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LSSG Green 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

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

Goal – to identify how to create value to the organization and its employees

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Types of Teams Functional Cross Functional Self Managed

Teams

DefinitionA 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

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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!!! Don’t form

a team when one is not needed!

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Meeting Management Techniques:Team 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 Organization’s Mission Statement.

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Meeting Management Techniques:Temperament 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 Techniques:Temperament 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 person’s makeup

No temperament or personality type is good or bad; what is important is that teams have balance

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Meeting Management Techniques:Brainstorming

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 don’t forget about introverts!!)

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Meeting Management Techniques:Consensus 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

ProblemOr

OpportunityDiversity

Synergy

(The Result)

Synergy capitalizes on diversity, but requires a win-win attitude and empathic listening to be successful! (S. Covey)

Listening

Win-win

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Meeting Management Techniques:Agenda

Agenda Example

Lenny9:50 – 9:55Improve next meeting process

Process Check

Dennis9:45 – 9:50ConsensusNext Agenda

Dennis9:40 – 9:45ConsensusReview Decisions

Dennis9:32 – 9:40Decision on whether or not to have team

Density Meter

Chris9:12 – 9:32Consensus on MeasuresSpecial Samples

Chris9:07 – 9:12ApprovalSyrup Sample

Lenny9:02 – 9:07ApprovalBeverage Reports

Dennis9:00 – 9:02ApprovalMinutes

Who ResponsibleTime AllottedDesired OutcomeAgenda Item

Lenny9:50 – 9:55Improve next meeting process

Process Check

Dennis9:45 – 9:50ConsensusNext Agenda

Dennis9:40 – 9:45ConsensusReview Decisions

Dennis9:32 – 9:40Decision on whether or not to have team

Density Meter

Chris9:12 – 9:32Consensus on MeasuresSpecial Samples

Chris9:07 – 9:12ApprovalSyrup Sample

Lenny9:02 – 9:07ApprovalBeverage Reports

Dennis9:00 – 9:02ApprovalMinutes

Who ResponsibleTime AllottedDesired OutcomeAgenda Item

Team: _________ ___________________Roles: Leader: __________________

Timekeeper: ______________Recorder: _ __________ _____

Meeting Date: _________________

Time: ________________________

Place: ________________________

Quality Assurance Laboratory

DennisLenny

Charlie

10/25

USA 1007

9:00 – 9:55 am

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Team Operating Procedures: Team Roles

TeamProcess

FacilitatorFacilitator

Role

InternalConsultant

Trainer

Coach

Champion& Change

Agent

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Team Operating Procedures: Schedule of Roles

Technical Administrative StaffSchedule of Roles/Functions

HogsedMaysKellyWaldroupWhite11/24

WhiteKingHogsedSmithWaldroup11/10

WaldroupKellyWhiteMichelettiSmith10/27

SmithHogsedWaldroupMaysMicheletti10/13

MichelettiWhiteSmithKingMays9/22

MaysWaldroupMichelettiKellyWhite9/8

KingSmithMaysHogsedKelly8/26

FacilitatorTimekeeperRecorderScribeLeaderDate

HogsedMaysKellyWaldroupWhite11/24

WhiteKingHogsedSmithWaldroup11/10

WaldroupKellyWhiteMichelettiSmith10/27

SmithHogsedWaldroupMaysMicheletti10/13

MichelettiWhiteSmithKingMays9/22

MaysWaldroupMichelettiKellyWhite9/8

KingSmithMaysHogsedKelly8/26

FacilitatorTimekeeperRecorderScribeLeaderDate

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Team Operating Procedures: Win-Win Agreement

Win-Win Agreement Form

Date: _____________________________ Project/Task: _____________________________Party 1: ___________________________ Party 2: _________________________________

Specify Desired Results:________________________________________________________________________________________________________________________________________________________________________________________

Identify Available Resources:________________________________________________________________________________________________________________________________________________________________________________________

Set Needed Guidelines:________________________________________________________________________________________________________________________________________________________________________________________

Define Accountability:________________________________________________________________________________________________________________________________________________________________________________________

Determine Consequences:________________________________________________________________________________________________________________________________________________________________________________________

Source: Franklin-Covey

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Team Operating Procedures: Action Register

Action RegisterTeam _______________________________________ Date ___________________________

Team Leader __________________________________________________________________

3.

2.

1.

CompletedWhen?Is Going To Do What?Who (Name?)

3.

2.

1.

CompletedWhen?Is Going To Do What?Who (Name?)

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Team Operating Procedures: Team Process Check

Team Process Check

I was highly satisfied with the overall meeting

The decisions made were better because of everyone’s participation

Everyone put an effort to keep the team on track and to enable equal participation

Everyone opinion was valued and listened to

Everyone participated equally during meeting

Agenda was followed as planed

I was highly satisfied with the overall meeting

The decisions made were better because of everyone’s participation

Everyone put an effort to keep the team on track and to enable equal participation

Everyone opinion was valued and listened to

Everyone participated equally during meeting

Agenda was followed as planed

1 2 4 5 6 7 8 9 1031 2 4 5 6 7 8 9 103

Strongly disagree

Strongly agree

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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)