team based transformation progress a maturity …€¦ · team-based transformation" progress...

TEAM-BASED TRANSFORMATION��PROGRESS ��

��

A MATURITY ASSESSMENT METHOD��AND PERFORMANCE DASHBOARD��

��PILOT REPORT

NEWARK MANUFACTURING

BU Review March 2001

JWE

Pilot BU Review March 01

TEAM-BASED TRANSFORMATION

PROGRESS PURPOSE AND GENERAL

DESCRIPTION

PURPOSE

The purpose of this system is to establish an effective and repeatable method to assess and report upon progress in Cell Team maturity. The Team Maturity Assessment and Performance Dashboard are a means of communicating clear goals and expectations for Cell Teams, assessing and comparing their progress, and providing regular reports so action plans for improvement can be developed and followed up by teams and their leadership. Once implemented, it will provide a baseline of team maturity progress for both management and team planning based upon our actual experiences.

Production Performance will join Team Health and Team Capability as part of the reporting process and will be implemented following the first rollout in April 01. Production Performance will be reported quarterly.

This system will stand alone as the single Cell Team assessment tool and will incorporate key aspects of the Bi-annual Individual Survey conducted by Training and Development.

GENERAL DESCRIPTION

The Team Maturity Assessment is directly designed from Manufacturing’s work on our Leadership Vision (4.5) , our Team-Based Transition Architecture/Maturity Model, management references (Why Teams Don’t Work and Keeping Teams On Track) and our implementation strategy of providing initial training, Team Advisors, and Quality Advisors to every Cell Team.

It begins by identifying key dimensions of Team Health and Team Capability. Next, an assessment method is applied to a set of standard operational definitions for maturity and progress.

Assessment is reported on the Team Performance Dashboard, a graphic analysis tool that provides quick and easy reporting of the current condition, progress from the previous assessment, and comparison with other teams.

PAGE 1



PROGRESS WHY ASSESS OUR TEAM

PROGRESS?

On 7 February 2000, the Manufacturing Management team dedicated a working session with Terry Taylor (High-Performance Work Team Consultant) to identify major reasons to assess our team-based transformation efforts and identify our concerns and issues with assessment.

•  To determine maturity level so we can make progress •  To identify gaps so we can make adjustments •  To point out strong points and opportunities •  To see if the culture is changing •  To achieve both macro and micro views of our progress •  To prioritize focus areas •  To communicate clear goals •  To identify best methods •  To provide a foundation for dialogue about progress •  To include teams in the measurement process

An effective team assessment model must operate more like a diagnostic blood test than a report card.

PAGE 2



PROGRESS WHAT DOES THE SYSTEM ASSESS?

This team progress assessment is based on two dimensions of maturity evaluated by the team, and a brief individual “gruntlement” survey completed individually. Team Health is an assessment of interpersonal collaborative behaviors that promote productivity, teamwork, and the Team Capabilities. Team Capability is the ability of a team to optimize a production system through an architecture of daily management responsibilities, specialized production roles, process control, customer focus, and continual improvement. TEAM CAPABILITY

TEAM HEALTH

HIGHEST QUALITY HIGHEST PRODUCTIVITY

PAGE 3



PROGRESS THE ‘GRUNTLEMENT’ INDEX

Individually, members are asked to respond to six questions with responses ranging from “Strongly Disagree” to “Strongly Agree.” •  “Team meetings are productive and result in positive action” •  “Team members share the work” •  “Support Groups are part of our Team” •  “We partner with other teams; especially day/swing shi6” •  Conflict is resolved productively” •  “I feel good about working here.” Responses are numbered 1-5 and color-coded to provide ease of analysis. Example:

“Team members share the work: 111222234444455555 This would indicate that three members “Strongly Disagreed” while five members “Strongly Agreed.”

PAGE 4



PROGRESS HOW CAN THE DATA GUIDE US?

INTERPRETATION GUIDELINES

The usefulness of any assessment data can be identified by asking two questions:

If we had this data, what would we do?

Without this data, how will we suffer?

Persistent low scores on Team Health indicate a major obstacle in some or all of the following areas:

•  Leadership

•  Group expectations

•  Communications

•  Unhealthy competition

•  Group Insecurity

Persistent low scores on Team Capability indicate a major obstacle in some or all of the following areas:

•  Failure to understand the criteria

•  Inability to focus on goals and execution

•  Poor Team Health

•  Lack of meaningful feedback

•  Leadership

Persistent low scores on the “Gruntlement Index” indicate a need to create dialogue to uncover the root of ill feelings. Peer review from other CCs can be very helpful in identifying unintentional autocratic behaviors that may perpetuate antagonistic relationships.

PAGE 5



PROGRESS TEAM HEALTH ASSESSMENT

MEETING ROLES AND PRODUCTIVE OUTCOMES: Guiding behaviors to promote productive and pleasant meetings.

PARTICIPATION AND VOLUNTEERISM: The degree to which individual team members bring themselves forward to contribute to group work and take assignments.

SUPPORT GROUP COLLABORATION: The ability of the team to successfully enroll and engage support groups to ensure their success.

COOPERATION WITH OTHER TEAMS: The ability of the team to understand and collaborate toward goals common to other teams—especially the team’s day/swing partners. Includes management of handoffs and passdowns.

CONFLICT RESOLUTION: The ability of the team to quickly and effectively resolve disputes, misunderstandings, and priority issues.

FUN: The ability of individuals to participate on the Team while taking joy in work. Freedom from fear.

PAGE 4

DIMENSIONS OF TEAM

HEALTH

PRODUCTIVE MEETINGS

PARTICIPATION & VOLUNTEERISM

SUPPORT GROUP COLLABORATION

BETWEEN TEAM COOPERATION

CONFLICT RESOLUTION

FUN

PAGE 6



PROGRESS TEAM CAPABILITY

GROUNDRULES: A set of guiding behaviors selected by the team through a consensus process that is intended to promote productive collaboration.

RESPONSIBILITY MATRIX: A matrix listing major tasks or responsibilities and identifying a team member who has accepted accountability for each task. Team Advocate roles will be recorded here.

FMEA/PROCESS CONTROL PLAN: A team-owned document that describes the plan to comply to the factory’s QMS. Includes a Deployment Flowchart, FMEA Record, Process Control Plan, and a Defect Prevention Matrix.

CROSS-TRAINING PLAN: A Cross-training Matrix and an implementation plan to ensure full coverage of the production line by a qualified workforce.

CUSTOMER FOCUS: Includes product and marketplace knowledge, some kind of direct contact with Customers, and application of lessons learned.

CQA PROJECTS: Attaining a state of habitual continual improvement following a rigorous improvement methodology.

PAGE 7

DIMENSIONS OF TEAM

CAPABILITY

GROUNDRULES

RESPONSIBILITY MATRIX

FMEA/PROCESS CONTROL PLAN CROSSTRAINING

PLAN

CUSTOMER FOCUS

CQA PROJECTS



PROGRESS OPERATIONAL DEFINITIONS��

OF TEAM MATURITY

DEFINITION

An operational definition provides communicable and consistent meaning to a concept by specifying how the concept is measured and applied to a particular set of circumstances. It is the reference to operational definitions that give this assessment method integrity, establishes meaningful goals, and provides for equitable comparisons.

By referring to the Operational Definition Table of Team Health and Team Capability, a common language will be established by Team Members and Team Leadership alike.

DEGREE OF PRECISION

The assessment method offered here has only four levels of achievement. With six different evaluations made on two dimensions, there are a total of 48 evaluation distinctions for each team. The levels are cumulative: in order to achieve 75% on any criteria, both 25% and 50% must also be achieved.

Every attempt has been made to ensure the percentage improvements build upon one another and reflect necessary elements of team maturity. The guiding model for the scale is:

25% - Ability to recognize and articulate the value and content of the item.

50% - Team can use the item to generate helpful solutions.

75% - The team can demonstrate that the item is fully in use.

100% - The team can optimize the item and teach it to others.

PAGE 8



PROGRESS

OPERATIONAL DEFINITIONS FOR TEAM HEALTH

PRODUCTIVE MEETINGS

PARTICIPATION AND VOLUNTEERISM

SUPPORT GROUPCOLLABORATION

COOPERATION WITHOTHER TEAMS

CONFLICT RESOLUTION

FUN

25% 50% 75% 100%

Meeting roles are well defined and everyone understands them. Meeting Facilitator is in place and is receiving coaching from T&D.

Everyone on the team knows where the team stands on production performance, following factory rules, and meeting objectives.

Meeting roles are always populated with little time wasted. Meaningful goals are set and measured. Actions are assigned and tracked.

Meetings are seen as productive and pleasant gatherings. Team benchmarks at least two other teams on productive meetings.

The values of participation and volunteerism are seen by everyone as necessary for good teamwork.

A chart of Support Group contacts is completed and available to everyone. Key support group contacts attend meetings/are available on a regular basis.

Day shift and swing shift share common goals and support each other on CQA projects. Handoffs and Passdowns are well coordinated.

The team recognizes and takes responsibility for conflict when it arises. Examples can be given.

Team has participated in a method to recognize contributions of other team members and other teams.

The team uses a formal method of brainstorming to include everyoneʼs ideas

The team has used as least two different brainstorming tools and all team members have taken at least two documented actions in the last year.

The team has sponsored volunteers to support a local community project within the last year.

Team involves support group members in identifying missing or out-of-date procedures. Corrections are prioritized and scheduled.

Procedures are updated on schedule. Team ensures a method is put in place to communicate document/procedure changes.

Support Group Contacts are considered and act like full team members. Support Group members participate in issues before they become problems.

Solutions to problems are sought in other cell teams that may have answers.

At least one other cell team is benchmarked on progress and lessons learned are shared and implemented with significant results.

The team has invited and received a project presentation from every cell team in their BU and brainstormed new ideas to adopt.

Team members recognize when conflict is worth confronting. Steps are followed to resolve conflict issues. At least one case is documented.

Team easily uses steps to resolve conflict. Follow-up is routine. Team routinely applies Conflict Resolution methods. Team has received training on CR.

When conflict arises, team views it as an opportunity to improve. At least three other teams are benchmarked for conflict resolution.

Humor is only used in an appropriate positive sense. Team members share personal and cultural stories about themselves. Team enjoys high trust.

The Newark factory is viewed by all as a place to come alive, to have fun, and to take joy in work.

Team members freely speak their minds regardless of who is in the room. Loud members do not dominate decisions.



PROGRESS

OPERATIONAL DEFINITIONS FOR ASSESSMENT of TEAM CAPABILITY

GROUND RULES

RESPONSIBILITY MATRIX

FMEA/PROCESSCONTROL PLAN

CROSS-TRAINING PLAN

CUSTOMER FOCUS

CQA PROJECTS

25% 50% 75% 100%Everyone can state the purpose of Ground Rules.Consensus is used to develop a written setof Ground Rules.

Ground Rules are changed as needed. Improvements and enhancements are added to make GRs unque.

Ground Rules are posted at meetings and appended to minutes. Ground Rules prove effective at aiding team process in meetings and on the floor.

Unconscious competence — Ground Rules always followed. Team meets with at least one other team to compare best methods.

Everyone can define process control and describe factory requirements for ESD protection, matʼl handling, training, nonconforming matʼl, and documentation.

MTS develops a Cross- Training Matrix and an Implementation Plan.

Team understands their product, its marketplace, and their customerʼs use of the product.

Team is trained in an improvement methodology and understands basics of project management.

Responsibility Matrix is completed identifying personal accountability and backups where needed. Tasks can be described by everyone.

Responsibility Matrix ensures coverage of “Advocate Roles.” Training, coaching, and feedback is in place where needed.

Team owns, uses, revises the Responsibility Matrix regularly . Team meets with at least one other team to compare. RM is posted; it is auditable.

Team completes and validates a Deployment Flowchart. Team completes a FMEA worksheet. A Process Control Plan is jointly developed with Engnrg.

Team develops a Defect Prevention Matrix and demonstrates effective use of corrective and preventive actions.

Significant defect reduction is achieved. Process Control self-checks routinely report 100% compliance. Production line is always ready for external audits.

Training Matrix is reviewed by the team — gaps and priorities and identified.

Team Cross-Training Plan is revised according to progress. Plan is a useful reference for coverage decisions.

Plan is implemented and there are no gaps in coverage. Matrix is displayed and identifies meaningful goals for personnel.

Team can articulate customer needs and wants and translates them into production concerns.

Selected members of the team establish face-to-face contact with customer(s) and report back.

Team anticipates customer needs and uses them to drive process control and quality improvement.

Team identifies potential projects and sets priorities. Team completes and documents at least three improvement projects and achieves results.

Team develops a presentation and presents it to Manufacturing Management. Best practices are shared across the factory.

Team achieves habitual continual improvement.Projects develop naturally and build upon past achievements.

Everyone can state the purpose of the Responsibility Matrix. The major daily, weekly, qtrly, and ad hoc requirements are listed.



PROGRESS HOW IS THE DATA COLLECTED?

FORMAL ASSESSMENT PERIOD: SIX MONTHS

Based on a Team’s ability to progress through the maturity model and management’s ability to effectively intervene, an assessment period of less than six months would fail to reveal progress. An assessment period of more than six months would miss opportunities to provide teams useful support. Of course a Team or a Business Unit may find it helpful to refocus on the criteria on a quarterly basis.

WHO CONDUCTS THE ASSESSMENT?

Because of its subjective nature, Team Health can only be assessed by the team members themselves. Each team will conduct the assessment through presentation and discussion by a BET or T&D member. The “Gruntlement Index” will be completed by anonymous individual input.

PAGE 11

Team Capability is best assessed through peer review by the CCs and QAs of their respective teams and conducted BU by BU. Facilitated open dialogue is the recommended format for the assessment.

DATA COLLECTION AND REPORTING RESPONSIBILITY

Input from both assessments (Health and Capability) will be collected by the Business Excellence team and formally reported in a timely manner.



PROGRESS REPORTING SCORES WITH A

RADAR CHART

PRODUCTIVE MEETINGS

PARTICIPATION

SUPPORT GROUP"COLLABORATION

CONFLICT"RESOLUTION

BETWEEN"TEAM"

COOPERATION

FUN

25% 50%

75% 100%

PAGE 10 PAGE 12



PROGRESS TEAM CAPABILITY

GROUNDRULES

DAILYMGMT PLAN

PROCESSCONTROL PLAN

CROSSTRAINING PLAN

CUSTOMERFOCUS

CQAPROJECTS

TEAM HEALTH

MEETING ROLES &PRODUCTIVE OUTCOMES

PARTICIPATION& VOLUNTEERISM


CONFLICT RESOLUTION

BETWEENTEAMCOOPERATION

FUN

Team Capability evaluates the progress the team is makingin responsible stewardship of production processes.

High scores on this chart are a good indicator of successful transition to a team-based culture.

Team Health is an assessment of interpersonal collaborativebehaviors essential to making the most of a team-based organization.

High scores on this chart are a good indicator of productive interpersonal skills.

TEAM IMPROVEMENT

PLAN

NEWARK MANUFACTURING CELL TEAM DASHBOARD

Cell Team Name______________ Graduation Date___________Date of Assessment___________

PAGE 11

PAGE 13



PROGRESS

KEY VOLUME PRODUCTSTEAM HEALTH AT A GLANCE

GEMBA(Graduation Date)

NIGHTHAWKS(Graduation Date)

PACESETTERS(Graduation Date)

FINAL FRONTIERS(Graduation Date)

MEETING ROLES &PRODUCTIVE OUTCOMES

PARTICIPATION& VOLUNTEERISM


CONFLICT RESOLUTION

BETWEENTEAMCOOPERATION

FUN

LOCUSTS(Graduation Date - earliest)

NUCLEI(Graduation Date - latest)

PAGE 13PAGE 14



PROGRESS

GROUNDRULES

DAILYMGMT PLAN

PROCESSCONTROL PLAN

CROSSTRAINING PLAN

CUSTOMERFOCUS

CQAPROJECTS

KEY VOLUME PRODUCTSTEAM CAPABILITY AT A GLANCE

GEMBA(Graduation Date)

NIGHTHAWKS(Graduation Date)

LOCUSTS(Graduation Date - earliest)

NUCLEI(Graduation Date - latest)

PACESETTERS(Graduation Date)

FINAL FRONTIERS(Graduation Date)

PAGE 12 PAGE 15



PROGRESS DEVELOPING THE TEAM

IMPROVEMENT PLAN (TIP)

Improvement is the sole purpose of the Team Assessment. The method and entire exercise has value only in its ability to provide a foundation for improvement.

The Operational Definitions for Health and Capability are the keys to improvement. Progress through the levels on the radar chart define Manufacturing Management’s Vision for Cell Teams.

Improvement should be based upon the next levels to be achieved by an individual cell team. This should be determined through dialogue with the Cell Coaches, BUMs, and team members.

PAGE 16

CELL TEAM IMPROVEMENT PLAN

BU BU MANAGER CELL TEAM NAME CELL COACH

TEAM HEALTH TEAM CAPABILITY

ELEMENTS TO BE IMPROVED WITHIN THE NEXT SIX MONTHS

ELEMENTS TO BE IMPROVED WITHIN THE NEXT SIX MONTHS

GOAL: HOW ACHIEVED: RESOURCES: HOW MEASURED:






PROGRESS CONDUCTING THE TEAM HEALTH

ASSESSMENT

Teams will be facilitated through the Team Health assessment process by a Quality Advisor from the Business Excellence Team or a qualified T&D representative.

The Team Health Assessment requires a focused two-hour session with the assembled team. The Capability Assessment may be completed 1:1 with Cell Coaches.

Cell Coaches are responsible for reporting all assessment results to their teams. Training and guidance will be available by BET/T&D.

PAGE 17

SCHEDULE TEAM HEALTH

ASSESSMENT WITH CELL TEAMS

DEFINE TEAM HEALTH

OPERATIONAL DEFINITIONS AND

SCORE

CONDUCT "GRUNTLEMENT

INDEX" INDIVIDUALLY AND

ANONYMOUSLY

DOCUMENT TEAM HEALTH FINDINGS

PREPLAN PRIOR TO NEXT ITERATION

(PDSA)

COMPILE DATA AND REPORT TO BUs$

SCHEDULE TEAM CAPABILITY

ASSESSMENT WITH CELL COACHES AND QUALITY ADVISORS

DEFINE TEAM CAPABILITY

OPERATIONAL DEFINITIONS AND

SCORE

DOCUMENT TEAM CAPABILITY FINDINGS

COMPILE DATA AND REPORT TO BUs$

CCs , TEAMS, AND BUMs DEVELOP AND DOCUMENT TEAM

IMPROVEMENT PLAN (TIP)



PROGRESS FY 2001 ASSESSMENT SCHEDULE

PAGE 18

CY 2001 ASSESSMENTSCHEDULE M A M J J A S O N

2001

M A M J J A S O N

Schedule Two-Hour Session with Cell TeamsConduct 2001 Team Health Assessment

Schedule Team Capability Assessment withCell CoachesConduct Team Capability Assessments

Deliver Report on 2001 Cell Team Assessment

Schedule Two-Hour Session with Cell Teams

Conduct First 2001 Team Health Assessment

Schedule Team Capability Assessment withCell CoachesConduct Team Capability Assessments

Deliver Report on First 2001 Cell TeamAssessment

team based transformation progress a maturity …€¦ · team-based transformation" progress...

Documents