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Process Improvement Teams

Process Improvement Teams. Chapter 5. Process Improvement Teams. The whole employee involvement process springs from asking all your workers the simple question, “What do you think?” Donald Peterson, Former Chairman of Ford Motor Co. Process Improvement Teams.

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Process Improvement Teams

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  1. Process Improvement Teams Chapter 5

  2. Process Improvement Teams The whole employee involvement process springs from asking all your workers the simple question, “What do you think?” • Donald Peterson, Former Chairman of Ford Motor Co.

  3. Process Improvement Teams • Dr. Kaoru Ishikawa (1915–1989) became one of the first individuals to encourage the use of process improvement teams. Called quality circles, these teams meet to solve quality problems related to their own work.

  4. Process Improvement Teams • The quality circle concept has been adapted and modified over time to become the process improvement teams used in lean Six Sigma organizations. • Membership in a process improvement team is often voluntary. • Participants receive training in the key process improvement tools, determine appropriate problems to work on, develop solutions, and establish new procedures to lock in quality improvements

  5. Process Improvement Teams • Lean Six Sigma organizations tap into the knowledge and skills of their employees to improve company competitiveness. • Training: job-related skills • Education: broader base of knowledge

  6. Process Improvement Teams Coming together is the beginning. Keeping together is progress. Working together is success. • Henry Ford

  7. Process Improvement Teams • Change is a cycle that requires momentum and clear direction from leadership

  8. Process Improvement Teams • People can have a variety of attitudes about change: • I wish I could change • I want to change • I will make this change • I will make this change no matter what.

  9. Process Improvement Teams • To Make a Change: • What is the desired end result? Can you picture it? • What actions will you take to make the change? • What is the time frame for the change? • How will you stay motivated? • How will you know you have changed? • What will your indicators be?

  10. Process Improvement Teams • Lean Six Sigma teams attack costs, productivity, and quality issues. • Teams consisting of people who have knowledge of the process or problem under study are given the task of investigating, analyzing, and finding a solution to the problem situation within a specified time frame.

  11. Process Improvement Teams • Lean Six Sigma teams are composed of those closest to the problem, representatives of those affected by the change, as well as a few individuals from middle management with the power to effect change.

  12. Process Improvement Teams • Team members must possess a variety of skills, including problem-solving skills, planning skills, facilitation and communication skills, and feedback and conflict management skills.

  13. Process Improvement Teams • Team Dynamics • Personal identity in the team • Membership, Inclusion • Influence, Control, Mutual Trust • Relationships between team members • Identify with the organization • Will my loyalty to the team conflict with loyalty to my co-workers?

  14. Process Improvement Teams • Stages of Team Growth: Formation • Since a team is composed of a group of individuals who are united by a common goal, the best teamwork will occur when the individuals focus on the team’s objectives rather than personal motives.

  15. Process Improvement Teams • Stages of Team Growth: Stormy • While working together, team members must understand and agree on the goals of the team. They must establish and adhere to team ground rules for behavior and performance expectations. To ensure harmony in the team, all members must participate and the responsibilities and duties must be fairly distributed. This means that each team member must understand what his/her role is in the completion of the project.

  16. Process Improvement Teams • Stages of Team Growth: Performing • For teams to work, management must set clear goals that are aligned with the mission and strategic direction of the firm. • Leadership must communicate the scope and boundaries of the project and how the team’s progress and performance will be measured. • To be successful, teams need the appropriate skills in a supportive organizational culture and the authority to do the job that they have been asked to do.

  17. Process Improvement Teams • Stages of Team Growth: Concluding • When the project is complete, the team is disbanded or asked to work on another project.

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