s begin by doing an activity to get everyone energized.Review activity instructions with participants.Distribute worksheets.Reference MaterialsFive-Square Configuration – Participant WorksheetActivity DebriefHow 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 DiscussionAsk participants what is a team?List responses on a flipchart.Ask participants what is the difference between a team and a group?DebriefA team is a group of people who feel energized to work together and:Are fully committed to a high level of outputOpenly share ideas and communicate well with one anotherContinually improve their practices and eliminate barriers that inhibit performanceA 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 SolvingListeningDiscussingEducation & TrainingContinuous ImprovementSupportive LeadershipInstructor Notes:Discussion PointsWe must focus on these key areas in order to be successful:TeamworkOpen CommunicationProblem SolvingEducation & TrainingContinuous ImprovementSupportive LeadershipTo 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 membersMay be natural work teamMay be cross-functionalTeam selects leaderMeet regularlyExplore problemsRecommend solutionsManagement listensRecognition of ideasInstructor Notes:Discussion PointsHere are some highlights to note about Employee Involvement teams:There are usually 6 to 12 team membersMay 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 CONTINUOUSIMPROVEMENTSIDEASNon-ManagementManagementTWO-WAY COMMUNICATIONInstructor Notes:Discussion PointsOur 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 personWorld Class Goal: 15Best In Class Goal: 24% of proposals implementedWorld Class Goal: 85%Best In Class Goal: 85%Scrap reductionPPM (parts per million)Changeover timeTraining hoursInstructor Notes:Discussion PointsArvinMeritor 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 minutesReduced raw material inventory from 7 days to 2 daysReduced costs totaled $50,000Instructor Notes:Discussion PointsThis 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 minutesCost reductions of $50,000Reduced raw material inventory from 7 days to 2 days
22 Typical Administrative Team Success 14 Suggestions per memberImplemented $100,000 in MRO savingsMRO = Maintenance Repair & OperatingImplemented supply tracking systemReduced use of outside trucking firm - saving $40,000 annuallyChanged shipping containers saving $20,000Contributed to doubling “On-Time” shipmentsInstructor Notes:Discussion PointsThis is an example of an Administrative Team’s successes:14 suggestions per memberImplemented $100,000 in MRO savings MRO (Maintenance Repair and Operating)Implemented supply tracking systemReduced use of outside trucking firm - saving $40,000 annuallyChanged shipping containers saving $20,000Contributed to doubling “On-Time” shipmentsThis 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 shiftsNatural Work TeamWork Cells or DepartmentsCross-Functional TeamRepresentatives from different functionsAd-Hoc TeamFormed for a specific purposeInstructor Notes:Discussion PointsThis 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 MaterialRefer participants to the Types of EI Teams job aid in their Memory Jogger Booklet.
24 Representative Team Example 2 from Bending Line Day Shift2 from Bending Line 2nd Shift2 from Assembly Day Shift2 from Assembly 2nd ShiftInstructor Notes:Discussion PointsA 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 PointsA 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 OperatorSet Up PersonToolmakerWelderFloor InspectorIndustrial EngineerRodsTube MillPiston HeadsAssemblyEngineeringTool MakerInstructor Notes:Discussion PointsA 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 Engineer1 Purchasing Agent1 Customer Service Representative2 Programmer Analysts1 Accounting ManagerInstructor Notes:Discussion PointsHere’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 personsMay provide help or additional resources to existing teamMay discontinue meeting once purpose or goal is metInstructor Notes:Discussion PointsThe 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 PointsNow 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 MaterialRefer participants to the Team Member Roles job aid in their Memory Jogger Booklet.
30 Team Leader’s Role Committee Chairman Coordinates Activities Develops Team ApproachGuides Problem Solving TechniquesEncourages ALL to ParticipateGuides Issues and ContentReinforces Positive BehaviorMinimizes Non-Productive BehaviorLeads by FocusingEnsures Members Have Agenda & MinutesInstructor Notes:Discussion PointsThis 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 ConsultantObserves and Suggests ImprovementsConcerned with Process Not ContentKeeps the Team Focused on GoalsEncourages Decisions by ConsensusEnsures Tasks and Dates are AssignedInstructor Notes:Discussion PointsThis 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 SuggestionsListens to Other Team MembersFocuses on Team Goals and ObjectivesHelps Accomplish Assigned TasksReports ProgressInstructor Notes:Discussion PointsThe 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 RolesIdea 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 PointsWe 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 MaterialRefer 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 PointsReview 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 PointsIn 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 GenerationData GatheringProblem-Solving ToolsTeam AssignmentsSolutionsFollow-Up PlansProgress ReportsInstructor Notes:Discussion PointsSo 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 encouragedMembers should focus on the team goals and objectivesMeetings should not be dominated by one personEveryone should have the opportunity to share ideasTeam meetings should be orderlyUse an agenda as a meeting guideInstructor Notes:Discussion PointsHere 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 MaterialRefer 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 PointsIt 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 MaterialRefer participants to the Reporting Progress job aid in their Memory Jogger Booklet.
39 It’s Time for a Video… Employee Involvement Instructor Notes: Discussion PointsNow 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 RequiredEmployee Involvement at ArvinMeritor VideoDebriefYou 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 PointsThe 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 FormingStormingNormingPerformingInstructor Notes:Discussion PointsThere 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 MaterialRefer 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 eagerHaving some anxietyTesting the situationDepending on authorityDefining goals, roles,directionFORMINGSTORMINGNORMINGPERFORMINGPRODUCTIVITYInstructor Notes:Discussion PointsIn 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 PointsDuring 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 DiscussionWhat other ground rules have you seen used at team meetings? Have they been effective? Why?Reference MaterialsRefer 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 PointsThe 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 DiscussionHow 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 MaterialsRefer 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 PointsAsk these questions to help you create a mission for your team.
46 Team Mission ExamplesCustomer 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 PointsHere 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 GoalsGoals 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 PointsOnce 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 MaterialsRefer participants to the Setting Goals job aid in the Memory Jogger Booklet.
48 Stage 1: Setting Goals (cont.) Well-stated goals:Are specific and measurableInclude timeframes or completion datesAre communicated to othersAre challenging, but attainableHelp fulfill the team’s missionInstructor Notes:Discussion PointsHere 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 ExamplesBy 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 PointsHere are some examples of goals that teams have developed.
50 Stage 1: Developing a Team Plan Clarify the scope of the task or problemDetermine expected outcomesDetermine how performance will be measuredBrainstorm actions to take and the time requiredAgree on roles and responsibilitiesReview and finalize the planReport progress and revise as you goInstructor Notes:Discussion PointsOnce 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 withactionsConfronting one anotherBeing competitiveNeeding to redefine goals,roles, tasksNeeding to remove emotionalblocks or resistanceHaving difficulty workingtogetherFORMINGSTORMINGNORMINGPERFORMINGInstructor Notes:Discussion PointsNow 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.PRODUCTIVITYMORALE
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 DiscussionBreak 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 MaterialsRefer 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 PointsHere 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 MaterialsRefer 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 PointsThese 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 IssuesParticipatingAsking QuestionsGiving FeedbackResolving DiscrepanciesCommunicating More OpenlyDeveloping a Sense of “Team”Providing Critical,Constructive, EvaluationFORMINGSTORMINGNORMINGPERFORMINGPRODUCTIVITYInstructor Notes:Discussion PointsIn 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 doneHow freely members express their viewsEveryone’s understanding of the mission and goalsThe effectiveness of their decision making progressHow effective they communicate and listen to one anotherInstructor Notes:Discussion PointsAt 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 MaterialsRefer participants to the How Well Are We Working Together Assessment in their Memory Jogger Booklet.
57 Stage 4: Performing Being Interdependent Solving Problems Attaining GoalsUsing Creative Problem SolvingSeeking InformationObtaining ResourcesBeing InterdependentHaving Confidence in LeaderFeeling PositiveConfident to Set TargetsBecoming More Self-DirectedFORMINGSTORMINGNORMINGPERFORMINGPRODUCTIVITYInstructor Notes:Discussion PointsAt 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 trackGive feedback on how things are goingGenerate action items for things that still need to happenDiscuss lessons learned and best practicesIdentify other required resourcesIdentify any roadblocks or issuesInstructor Notes:Discussion PointsIt 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 taskIs about to meet its goals but needs to keep the momentum goingIs working well togetherHas improved its performanceIs completing milestone or a goalIs “stressed out”Instructor Notes:Discussion PointsIt 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… FormingStormingNormingPerformingThe question is…What will you do to ensure your team becomes a high performing team?Instructor Notes:Discussion PointsAll 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 PointsWe 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 RequiredSOLER Story – Lunch with Larry YostDebrief1) 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 PointsAs 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 RS Square up to speakerO Open your mindL Lean toward the speakerE Use Eye contactR RelaxInstructor Notes:Discussion PointsHere’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 PointsThis 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 MaterialsRefer 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 SayIs there anyone whodoesn’t understand?It’s time to move on.That’s just the waythings are.SayThat might not be clear. Do we need to go into that a little more?Is there anythingelse, or should wemove on?How do you thinkwe can change that?Instructor Notes:Discussion PointsHere 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 PointsWe 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 PointsHave 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 ActivityBreak 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 Required4-5 sets of tinker toys or leggos building blocksParticipant Handout – Activity Instruction CardsDebrief1) 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 PointsRemember 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? BrainstormingConsensusCause and Effect AnalysisFishbone DiagramsAsk “Why” Five TimesPareto ChartBOS ChartsInstructor Notes:Discussion PointsThese 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 MaterialsRefer 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 environmentGive everyone the opportunity to shareEncourage everyone to participateRecord ALL the ideasInstructor Notes:Discussion PointsBrainstorming 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 RequiredPost-It NotesDebrief1) 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 viewsEach individual stating his/herposition and whyInstructor Notes:Discussion PointsConsensus 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 ruleAutocratic rulePressure rule100 % AgreementEfficient (but it is effective)Argument for, or against, different viewsInstructor Notes:Discussion PointsRemember 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 presentyour 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 forareas where you agree.8. Move toward solutions everyone cansupport.Instructor Notes:Discussion PointsHere 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 RequiredActivity WorksheetsDebrief1) 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 Problem2. Brainstorm Possible Causes3. Do a Cause and Effect Analysis Using a Fishbone Diagram4. Select the Root Cause(s)5. Verify Cause(s) & Determine Corrective Actions6. Propose Solution(s) Including Costs, Benefits & Timing7. Implement the Solution(s)8. Monitor ResultsInstructor Notes:Discussion PointsHere is an 8-step process your teams can use to solve a problem.Review process.
80 Cause & Effect Analysis – Fishbone DiagramProblem 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 TastingCoffeeInstructor Notes:Discussion PointsA 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 TastingCoffee
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, differentcategories work better.MACHINEMETHODMATERIALSMANBAD TASTINGCOFFEEInstructor Notes:Discussion PointsIn 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.MACHINEMATERIALSgrinddripperkmanualautomaticfiltersize of machinecreambrandsugarBAD TASTING COFFEEInstructor Notes:Discussion PointsIn 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.experiencetemperatureelectric, gas, open fireabilityindividual preferenceMETHODMAN
83 Cause & Effect Analysis – Fishbone Diagram (cont.) STEP 5 Eliminate the trivial, non-important causes.MACHINEMATERIALSgrinddripperkmanualautomaticfiltersize of machinecreambrandsugarBAD TASTING COFFEEInstructor Notes:Discussion PointsIn Step 5, eliminate the trivial, non-important causes.experiencetemperatureelectric, gas, open fireabilityindividual preferenceMETHODMAN
84 Cause & Effect Analysis – Fishbone Diagram (cont.) STEP 6 Discuss the causes that remain and decide which are important. Circle them.MACHINEMATERIALSgrinddripperkmanualautomaticfiltersize of machinecreambrandsugarBAD TASTING COFFEEInstructor Notes:Discussion PointsIn 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.experiencetemperatureelectric, gas, open fireabilityindividual preferenceMETHODMAN
85 Ask “Why” Five TimesProblem: 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 PointsThe 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 TimesProblem: 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 allowableexpenses.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 PointsIn 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 problemareas according to their cost, partquality or total variationHelps us focus on the largestcontributors (80/20 rule)Instructor Notes:Discussion PointsA 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 OperatingSystem charts are one page summariesused to track results. They:Show Data TrendsIdentify Key FactorsTrack ProjectsMonitor ImprovementsInstructor Notes:Discussion PointsNow 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 ExampleBOS Key Measurable: PPM - Steel Can Assembly CellImprovement ActivitiesData AnalysisImprovement Tracking50Ref #DescriptionJanFebMarAprMayJunJulAugInstructor Notes:Discussion PointsThis 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.40Damaged Assembly1151424840455039530Cracked Casing22021202117181722201920Broken Weld319171714212018110Paint Blistering41415191417181218101414Damaged AssemblyCracked CasingBroken WeldPaint 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 minutesDemonstrate how you came up with the team’s solutions to the entire group.Time: 5 minutesInstructor Notes:Team Tools ActivityBreak 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.Debrief1) 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 problemThey can identify problem easilyHave experience to solve problemHave authority to implementInstructor Notes:Discussion PointsFocus 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 problemCan identify problem easilyMay lack expertise to solveMay lack authority to implementCan influence the decision makerInstructor Notes:Discussion PointsEvaluate 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 problemCan identify the problemLacks expertise to solveLacks authority to implementCannot influence decision makerInstructor Notes:Discussion PointsAvoid 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? Causeother problems?5. Can the solution be implemented otherplaces?6. Can the solution be improved upon?Instructor Notes:Discussion PointsHere 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 PointsLet’s review some key strategies that will help your teams become successful.
97 General Meeting Guidelines Meet once a weekEveryone attendsHave an agendaTake meeting minutesStart on timeHave specific goalsMinimize number ofprojectsAssign responsibilitiesAssign datesStay focusedRely on dataReport progressRecognizeaccomplishmentsInstructor Notes:Discussion PointsReview 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 PointsAdopt a non-adversarial role.The question is: Do you want to “win” or Do you want to “succeed?”Reference MaterialsRefer 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 PointsReview 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 youattack.Instructor Notes:Discussion PointsThe 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 TeamworkInstructor Notes:Discussion PointsRespect one another---without respect it is very difficult to build a successful team.
102 It’s Time for a Team Meeting . . . Instructor Notes:Discussion PointsNow it’s time to put into practice what you learned today.
103 Team Meeting Instructions 1. Organize TeamSelect a Team Leader and FacilitatorSelect 2-3 ObserversChoose Team NameIdentify a Work Problem to DiscussUse the EI Team Tools to Determine Causes and Develop SolutionsConduct Your MeetingAsk Observers to Critique MeetingReport Your Results to the Entire GroupInstructor Notes:Materials RequiredTeam Meeting Critique SheetDiscussion 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.Debrief1) 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 PointsIt’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 PersistentBe PositiveInstructor Notes:Discussion PointsRemember to be: flexible, innovative, patient, persistent, and positiveMake 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 CommentsAs 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 MaterialsProgram Evaluation FormJohn Young, PresidentHewlett-Packard