Work Groups

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Work Groups Teamworking
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Traditional Organisation
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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

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Lean Organisation
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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

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The theory behind workgroups?
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Human needs / behaviours
Maslows 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
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Human needs / behaviours
Maslows 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.
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Human needs / behaviours
Maslows 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?
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Human needs / behaviours
Maslows 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.
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Human needs / behaviours
Maslows 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
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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 choices
of ones own (empowerment) Fun Diffuses tension,
critical because everyone else is also trying to
get as much of the other 4 as possible!
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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.

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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

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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

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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
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Toyota Organisation
Team (5)
Team (5)
Team (5)
Team (5)
Team
Team Leader (51)
Team Leader (51)
Team Leader (51)
Team Leader (51)
Group
Group Leader (41)
Section
Asst. Manager (41)
Manager (41)
Department
Asst. General Manager
Position Roles Responsibilities Time 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
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Work Group Definition
Team Leader
Member 1
Member 2
Member 3
Member 4
Member 5
Ratio 15
Teamleader involved in absenteeism planning
creates ownership
Regular Kaizen activities
Window roles
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Team Leaders Role

• 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 !
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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
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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
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