LSSG Black Belt Training

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LSSG Black Belt Training
Teams and Team Management A Critical Black
Belt Responsibility
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Agenda Teams and Team Management

• VOE and Empowerment
• What is a Team?
• When Should Teams Be Formed?
• Team Mission Statements
• Meeting Management Techniques
• Virtual Teams and Meetings
• New Management Roles

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VOE - Voice of Employee
Goal to identify how to create value to the
organization and its employees

• Steps
• Empower Employees
• Obtain Input from Employees
• Employees Survey
• Suggestion system
• Feed back from teams
• Form Teams and Identify Project Roles
• Analyze project about to start
• Assign roles and responsibilities for project
• Manage Meetings
• Roles for meeting
• Tools for effective meetings

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Empowerment

• Belief in the employees ability to be
  responsible for improving Quality
• Willingness to provide training and time for
  meetings
• Willingness to support team recommendations
• Willingness to support personal growth and
  development of all employees

Levels of Empowerment
Do It
Do It and Report Back
Make a Recommendation
Ask
Wait Until told
Creation of conditions within organizations
which result in the ability of individual people
to contribute their maximum potential energy,
creativity, quality efforts, and effectiveness to
achieving the mission and strategy of the
organization.

Stephen Covey
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Teams
Definition A group of individuals who are
committed to achieve common objectives, meet
regularly to identify and solve quality problems,
work and interact openly and effectively
together, produce high quality results

• Types of Teams
• Functional
• Cross Functional
• Self Managed

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Team Mission Statements

• Our mission is to assist in designing and
  implementing a team concept of management
  throughout all levels in our plant that will
  facilitate employee involvement for the mutual
  benefit of all in achieving our goal of
  Continuous Improvement in safety, environment,
  quality, production and cost.
• The mission of our team is to reduce employee
  turnover in the Restaurant Division by 50 by
  December 31 of this year by seeking to understand
  the needs of our employees and managers, and
  creating a future state environment that balances
  a respect for the individual with organizational
  needs.

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When Should Teams Be Formed?

• When complex, cross-functional processes are
  addressed
• When pooled expertise is needed
• When buy-in to change is critical
• When it is determined that shared leadership of a
  project is preferred to a single person
• When too much time is required of an individual
• When true synergy is needed to create innovative
  solutions
• When collective strength is desirable
• However, teams are EXPENSIVE!!! Dont form a
  team when one is not needed!

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Meeting Management TechniquesTeam Operating
Rules

• Agenda
• Attendance
• Meeting Time and Place
• Type of Decision Process
• Meeting Minutes
• Team Roles
• Behavior Norms and Feedback
• Confidentiality
• Meeting Audits
• Managing Conflict
• Respecting Diversity of Thought
• Temperament Instruments
• Polling and Decision Reviews
• Implementing Decisions
• Commitments Outside Meetings
• Involvement of Non-Team Members

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Examples of Other Operating Rules

• Speak up more be made to feel that our opinion
  is important
• Act upon things that are wrong and follow-through
• Focus on things that we can control
• Have a clear, single vision of what our company
  is all about
• Measure what we do analyze what we measure make
  fact-based decisions make needed data easily
  available
• Have a positive attitude eliminate not my
  problem attitudes
• Do the right things know what is important and
  what can wait
• Use better time and project management
• Be prepared for meetings
• Infuse Lean Six Sigma in the entire company

Team Operating Rules should be aligned with the
Organizations Mission Statement.
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Meeting Management TechniquesTemperament
Instruments

• Temperament - A set of inclinations each is born
  with it's a predisposition to certain attitudes
  and actions.
• Temperament instruments (e.g., Keirsey
  Temperament Sorter, Myers-Briggs Type Indicator)
  examine these innate facets of personality to
  arrive at an integrated picture of an individual
• Then, the profile of a team can be determined
  and team diversity can be understood and managed

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Meeting Management TechniquesTemperament
Instruments

• The sixteen types (e.g., ENFJ) are based on the
  four pairs of personality dimensions
• Extroversion (E) vs. Introversion (I)
• Sensation (S) vs. Intuition (N)
• Thinking (T) vs. Feeling (F)
• Judgment (J) vs. Perception (P)
• No single letter should be taken as naming a type
  of person the letters merely suggest stronger or
  weaker tendencies of a persons makeup
• No temperament or personality type is good or
  bad what is important is that teams have balance

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Meeting Management TechniquesBrainstorming

• Goal to generate a large number of ideas

• Steps
• Encourage creativity / no criticism
• Involve everyone
• Record ideas
• No discussion/ clarification only
• Combine only ideas that have the same meaning
• Number the remaining ideas
• Rank the ideas

Note that it is best to begin with a warm-up
activity! (and dont forget about introverts!!)
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Meeting Management TechniquesRanking

• Ranking can be used to assess team priorities.
• Methodology
• Each participant ranks the ideas in order of
  priority (5 being the highest priority)
• All the rankings are consolidated and summed for
  each idea
• The idea(s) receiving the highest total may be
  selected
• The leader should poll the group to be certain
  the weighted rankings actually express the
  groups feelings

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Meeting Management TechniquesNominal Group
Technique (NGT)

• Allows Teams to Arrive at Consensus
• Facilitates Democracy in Evaluation and
  Selection
• The Method
• Generate a list of ideas
• Remove duplicates Clarify meaning
• Label list of ideas (A,B,C,)
• Each team member ranks the list
• For large lists, use one half plus one rule
  (e.g., a list of 30 would rank from 16 to 1)
• Or, each team member can distribute 100 points as
  they wish

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Meeting Management TechniquesConsensus
Decision-Making

• The Recommended Method for Most Team
  Decision-Making
• Insures that Decisions Made Are Implemented
• The Method
• Everyone has been heard
• The decision-making process was fair
• Everyone can (and will!) actively support the
  decision
• Everyone Does Not Have to Agree!

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Team Synergy
Synergy (The Result)
Win-win
Problem Or Opportunity
Diversity
Listening
Synergy capitalizes on diversity, but requires a
win-win attitude and empathic listening to be
successful! (S. Covey)
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Meeting Management TechniquesAgenda
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Team Operating Procedures Team Roles
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Team Operating Procedures Schedule of Roles
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Team Operating Procedures Win-Win
Agreement
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Team Operating Procedures Action Register
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Team Operating Procedures Team Process Check
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Team Celebrations

• Celebrate the completion of a team project
• Recognize the accomplishments of the team
• Celebrate at least quarterly
• Invite entire department and key guests
• Invite managers of all team members
• Meet during work hours at work place
• Keep to a low budget
• Give appropriate notice to all
• If multiple locations, have multiple celebrations
  (with key managers in attendance at each
  celebration)

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Virtual Teams and Meetings

• How does everything we discussed today apply to
  virtual meetings?
• What does not apply?
• When should virtual meetings be used?
• How can virtual meetings enhance the productivity
  of Lean Six Sigma?

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New Management Roles

• Create Vision
• Interact with Customers/Clients
• Design New Systems
• Secure Resources
• Remove Barriers
• Coaching of Associates
• Provide Support/Encouragement
• Willingness to Deal with Sensitive Issues