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Teams1 LSSG Green Belt Training Teams and Team Management: A Critical Black Belt Responsibility.

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Presentation on theme: "Teams1 LSSG Green Belt Training Teams and Team Management: A Critical Black Belt Responsibility."— Presentation transcript:

1 Teams1 LSSG Green Belt Training Teams and Team Management: A Critical Black Belt Responsibility

2 Teams2 Agenda – Teams and Team Management VOE and Empowerment What is a Team? When Should Teams Be Formed? Team Mission Statements Meeting Management Techniques Virtual Teams and Meetings New Management Roles

3 Teams3 VOE - Voice of Employee Steps: Empower Employees Obtain Input from Employees Employees Survey Suggestion system Feed back from teams Form Teams and Identify Project Roles Analyze project about to start Assign roles and responsibilities for project Manage Meetings Roles for meeting Tools for effective meetings Goal – to identify how to create value to the organization and its employees

4 Teams4 Types of Teams Functional Cross Functional Self Managed Teams Definition A group of individuals who are committed to achieve common objectives, meet regularly to identify and solve quality problems, work and interact openly and effectively together, produce high quality results

5 Teams5 Team Mission Statements Our mission is to assist in designing and implementing a team concept of management throughout all levels in our plant that will facilitate employee involvement for the mutual benefit of all in achieving our goal of Continuous Improvement in safety, environment, quality, production and cost. The mission of our team is to reduce employee turnover in the Restaurant Division by 50% by December 31 of this year by seeking to understand the needs of our employees and managers, and creating a future state environment that balances a respect for the individual with organizational needs.

6 Teams6 When Should Teams Be Formed? When complex, cross-functional processes are addressed When pooled expertise is needed When buy-in to change is critical When it is determined that shared leadership of a project is preferred to a single person When too much time is required of an individual When true synergy is needed to create innovative solutions When collective strength is desirable However, teams are EXPENSIVE!!! Don’t form a team when one is not needed!

7 Teams7 Meeting Management Techniques: Team Operating Rules Agenda Attendance Meeting Time and Place Type of Decision Process Meeting Minutes Team Roles Behavior Norms and Feedback Confidentiality Meeting Audits Managing Conflict Respecting Diversity of Thought Temperament Instruments Polling and Decision Reviews Implementing Decisions Commitments Outside Meetings Involvement of Non-Team Members

8 Teams8 Examples of Other Operating Rules Speak up more; be made to feel that our opinion is important Act upon things that are wrong and follow-through Focus on things that we can control Have a clear, single vision of what our company is all about Measure what we do; analyze what we measure; make fact- based decisions; make needed data easily available Have a positive attitude; eliminate “not my problem” attitudes Do the right things; know what is important and what can wait Use better time and project management Be prepared for meetings Infuse Lean Six Sigma in the entire company Team Operating Rules should be aligned with the Organization’s Mission Statement.

9 Teams9 Meeting Management Techniques: Temperament Instruments Temperament - A set of inclinations each is born with… it's a predisposition to certain attitudes and actions. Temperament instruments (e.g., Keirsey Temperament Sorter, Myers-Briggs Type Indicator) examine these innate facets of personality to arrive at an integrated picture of an individual Then, the “profile” of a team can be determined and team diversity can be understood and managed

10 Teams10 Meeting Management Techniques: Temperament Instruments The sixteen types (e.g., “ENFJ”) are based on the four pairs of personality dimensions: Extroversion (E) vs. Introversion (I) Sensation (S) vs. Intuition (N) Thinking (T) vs. Feeling (F) Judgment (J) vs. Perception (P) No single letter should be taken as naming a type of person; the letters merely suggest stronger or weaker tendencies of a person’s makeup No temperament or personality type is good or bad; what is important is that teams have balance

11 Teams11 Meeting Management Techniques: Brainstorming Goal: to generate a large number of ideas Steps Encourage creativity / no criticism Involve everyone Record ideas No discussion/ clarification only Combine only ideas that have the same meaning Number the remaining ideas Rank the ideas Note that it is best to begin with a warm-up activity! (and don’t forget about introverts!!)

12 Teams12 Meeting Management Techniques: Consensus Decision-Making The Recommended Method for Most Team Decision-Making Insures that Decisions Made Are Implemented The Method: Everyone has been heard The decision-making process was fair Everyone can (and will!) actively support the decision Everyone Does Not Have to Agree!

13 Teams13 Team Synergy Problem Or Opportunity Diversity Synergy (The Result) Synergy capitalizes on diversity, but requires a win-win attitude and empathic listening to be successful! (S. Covey) Listening Win-win

14 Teams14 Meeting Management Techniques: Agenda

15 Teams15 Team Operating Procedures: Team Roles Team Process Facilitator Role Internal Consultant Trainer Coach Champion & Change Agent

16 Teams16 Team Operating Procedures: Schedule of Roles

17 Teams17 Team Operating Procedures: Win-Win Agreement

18 Teams18 Team Operating Procedures: Action Register

19 Teams19 Team Operating Procedures: Team Process Check

20 Teams20 Team Celebrations Celebrate the completion of a team project Recognize the accomplishments of the team Celebrate at least quarterly Invite entire department and key guests Invite managers of all team members Meet during work hours at work place Keep to a low budget Give appropriate notice to all If multiple locations, have multiple celebrations (with key managers in attendance at each celebration)

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