work groups & teamworking traditional organisation
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Work Groups & Teamworking
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Traditional Organisation
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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
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Lean Organisation
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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
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The theory behind workgroups?
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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
Maslow’s Hierarchy of needs
Human needs / behaviours
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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 / behavioursMaslow’s Hierarchy of needs
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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 / behavioursMaslow’s Hierarchy of needs
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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 / behavioursMaslow’s Hierarchy of needs
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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 / behavioursMaslow’s Hierarchy of needs
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Survival & ReproductionThe 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.
BelongingThe need to be part of a group
PowerThe 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 choice’s of one’s own (empowerment)
FunDiffuses 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
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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
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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
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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
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Lean Work Group Summary
Full-Time Work Group Leader
Clear Roles and Responsibilities
& ObjectivesTraining
Communication Meeting Time
and Place
Lean Organisation that Supports Work Groups
Correct Work Group Leader to Operator ratio
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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)
Position Roles & Responsibilities Time on floor
Team Member Safety, Quality, Production 100%Team Leader Absence cover, support 100%
job rotation, andon responseProblem solving & kaizen
Group Leader Runs group, support T/L 100%Answers for the teamsAdmin
Asst Mgr Fills in for GL, Personnel 85%development, Metric trends
Mgr Budgeting, capital 50%
AGM & GM 20%
Support Groups
Quality In line QC, Receiving Insp, SupplierQuality Engineering Window to DesignProduction Control Inventory ControlProduction Engineering Functional, dedicated by Dept.Design Engineering Interact with Quality engineersMaintenance dedicated by Zone cross functionalAudit Lab Final vehicle audit
Toyota Organisation
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Member 1 Member 2 Member 3 Member 4 Member 5
Team Leader
Ratio 1:5Teamleader involved in absenteeism planning = creates ownershipRegular Kaizen activities
Window roles
March July November
unplanned
planned
%
Work Group Definition
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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
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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
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Team SpiritPeople 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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