NC STATE UNIVERSITY. WIW at WERC

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3 Involvement of People (Meier) Today s work force is better educated and more literate Toyota and other companies have proven that workers do eagerly participate in employee involvement programs Mutual respect and hassle-free systems is key for an effective involvement program Mutual respect implies employment security. This is often difficult to maintain 3

4 Involvement of People (Meier) Involvement, according to Pascal Dennis, is a key element to the success of a lean application If a successful lean application and implementation takes place, it is necessary that everyone participate in, buy in and commit to the lean system. If not it will not succeed in the long run 4

5 Involvement of People (Meier) Involvement is the exact opposite to the command and control management systems that were and are followed in mass production operations and in most pre-lean production operations 5

6 Involvement of People (Meier) A primary purpose of involvement efforts is to improve PQCDSM productivity, quality, cost, delivery, safety and morale Goal of involvement: Solving specific problems Reducing hassles Reducing risk Improve team member capability Strengthening people 6

7 Involvement of People (Meier) Team member involvement and participation are at the heart of a lean production system Involvement of every person in the organization in continuous improvement is critical to the success of any lean production implementation 7

8 The difference between 'involvement' and 'commitment' is like an eggs-andham breakfast: the chicken was 'involved' - the pig was 'committed'. Anonymous

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10 Coming together is a beginning. Keeping together is progress. Working together is success. Henry Ford 10

11 Purpose of Teams (Meier) Involve people in our operations in new ways Energize people and encourage them to become active contributors in continuous improvement in the workplace Combine people efforts 11

12 Advantages of Teams (Meier) Improving overall effectiveness Sharing information and ideas Cross-functionality Improved learning and decision making Synergy (1+1=3) 12

13 Disadvantages of Teams (Meier) Inhibit individuality Cost and time of building a team Dangers of group pressure Decision-making may not be as effective or fast 13

14 Team Definition (Meier) A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable 14

15 Team Members (Meier) Are unique Have different skills View things differently Have different backgrounds Attack problems differently But together can accomplish unusual results 15

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17 Benefits of a Team (Meier) More knowledge and information Increased commitment Increased motivation Improved communication Different approaches to problems Beginning of empowerment 17

18 Expectations of a Team (Meier) Identify problems Solve problems Maintain respect for other team members Assume leadership responsibilities Demonstrate organization and initiative Continuous improvement 18

19 Type of Teams (Meier) Project Specific Teams: Temporal, have a limited purpose and life Members from different departments Specific actions: planning, design, implementation, and follow up Bring about change: layout, total productive maintenance, setup time reduction, Kanban implementation, supplier development and certification, etc. 19

20 Type of Teams (Meier) Continuous Improvement Teams: May be longer lasting in duration Members from same or similar area Continuous process improvement as objective Self-Managed Team: May be more permanent Same or different areas Continuous improvement and management of a process or function such as quality assurance, housekeeping and organization, basic preventive maintenance 20

21 Talent wins games, but teamwork and intelligence wins championships. - Michael Jordan It is amazing how much people get done if they do not worry about who gets the credit. - Swahili proverb 21

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23 What customer wants What the project manager understood System analyst design Programmer approach External consultant recommendation Project documentation Production Implementation Project Budget Operative support What the customer really needs

24 Teams Behavior in Organizations (by J. Lewis) People accept jobs for one reason well balance between what they expect to do and what they expect to get For work to be motivating, it must have meaning for the worker Teams don't just happen, they must be built! We have often been taught not to be team players People need a number of skills to be good team members Acquiring skills requires practice 24

25 Team Building The process of influencing a group of diverse individuals, each with their owngoals,needs,andperspectives, to work together effectively for the good of the project such that their team will accomplish more than the sum of their individual efforts could otherwise achieve ( 25

26 Team Building Stages (Martin and Karen) Storming Norming Performing Mourning Forming 26

27 FORMING The first stage and it occurs when the team first comes together. They are focused on answering the following questions: Why are we here? What is my role in this endeavor? Who are these other people and how will we get along? What s the project leader like and how will he or she run this project? 27

28 STORMING Realization of the actual challenges of the work Erupts and destroys the artificial tranquility of the group/conflicts arise Disagreements arise about what needs to be done and who will do it May last through much of the planning process 28

29 NORMING Emerges at the end of planning or in the beginning of the execution People get on with doing their own work Regular team meetings are required to monitor progress Problems and conflicts solving is a key issue 29

30 PERFORMING The team becomes a true team, supporting one another The team, not the leader, manages the project Team members make adjustments, monitor progress and manage changes The team takes full ownership of the project and the dynamic 30

31 MOURNING People do not like to leave a high-performing team Projects are temporary and so inevitably must end Celebration and closing contracts, documents, etc. Analysis and evaluation of the project 31

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33 Definition of Empowerment (Meier) Is a process Individual employees have the autonomy, motivation and skills necessary to perform their jobs A sense of ownership and fulfillment while achieving shared organizational goals Encouraged by their management 33

34 Definition of Empowerment (Meier) Sharing the knowledge and responsibilities of the organization and therefore should act in the organization s best interests The so-called motivated employee is committed to his or her own job The empowered employee is committed to the values and objectives of the organization 34

35 Definition of Empowerment (Meier) Empowerment involves passing decision making authority and responsibility from managers to employees Employees are given general objectives but have flexibility in achieving the objectives. directed autonomy 35

36 Definition of Empowerment (Meier) Empowerment is broader than delegation, decentralization, and/or participatory management Empowerment is the effective application of an organization s vision and mission to the selection, development, and utilization of its total human resource asset 36

37 Management Implications (Meier) For empowerment to be effective, management s role must change. Rather than a command and control environment, the role of management is now more of a player coach The main concern of empowerment is not productivity but flexibility and responsiveness 37

38 Degree of Empowerment (Meier) There is no absolute scale regarding empowerment The appropriate degree is dependent upon the industry. For high volume, low cost operations, the degree of empowerment may not be great For complex situations in which the environment is unpredictable and service is often customized and personalized, gains from empowerment may be quite high 38

39 Potential Benefits of Empowerment (Meier) Responsiveness to the marketplace: Improved customer focus Greater flexibility Increased innovation Better ability to deal with change Individual development: Increased motivation, commitment, and enthusiasm Job enrichment, increased sense of ownership Improved individual performance Higher skill levels 39

40 Potential Benefits of Empowerment (Meier) Organizational systems and performance: Reduced staff turnover Improved financial contribution Lower administrative costs Empowerment can produce benefits for both employees and employers. Employees often become more satisfied in their jobs, identify with their jobs and the products they produce and, as a result are more loyal to the organization 40

41 Final Thought (Meier) The objective therefore of empowerment is to find an alignment between employee and employer interests 41

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