Highlight of this session

Re-visit the Team Concept

Why Team Concept
Key elements in the implementation of
the Team Concept

WHAT IS SELF-DIRECTED WORK TEAM ?

A functional group of employees (usually between 8 - 15
members) who share the responsibilities for a particular
unit of production
The work team consists of trained individuals who possess
the technical skills and ability necessary to complete all
assigned tasks . Management has delegated to the team
the authority to plan,implement, control and improve all
work processes.
To varying degrees , team members work together to
improve their operations , manage day-to-day problems
and plan and control their work. They are responsible not
only for getting work done but also for managing
themselves.

on
s
a
e
est R
g
g
i
B
am
e
T
r
fo
nt
e
m
e
Mo v

TEAM MOVEMENT
PAST SUCCESS STATISTIC

Company

Product / Service

Result

Federal Express , Dumaine

Courier service

Reduce service error by 13%

Volvo Corporation , Sweden

Car

25% reduction in
production cost
Reduced defect by 90%

General Electric North

Carolina

Electrical appliance

Increase productivity 250%

Cellular ceramics

Decreased defect from 1,800

parts per million to 9 parts per
million

Operator service

Increased service quality by

12%

Corning

AT & T Richmond
Valve
Dana Corp. Minnesota

Reduce lead time from 6

months to six weeks

WHY ARE ORGANIZATIONS LOOKING TO WORK IN SELF

DIRECTED TEAMS

Empowered teams provide a way to accomplish

organizational goals and meet the need of our changing
work force.
SELF DIRECTED TEAMS
Ownership
Self-disciplined
Multiskilled / different job - skilled
Greater participation
Flexible
Recognition

Characteristic of Self Directed Teams

1.1. Share
Sharevarious
variousmanagement
managementand
andleadership
leadershipfunctions
functions
2.2. Plan
Plan, ,control
controland
andimprove
improvework
workprocess
process
3.3. Set
Setgoals
goalsand
andinspect
inspectwork
work
4.4. Create
Createown
ownschedule
schedule, ,order
ordermaterial
materialand
andkeep
keepinventories
inventories
5.5. Review
Reviewperformance
performanceasasaagroup
group
6.6. Prepare
Preparebudget
budget
7.7. Responsible
Responsiblefor
fortraining
training
8.8. Hire
Hirenew
newstaff
staff
9.9. Responsible
Responsiblefor
fordisciplining
discipliningmembers
members
10.
10.Accountable
Accountablefor
forquality
qualityofofproducts
productsor
orservices
services

MOVING TOWARDS SELF-DIRECTED TEAMS

LEADERS CHALLENGES
Expected
Results

Improve quality and

Improve quality and
productivity
productivity
Leverage communication
Leverage communication
Develop multi-skills
Develop multi-skills
Reduce management layers
Reduce management layers
Reduce operating cost
Reduce operating cost
Attract and retain team
Attract and retain team
members
members
Empowerment
Empowerment

Desired
Mindset &
Behavior

Move forward team

Move forward team
concept
concept
Responsibilities to change
Responsibilities to change
Take up new challenges
Take up new challenges
Set objectives and be
Set objectives and be
accountable
accountable
Shared vision
Shared vision
Involvement and
Involvement and
participate
participate

Present
Mindset &
Behavior

Limited knowledge of team

Limited knowledge of team
concept
concept
Comfort zone
Comfort zone
Less or no follow-up
Less or no follow-up
Dollar and cent mentality
Dollar and cent mentality
Lack of trust
Lack of trust
Wait and see attitude
Wait and see attitude

The Transition of Self Directed Team Model

The Transition of Self Directed Team Model

The Transition of Self Directed Team Model

The Transition of Self Directed Team Model

Team Empowerment Continuum

Amount of Empowerment

~Making Compensation Decisions

~Disciplinary proposal
~Team members performance appraisal
~Team members performance appraisal
~Product Modification and development
~Budgeting
~Facility design
~Budgeting
~Equipment purchase
~Choosing team leaders Vacation scheduling
~Cross functional teaming
~External customer contact
~Hiring team members
~Managing suppliers
~Continuos improvement

~Quality responsibilities
~Production scheduling
~Equipment maintenance and repair~Training each other
~Housekeeping

Team Level

Level 1

Level 2

Level 3

Level 4

20%

40%

60%

80%

Responsibility & Authority

The Various Roles in the Change

journey
Organisational
Level

Top Management

Role and Mindset

Provide compelling vision and
direction
Instigate changes
Corporate perspective
Translate vision into realities

Middle Managers

Team Leaders

Project involvement

Action Focus
Business result
Focus the end of the journey

Overcome the resistance

Division / department perspective

Focus on the means to achieve team

concept

Facilitate implementation of change

Smooth transition

Coach and guide

Focus on operational efficiency

Operational perspective
End users and adaptors of the change
Team Members

Institutionalise change
Personal perspective

Personal benefits

STAGES OF TEAM DEVELOPMENT

START UP

ROLE OF TEAM LEADERS

SHAPE COMMON GOALS
BUILD COMMITMENT AND
CONFIDENCE
STRENGTHEN THE MIX AND LEVEL
OF SKILLS
MANAGE EXTERNAL RELATION
CREATE OPPORTUNITIES FOR TM TO
EXCEL
DO REAL WORK

TRANSITION

COORDINATE INDIVIDUAL SKILLS

AND ACTIVITIES
INCREASE TIME SPEND IN
ACQUIRING RESOURCES

EXPERIENCED

ACTS AS CEO
COLLECTS DATA ON KPI AND
PROVIDE TEAM FEEDBACK ON
PERFORMANCE
FOCUS TIME ON ACQUIRING
RESOURCES
MEDIATE WITH OTHER TEAM
MEDIATE WITH CUSTOMERS

MATURED

TRUE RESOURCE PERSON

How Long is The journey

Amount of interdependence
Size of the team
Discipline diversity
Degree of self containment
Amount of change
Technical expertise
Life span

How Leaders Can Make Self-Directed Team

Winner
Leadership Roles

Definition
The process of leading and influencing the task related activities of team
members to achieve organization objectives.

Four Categories of Work

Value - added work
Necessary work
Unnecessary work
Not working
To produce value added work leaders are required to change in how
work is done, and most of this changes or improvement must be
implemented by you.

The

Cost

Of

Quality

Only a handful of leaders take time to estimate and add up the

costs . The cost or wastage are spread all over the company.
The additional work created by poor quality becomes accepted as
standard procedure
The irony is that companies can become very efficient in
doing the wrong things

POSSIBLE AREAS OF IMPROVEMENT

Possible Areas Of Change

PR PO
O LIC
CE I
D U ES
RE /
ORGANIZATION
S
LEVEL

ME
AS
UR
EM
EN
T

ATION
Z
I
N
A
ORG
E
CTUR
U
R
T
S
ME A

SUR

JOB

EME
N

I
DE S

GN

WORK FLOW
down time

lack information

lead time

duplication

PROCESS
LEVEL
MEASUREMENT

FORMS

NING
TR A I

AUTOMATION

JOB
LEVEL HUM
AN
PER
SYS FORM
TEM ANC
E

OPERATIONS
BARRIERS

CAUSE

WASTAGE

6 TYPES OF WASTAGES
1. Over Produce
2. Waiting Time
3. Transportation / motion
4. Reject
5. Inefficient Process
6. Over Stocking

GUIDE FOR VIDEO CLIP ANALYSIS

1. Why are so many of todays organization moving
into Self-Directed Team?
2. From the video clip, identify some of the key
characteristics of Self Directed Team.
3. What are some of the challenges leaders face in
implementing the Self-Directed Team.
4. What
do
you
empowerment

understand

by

the

word

5. From the video, how do the various organisation

empower their team members?
6. How is leadership responsibilities define in selfdirected team.
7. What responsibilities do team members have
outside their team?
8. What are some of the activities found in the
video clip to support the team concept?

TEXAS INSTRUMENT SUCCESS STORIES

CYCLE TIME

REDUCED BY 50 %

MEAN TIME BETWEEN FAILURE

FACTOR OF FOUR

SAVINGS

AVERAGES $100,000

SHIPMENTS TO JAPAN

ZERO IN 1985 TO 35%

LESSON LEARNT:
EMPOWERMENT AND SELF MANAGED TEAMS CAN WORK
EFFECTIVELY IN ASIA AS ANYWHERE;PERHAPS EVEN MORE
SO
WHEN
COUPLED
WITH
THE
UNIQUE
CULTURAL
STRENGTHS OF SOUTH EAST ASIAN COUNTRIES