9/15/2015
Team
Teams
In Quality Management
By: Prof. Jerome Alvarez
Team
It provides a variety of benefits that are not derived from
individuals working alone.
Team
A team is a group of people with a common,
collective goal. The rationale for the team
approach to work is that two heads are better
than one. A group of people becomes a team
when the following conditions exist:
There is agreement as to the mission
Members adhere to ground rules
There is a fair distribution of responsibility and
authority
People adapt to change.
A small number of
people with
complementary skills
who are committed to a
common purpose, a set
of performance goals,
and an approach for
which they hold
themselves mutually
accountable.
Team
A central facet of Total Quality.
Everywhere in TQ organizations: At the
top and bottom and in every function and
department in between.
Provides pride and joy in work. (Deming)
Team
Teams can be classified as department,
process improvement, and task force teams.
Factors that can promote the success of a
team are:
Personal identity of team members
Relationships among team members
The teams identity within the organization.
9/15/2015
Team
Strategies
Teams are not bossed. They are coached.
Coaches are facilitators and mentors. They
promote mutual respect among team members
and foster cultural diversity.
10 Commandments of a Team
1. Interdependence
2. Stretching tasks
3. Alignment
4. Common language
5. Trust/respect
6. Shared leadership/followership
7. Problem-solving skills
8. Confrontation/Conflict handling skills
9. Assessment/action
10. Celebration
Groups
vs.
Teams
Think they are grouped together for
administrative purposes
Feel a sense of ownership for their jobs
and team.
Tend to focus on themselves.
Contribute to the organizational success.
Are told what to do; suggestions not
encouraged.
Work in climate of trust and are
encouraged to openly press ideas,
opinions, disagreements, and feelings.
Are cautious about what they say and
game play; do not communicate what
they really mean.
Practice open and honest communications.
May receive good training but are limited in
applying to the job by the supervisor or
other group members.
Are encouraged to develop skills and apply
what they learn on the job.
May or may not participate in decisions
affecting the group.
Recognize their interdependence and
understand personal and team goals
are best accomplished with mutual
support.
Find themselves in conflict situations that
they do not know how to resolve.
Recognize conflict is a normal aspect of
human interaction and view it as an
opportunity for new ideas and creativity.
TEAM LEADER
Be clear on the
teams mission.
Identify success
criteria.
Be action centered.
Establish ground
rules.
Share information
Cultivate team unity.
TEAM MEMBER
Gain entry.
Be clear on the
teams mission.
Be well prepared
and participate.
Stay in touch.
Character Traits of Teams
Honesty
Selflessness
Dependability
Enthusiasm
Responsibility
Cooperativeness
Initiative
Patience
Resourcefulness
Punctuality
Tolerance/Sensitivity
Perseverance
Stages Of Group Growth
PERFORMING
NORMING
STORMING
FORMING
2
9/15/2015
Team Handbook: How to use teams to improve quality? Peter
Scholtes
Teams Grow and Mature through Four Stages:
1. Forming members get to know each other
2.
Storming Clarifying roles, tasks, and team processes
3.
Norming members begin to become more accepting
of the purpose of the team and exhibit reconciliation,
cohesion, and harmony.
4.
Performing Members act as a team to focus on
problem solving and continuous improvement.
Storming
FEELINGS
Resistance
BEHAVIORS
Arguing among
members
Bid for power,
choosing sides
Tension, lack of unity
Establishing
unobtainable goals
Performing
FEELINGS
Insightfulness towards
others
Satisfaction towards
the groups progress
BEHAVIORS
Constructive selfchange
Conflict management
Teamwork
Forming
FEELINGS
Excitement
Anticipation
Optimism
BEHAVIOR
Identifying the task
Deciding what is
acceptable group behavior
and how to handle conflict
Abstract discussions
No clear focus on task or
problem
Complaints
Norming
FEELINGS
Constructive criticism
Acceptance into the
group
Relief the group is
headed in the right
direction
BEHAVIORS
Personal discussions
Common goals
Cohesion
Realistic group
parameters
Ishikawas 100 point weighted
evaluation method:
20 points for selection of the problem.
20 points for cooperative efforts
30 points for understanding and analyzing the
problem
10 points for results or solution
10 points for standardization and prevention of
occurrence
10 points for reflection (rethinking) about the
problem
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Types of Teams:
1.
Types of Teams:
Functional Team
Composed of voluntary members from similar functional or
work areas.
Focus on process improvements
Often best qualified to recognize and fix processing problems.
Typically make up 80 percent of total number of teams in an
org.
Identify, select activities, develop, and recommend effective
solutions to solve specific problems and processes.
Usually remain in existence after reaching desired goals and
solving a problem.
Popular example: Quality Circle
Types of Teams:
3. Self-managed and Self-Directed teams
used to describe the empowered groups of people who practice
participative management.
Does not mean the team is leaderless or structureless, or that the
teams authority has no boundaries.
Implies that employees on team are granted authority and freedom
to make decisions within their groups. Many of these decisions
were previously reserved for managements.
May make decisions about process improvement, training needs,
peer evaluation, setting team goals, and other matters.
Teamwork
Teamwork has often meant compliance. It
can promote improved communications
through out the organization.
It often helps, promote, train, and develop
individuals for other responsibilities within
the organization.
2.
Cross-functional teams
Comprised of members from various departments or functional
areas in the organization.
Sometimes called Task teams, force, or groups - created to
accomplish a relatively narrow range of purposes within a
specified time frame.
Comprise about 20 percent of the teams in the organization.
Members are from production, purchasing, contracts,
engineering, or other areas.
Are Ad-hoc and should disband after the problem is solved.
Example: Project Team for a specified functional area or
short-term task, they do not function in isolation.
Reasons for Team failures:
1.
2.
3.
4.
5.
No team development or model
No or poor team training.
Wrong team focus
Unmet expectations
Lack of management commitment to team
concepts
Teamwork
Widespread and a key contributor to TQ
success.
Can be viewed in three ways:
Vertical: between top management and lower-level
employees.
Horizontal: within work groups and across
functional lines (cross-functional teams).
Inter-organizational: partnerships with suppliers and
customers.
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What is a Quality Circle?
Voluntary groups of employees who work on similar
tasks or share an area of responsibility
Typically meet on regular weekly basis to identify
processing problems and develop solutions.
They operate on the principle that employee
participation in decision-making and problem-solving
improves the quality of work
How Do Quality Circles Work?
Volunteers
Set Rules and Priorities
Decisions made by Consensus
Use of organized approaches to ProblemSolving
All members of a Circle need to receive training
Members need to be empowered
Members need to have the support of Senior
Management
Summary of History and
Practices
Quality Circles were first seen in the United
States in the 1950s
Quality Control Circles were developed by Dr,
Kaoru Ishikawa in Japan in the 1960s
Circles were re-exported to the US in the early
1970s
1980s brought Total Quality Management and a
reduction in the use of Quality Circles
How Can They be Used in an
Organization?
Increase Productivity
Improve Quality
Boost Employee Morale
Problems faced by Quality Circles
Inadequate Training
Unsure of Purpose
Not truly Voluntary
Lack of Management Interest
Quality Circles are not really empowered to
make decisions.
