Work Groups & Teamworking

1. Work Groups & Teamworking www.beyondlean.com

2. Traditional Organisation www.beyondlean.com

3. 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 www.beyondlean.com

4. Lean Organisation www.beyondlean.com

5. 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 www.beyondlean.com

6. The theory behind workgroups? www.beyondlean.com

7. Human needs / behaviours Maslow’s Hierarchy of needs 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 www.beyondlean.com

8. Human needs / behaviours Maslow’s Hierarchy of needs 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. www.beyondlean.com

9. Human needs / behaviours Maslow’s Hierarchy of needs 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? www.beyondlean.com

10. Human needs / behaviours Maslow’s Hierarchy of needs 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. www.beyondlean.com

11. Human needs / behaviours Maslow’s Hierarchy of needs 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 www.beyondlean.com

12. Control Theory: The needs that drive human behaviour 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 choice’s of one’s own (empowerment) Fun Diffuses tension, critical because everyone else is also trying to get as much of the other 4 as possible! www.beyondlean.com

13. Work Groups • 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. www.beyondlean.com

14. Work Groups • 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 www.beyondlean.com

15. Work Group Definition • 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 www.beyondlean.com

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

17. Toyota Organisation Team (5) Team (5) Team (5) Team (5) Team Team Leader (5:1) Team Leader (5:1) Team Leader (5:1) Team Leader (5:1) Group Group Leader (4:1) Section Asst. Manager (4:1) Manager (4:1) Department Asst. General Manager PositionRoles & ResponsibilitiesTime on floor Team Member Safety, Quality, Production 100% Team Leader Absence cover, support 100% job rotation, andon response Problem solving & kaizen Group Leader Runs group, support T/L 100% Answers for the teams Admin 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, Supplier Quality Engineering Window to Design Production Control Inventory Control Production Engineering Functional, dedicated by Dept. Design Engineering Interact with Quality engineers Maintenance dedicated by Zone cross functional Audit Lab Final vehicle audit General Manager www.beyondlean.com

18. % planned unplanned March July November Work Group Definition Team Leader Member 1 Member 2 Member 3 Member 4 Member 5 Ratio 1:5 Teamleader involved in absenteeism planning = creates ownership Regular Kaizen activities Window roles www.beyondlean.com

19. Team Leaders Role Conventional Organization Structure • 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 A team leader has to be selected, should never be elected ! www.beyondlean.com

20. 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 www.beyondlean.com

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