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NC STATE UNIVERSITY WIW at WERC
NC STATE UNIVERSITY
WIW at WERC
NC STATE UNIVERSITY
WIW at WERC
NC STATE UNIVERSITY
3
Involvement of People (Meier)
Today’s work force is better educated and more literate
Toyota and other companies have proven that workers do
eagerly participate in employee involvement programs
Mutual respect and hassle-free systems is key for an
effective involvement program
Mutual respect implies employment security. This is often
difficult to maintain
WIW at WERC
NC STATE UNIVERSITY
4
Involvement of People (Meier)
Involvement, according to Pascal Dennis, is a key element
to the success of a lean application
If a successful lean application and implementation takes
place, it is necessary that everyone participate in, buy in
and commit to the lean system. If not it will not succeed
in the long run
WIW at WERC
NC STATE UNIVERSITY
5
Involvement of People (Meier)
Involvement is the exact opposite to the
“command and control” management systems
that were and are followed in mass production
operations and in most pre-lean production
operationsWIW at WERC
NC STATE UNIVERSITY
6
Involvement of People (Meier)
A primary purpose of involvement efforts is to improve
PQCDSM – productivity, quality, cost, delivery, safety
and morale
Goal of involvement:
Solving specific problems
Reducing hassles
Reducing risk
Improve team member capability
Strengthening people
WIW at WERC
NC STATE UNIVERSITY
7
Involvement of People (Meier)
Team member involvement and participation are at the
heart of a lean production system
Involvement of every person in the organization in
continuous improvement is critical to the success of any
lean production implementationWIW at WERC
NC STATE UNIVERSITY
“The difference between 'involvement'
and 'commitment' is like an eggs-and-
ham breakfast: the chicken was
'involved' - the pig was 'committed'.”
Anonymous
WIW at WERC
NC STATE UNIVERSITY
WIW at WERC
NC STATE UNIVERSITY
10
“Coming together is a beginning. Keeping
together is progress. Working together is
success.”
Henry FordWIW at W
ERC
NC STATE UNIVERSITY
11
Purpose of Teams (Meier)
Involve people in our operations in new ways
Energize people and encourage them to become active
contributors in continuous improvement in the workplace
Combine people efforts
WIW at WERC
NC STATE UNIVERSITY
12
Advantages of Teams (Meier)
Improving overall effectiveness
Sharing information and ideas
Cross-functionality
Improved learning and decision making
Synergy (1+1=3)
WIW at WERC
NC STATE UNIVERSITY
13
Disadvantages of Teams (Meier)
Inhibit individuality
Cost and time of building a team
Dangers of group pressure
Decision-making may not be as effective or fast
WIW at WERC
NC STATE UNIVERSITY
14
Team Definition (Meier)
A team is a small number of people with complementary
skills who are committed to a common purpose,
performance goals and approach for which they hold
themselves mutually accountable
WIW at WERC
NC STATE UNIVERSITY
15
Team Members (Meier)
Are unique
Have different skills
View things differently
Have different backgrounds
Attack problems differently
But together can accomplish unusual resultsWIW at WERC
NC STATE UNIVERSITY
16
WIW at WERC
NC STATE UNIVERSITY
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Benefits of a Team (Meier)
More knowledge and information
Increased commitment
Increased motivation
Improved communication
Different approaches to problems
Beginning of empowermentWIW at WERC
NC STATE UNIVERSITY
18
Expectations of a Team (Meier)
Identify problems
Solve problems
Maintain respect for other team members
Assume leadership responsibilities
Demonstrate organization and initiative
Continuous improvementWIW at WERC
NC STATE UNIVERSITY
19
Type of Teams (Meier)
Project Specific Teams:
Temporal, have a limited purpose and life
Members from different departments
Specific actions: planning, design, implementation, and
follow up
Bring about change: layout, total productive maintenance,
setup time reduction, Kanban implementation, supplier
development and certification, etc.
WIW at WERC
NC STATE UNIVERSITY
20
Type of Teams (Meier)
Continuous Improvement Teams: May be longer lasting in duration Members from same or similar area Continuous process improvement as objective
Self-Managed Team: May be more permanent Same or different areas Continuous improvement and management of a process
or function such as quality assurance, housekeeping andorganization, basic preventive maintenance
WIW at WERC
NC STATE UNIVERSITY
21
Talent wins games, but
teamwork and intelligence
wins championships.
- Michael Jordan
It is amazing how much people
get done if they do not worry
about who gets the credit.
- Swahili proverb
WIW at WERC
NC STATE UNIVERSITY
WIW at WERC
NC STATE UNIVERSITY
What customer wantsWhat the project
manager understoodSystem analyst design Programmer
approachExternal consultant
recommendation
Project documentation
Production Implementation Project Budget Operative
supportWhat the customer
really needs
WIW at WERC
NC STATE UNIVERSITY
24
Teams Behavior in Organizations (by J. Lewis)
People accept jobs for one reason… well balance between what
they expect to do and what they expect to get
For work to be motivating, it must have meaning for the worker
Teams don't just happen, they must be built!
We have often been taught not to be team players
People need a number of skills to be good team members
Acquiring skills requires practice
WIW at WERC
NC STATE UNIVERSITY
25
Team Building
The process of influencing a group of diverse individuals,
each with their own goals, needs, and perspectives, to work
together effectively for the good of the project such that their
team will accomplish more than the sum of their individual
efforts could otherwise achieve
(http://www.maxwideman.com/pmglossary)
WIW at WERC
NC STATE UNIVERSITY
26
Team Building Stages (Martin and Karen)
Forming
Storming
Norming
Performing
Mourning
WIW at WERC
NC STATE UNIVERSITY
27
FORMING
The first stage and it occurs when the team first comes together.
They are focused on answering the following questions:
Why are we here?
What is my role in this endeavor?
Who are these other people and how will we get along?
What’s the project leader like and how will he or she
run this project?
WIW at WERC
NC STATE UNIVERSITY
28
STORMING
Realization of the actual challenges of the work
Erupts and destroys the artificial tranquility of the
group/conflicts arise
Disagreements arise about what needs to be done and
who will do it
May last through much of the planning process
WIW at WERC
NC STATE UNIVERSITY
29
NORMING
Emerges at the end of planning or in the beginning of the
execution
People get on with doing their own work
Regular team meetings are required to monitor progress
Problems and conflicts solving is a key issueWIW at WERC
NC STATE UNIVERSITY
30
PERFORMING
The team becomes a true team, supporting one another
The team, not the leader, manages the project
Team members make adjustments, monitor progress
and manage changes
The team takes full ownership of the project and the
dynamicWIW at W
ERC
NC STATE UNIVERSITY
31
MOURNING
People do not like to leave a high-performing team
Projects are temporary and so inevitably must end
Celebration and closing contracts, documents, etc.
Analysis and evaluation of the project
WIW at WERC
NC STATE UNIVERSITY
WIW at WERC
NC STATE UNIVERSITY
33
Is a process
Individual employees have the autonomy, motivation and
skills necessary to perform their jobs
A sense of ownership and fulfillment while achieving shared
organizational goals
Encouraged by their management
Definition of Empowerment (Meier)
WIW at WERC
NC STATE UNIVERSITY
34
Sharing the knowledge and responsibilities of the
organization and therefore should act in the organization’s
best interests
The so-called “motivated” employee is committed to his or
her own job
The empowered employee is committed to the values and
objectives of the organization
Definition of Empowerment (Meier)
WIW at WERC
NC STATE UNIVERSITY
35
Empowerment involves passing decision making authority
and responsibility from managers to employees
Employees are given general objectives but have flexibility
in achieving the objectives …. “directed autonomy”
Definition of Empowerment (Meier)
WIW at WERC
NC STATE UNIVERSITY
36
Empowerment is broader than delegation, decentralization,
and/or participatory management
Empowerment is the effective application of an
organization’s vision and mission to the selection,
development, and utilization of its total human resource
asset
Definition of Empowerment (Meier)
WIW at WERC
NC STATE UNIVERSITY
37
For empowerment to be effective, management’s role must
change.
Rather than a “command and control” environment, the role
of management is now more of a “player–coach”
The main concern of empowerment is not productivity but
flexibility and responsiveness
Management Implications (Meier)
WIW at WERC
NC STATE UNIVERSITY
38
There is no absolute scale regarding empowerment
The appropriate degree is dependent upon the industry. For
high volume, low cost operations, the degree of
empowerment may not be great
For complex situations in which the environment is
unpredictable and service is often customized and
personalized, gains from empowerment may be quite high
Degree of Empowerment (Meier)
WIW at WERC
NC STATE UNIVERSITY
39
Responsiveness to the marketplace:
Improved customer focus
Greater flexibility
Increased innovation
Better ability to deal with change
Individual development:
Increased motivation, commitment, and enthusiasm
Job enrichment, increased sense of ownership
Improved individual performance
Higher skill levels
Potential Benefits of Empowerment (Meier)
WIW at WERC
NC STATE UNIVERSITY
40
Organizational systems and performance:
Reduced staff turnover
Improved financial contribution
Lower administrative costs
Empowerment can produce benefits for both employees and
employers. Employees often become more satisfied in their
jobs, identify with their jobs and the products they produce
and, as a result are more loyal to the organization
Potential Benefits of Empowerment (Meier)
WIW at WERC
NC STATE UNIVERSITY
41
The objective therefore of
empowerment is to find an
alignment between employee and
employer interests
Final Thought (Meier)
WIW at WERC
NC STATE UNIVERSITY
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WIW at WERC
