Work Groups & Teamworking

www.beyondlean.com

Traditional Organisation

www.beyondlean.com

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

www.beyondlean.com

Lean Organisation

www.beyondlean.com

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

www.beyondlean.com

The theory behind workgroups?

www.beyondlean.com

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

Maslow’s Hierarchy of needs

Human needs / behaviours

www.beyondlean.com

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.

Human needs / behavioursMaslow’s Hierarchy of needs

www.beyondlean.com

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?

Human needs / behavioursMaslow’s Hierarchy of needs

www.beyondlean.com

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.

Human needs / behavioursMaslow’s Hierarchy of needs

www.beyondlean.com

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

Human needs / behavioursMaslow’s Hierarchy of needs

www.beyondlean.com

Survival & ReproductionThe 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.

BelongingThe need to be part of a group

PowerThe 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 choice’s of one’s own (empowerment)

FunDiffuses tension, critical because everyone else is also trying to get as much of the other 4 as possible!

Control Theory: The needs that drive human behaviour

www.beyondlean.com

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.

Work Groups

www.beyondlean.com

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

Work Groups

www.beyondlean.com

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

Work Group Definition

www.beyondlean.com

Lean Work Group Summary

Full-Time Work Group Leader

Clear Roles and Responsibilities

& ObjectivesTraining

Communication Meeting Time

and Place

Lean Organisation that Supports Work Groups

Correct Work Group Leader to Operator ratio

www.beyondlean.com

Team(5)

Team Leader(5:1)

Team Leader(5:1)

Team Leader(5:1)

Team Leader(5:1)

Group Leader(4:1)

Asst. Manager(4:1)

Manager(4:1)

Asst. General Manager

General Manager

Team(5)

Team(5)

Team(5)

Position Roles & Responsibilities Time on floor

Team Member Safety, Quality, Production 100%Team Leader Absence cover, support 100%

job rotation, andon responseProblem solving & kaizen

Group Leader Runs group, support T/L 100%Answers for the teamsAdmin

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, SupplierQuality Engineering Window to DesignProduction Control Inventory ControlProduction Engineering Functional, dedicated by Dept.Design Engineering Interact with Quality engineersMaintenance dedicated by Zone cross functionalAudit Lab Final vehicle audit

Toyota Organisation

www.beyondlean.com

Member 1 Member 2 Member 3 Member 4 Member 5

Team Leader

Ratio 1:5Teamleader involved in absenteeism planning = creates ownershipRegular Kaizen activities

Window roles

March July November

unplanned

planned

%

Work Group Definition

www.beyondlean.com

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

Conventional Organization Structure

A team leader has to be selected, should never be elected !

Team Leaders Role

www.beyondlean.com

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

www.beyondlean.com

Team SpiritPeople do not

hessitate to ask for support

Good Humor

Ability to STOP, CALL,

WAIT

Able to initiate changes

Safer working Environment

Regular Feedback on Issues raised

People Involvemen

t in Changes

Person is part of a team (not individual)Know who

to ask for help

People do know what to expect

today and every day

Trusting and supportive

environment (no blame)

www.beyondlean.com