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WORKSHOP

WORKSHOP. TOPICS: TEAMBUILDING , PERFORMANCE CONVERSATIONS , LEADERSHIP. APRIL 5 TH 2014. OBJECTIVES. CULTIVATE TEAM SPIRIT. DRILL IN GROUP DECISION-MAKING TECHNIQUES. GAIN INSIGHTS INTO EFFECTIVE PERFORMANCE DIALOGS. SPREAD THE QUALITIES OF MODEL LEADERSHIP. SLIDE 2 OF 15.

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WORKSHOP

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  1. WORKSHOP TOPICS: TEAMBUILDING, PERFORMANCE CONVERSATIONS, LEADERSHIP. APRIL 5TH 2014

  2. OBJECTIVES CULTIVATE TEAM SPIRIT DRILL IN GROUP DECISION-MAKING TECHNIQUES GAIN INSIGHTS INTO EFFECTIVE PERFORMANCE DIALOGS SPREAD THE QUALITIES OF MODEL LEADERSHIP SLIDE 2 OF 15

  3. SLIDE 3 OF 15

  4. TEAM TOOLS • WHY ARE TOOLS NEEDED? • TO FOCUS TEAM WORKING SESSIONS. • TO PROMOTE FULL TEAM PARTICIPATION. • FOR EFFICIENT USE OF TEAM ENERGY & TIME. • TO DOCUMENT RESULTS OF TEAM WORKING SESSION. • WHAT TYPES OF TOOLS ARE NEEDED? • IDEA GENERATION TECHNIQUES. • CATEGORIZATION & SORTING TECHNIQUES. • PRIORIZATION & RANKING TECHNIQUES SLIDE 4 OF 15

  5. TOP 10 PMBOK[V5] ITTOs SLIDE 5 OF 15

  6. COMMON TOOLS & TECHNIQUES • BRAINSTORMING (AT KICK-OFF & IN-BETWEEN): • A CREATIVITY TECHNIQUE. • REQUIRES PARTICIPATION OF RELEVANT STAKEHOLDERS. • REQUIRES COMMITMENT TO NON-BIASED & HONEST EXPRESSION OF IDEAS. • NO ONE INDIVIDUAL SHOULD DOMINATE THE GROUP. • QUESTIONNAIRES/CHECKLISTS (TO UNDERSTAND THE SUBJECT): • A HISTORICAL REVIEW TECHNIQUE. • VERIFIES IF PREVIOUS EXPERIENCE CAN BE MADE USE OF. • STAKEHOLDERS SHOULD BE BRIEFED IN DETAIL ABOUT THE PROCESS • IT IS IMPORTANT TO FOCUS ON RELEVANT QUESTIONNAIRE ITEMS. • THE QUESTIONNAIRE MIGHT NOT COVER ALL RELEVANT FACTORS. • ISHIKAWA FISHBONE (TO IDENTIFY ISSUE ROOT CAUSES): • CURRENT ASSESSMENT TECHNIQUE: • FISHBONE REPRESENTATION OF ALL POSSIBLE CAUSES & SUB-CAUSES. • A STRUCTURED APPROACH TO IDENTIFY ROOT CAUSES. • TYPICAL ROOTS: People, Policy, Method, Organization, Environment, Equipment … • OUTCOMES ARE IMPACTS OF THE RISK ON OBJECTIVES. • KEEP IT SIMPLE, MAXIMUM 2 TO 3 LEVELS SLIDE 6 OF 15

  7. PRIORITIZATION TOOLS & TECHNIQUES • NOMINAL GROUP TECHNIQUE (PRIORITIZING): • A CREATIVITY TECHNIQUE. • A TYPE OF BRAINSTORMING WHERE PARTICIPANTS KNOW EACH OTHER. • IDEAS ARE SUBMITTED TO A FACILITATOR AS WRITTEN LISTS. • ALL IDEAS ARE PRESENTED TO THE GROUP & MORE IDEAS COLLECTED. • CAN CAUSE FRUSTRATION TO THOSE WHO FIND THE PROCESS TOO SLOW. • DELPHI TECHNIQUE - EXPERTS (PRIORITIZING): • A CREATIVITY TECHNIQUE INVOLVING EXPERTS. • INVOLVES SUBJECT MATTER EXPERTS UNKOWN TO ONE ANOTHER • REPEATED COLLECTION & CONSOLIDATION OF IDEAS TO EXHAUSTION. • CAN BE TIME CONSUMING & HIGHLY DEPENDS ON EXPERTISE OF EXPERTS. • COMPARATIVE PRIORITIZATION MATRIX (PRIORITIZING): : • ASSISTS IN DEVELOPING A RELATIVE WEIGHTING OF SOLUTIONS. • ASSISTS IN THE CREATION OF AN OVERALL PRIORITY LIST. • AN EXPERT FACILITATOR IN SETTING PRIORITIES AMONGST SOLUTIONS. • DIFFICULT GATHERING INFO ABOUT PAIRWISE COMPARISONS OF SOLUTIONS. SLIDE 7 OF 15

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  9. Plant People WMS does not integrate w/Inv system Org is function based – not process based Stores not staffed/organized for peak demand Storeroom is inadequate WMS system inadequate Counter is too small Stores is too far from unit 4 Organization structure is inadequate Staff not properly trained Maintenance productivity has declined and work backlog is increasing Plant systems/equipment poorly designed Staff not properly motivated Work planning/management process poorly designed Maintenance policies ineffective Daily plan horizon too short No material reservations Tag-out process not planned Policies Not Enforced Policy unclear/ inadequate Policies Procedures ISHIKAWA FISHBONE DIAGRAM EXAMPLE SLIDE 9 OF 15

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  15. THANKS BY: NGONE NGEH AES SONEL SLIDE 15 OF 15

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