Cross Functional Team Leadership WorkshopProspectus

Contents

• General Introduction• Cross Functional Team Building Defined• Cross Functional Team Building Leadership• Strategic Workshop on Cross Functional Team Leadership – Application• Executive Interviews • Workshop Day One: Overview• Workshop Day Two: Overview• Workshop Day Three: Overview

TEAM INTRODUCTION

• MARTIN STEIN • PEDRO CARPES

• FOR MORE INFORMATION: CONTACT martin.stein@comcast.net

Challenges

• Does your organization have the “fire fighter” mentality? • Are you looking for an approach where alignment and culture are positive

forces for change?• Are you interested in a process that helps middle management accept and

promote accountability?• Can you see examples of “nonsensical bureaucracy” that hamper attainment

of strategic initiatives?• Would you like to create an integrated, ongoing team based systematic

process for identifying and solving barriers to growth?

GENERAL INTRODUCTION

• Implementation of the Toyota continuous improvement process assumes the existence of an infrastructure of team based leadership. CFTL (Cross Functional Team Leadership) is not easy to create and to sustain. There is now an approach for introducing this concept and for developing breakthrough strategies using team based innovation.

• Although similar workshops have been conducted in a variety of contexts such as an automotive manufacturer, medical supply producer and an airline, there is now an advanced approach for generating a cross functional team leadership approach using value alignment and internal based consulting techniques.

• The design of the workshop utilizes a structure for policy, program and practices that interrelate with the values, behaviors and systems of the organization. This structure, strategic adaptation, consists of concepts drawn from MIT Professor Senge on how to create a learning organization and from the Harvard Business School Professor Porter on Competitive Strategy formulation. By combining these two powerful techniques, the teams are focused on identification of barriers and enablers with a resulting innovative approach for continuous improvement.

• To meet the challenges of the future, organizations will have to create a culture of learning and innovation. This process will help launch the new culture and develop experiments that test advance measures of continuous improvement. GE’s former CEO Bill Welch has identified lack of accountability of middle management and the existence of nonsensical bureaucratic behavior as the two major problems impeding successful implementation of corporate strategy. The new methodology will target eradication of these barriers and design breakthrough strategies that enable success in the very competitive industrial environment of the future.

• Companies that have concerns about growth for 2020 or that face challenges related to safety, security, lack of innovation and rapid technological change will want to consider how to take advantage of the Cross Functional Team Leadership program now being offered on a Pilot Basis by two experienced team building leaders that will draw on experience from multinational companies such as Kellogg, Coca Cola and Unilever.

CROSS FUNCTIONAL TEAM BUILDING DEFINED

• We present a process consisting of cross functional teams to identify and evaluate dynamic measures of continuous improvement. The sequence begins with a series of value oriented interviews to create alignment and structure for the initial team building workshop. At the workshop, the teams are challenged to identify the new measure and to determine the barriers and enablers for future improvement.

• Teams are divided into groups that focus on three aspects of continuous improvement: practice, programs and policies. The teams report on the results of the initial two hour round of discussions and then they exchange these results with the other teams. In the second round, a consensus for definition of the new measure is presented and in the third round, an experiment is designed to test this measure.

• Two experienced team building leaders will draw on experience from multinational companies such as Kellogg, Coca Cola and Unilever to design and implement CI (Continuous Improvement) Systems.

CROSS FUNCTIONAL TEAM LEADERSHIP

• This method will allow teams to accept responsibility for the initiatives and create pilot experiments that solve critical problems.

• The teams consist of internal staff that are knowledgeable in key areas but who often may not share that knowledge.

• Narrow functions do not permit the staff to engage in broader discussions and to eliminate barriers to implementation of a strategy.

• Gaps may exist in policy, program and practices that need to be addressed before new initiatives are launched.

• The leadership process that is developed can convert a negative culture into a positive one supported by teams that enable the change process.

Confirm Strategies, Vision and

Mission

Develop Breakthrough Strategies

• Form Teams• Develop Implementation

Strategy• Creating Tracking System• Eliminate Barriers and

Myths• Implement Enablers

Evaluate and Update

Organisation Structure

• Evaluate and update Incentives

• Identify Barriers and Enablers

• Surface Myths

Create New Culture• Alignment of Management• Knowledge Sharing• Leadership Programs• Innovation and Training• Monitor Results

StartConduct Interviews

No Agreement

No Agreement

Cross Function Teamwork Leadership

Strategic Workshop on Cross Functional Team Leadership – Application

EXECUTIVE INTERVIEWS

• Conducted on your site prior to workshop to develop a better understanding of the current situation, values and issues.

• Focus on expectations and future plans• Open-ended and will last approximately one hour each• Summarized into a Value Alignment Matrix to be used in the workshop with

anonymous comments• Criteria for selection of interviewees to be determined and flexible.

WORKSHOP DAY ONE: OVERVIEW

• Introduces the Teams and Their Mission• Focuses on Current Situation

– Utilizes the Double Triangle Method to Identify misalignment, gaps and culture or climate issues

– Understanding of the Hoshin Planning Process– Introduces Teamwork Methods and Rules– Introduces the concept of the Team Champion and Team Leaders– Introduces the concept of a Breakthrough Strategy using existing and

proposed KPI’s– Work in current situation analysis– As output, ensure clarity on Positive, Negative, Inhibitors and Enablers

elements

• Sorts topics discussed into 4 categories: Inhibitors, Enablers and Positive and Negative Cultural Factors from 2nd Round

• Teams create plans to achieve the Breakthrough and Cross Critique each plan

• Teams reconvene to prepare revised plan with preliminary suggestions for potential experiments

• Experiments and Resources Needed for a Pilot are Proposed by the Teams• Create a Implementation Master Plan

WORKSHOP DAY TWO: OVERVIEW

• Team Presentations on the Pilot• Cross Critique the Plans • Revised Plans are Prepared• Benefits of the Pilot are Analyzed• Schedules are Prepared• Data Requirements are Considered: Before and After KPI’s implementation• Policy Issues can be deferred to a Policy Team and review by Executives• Final Master Plan to be validated by stakeholders

WORKSHOP DAY THREE: OVERVIEW

Downtime for Lines 1-4: Before and After Change

Category 1 Category 2 Category 3 Category 40

1

2

3

4

5

6

Series 1 Series 2 Series 3

Productivity and Impacts of Training

• Training Impacts Productivity

• Best Practices Introduced• Group B has Higher

Productivity!

Group A Group B

Class 1 82 95Class 2 76 88Class 3 84 90

Tasks Performed by Each Group Before Training

Group A• Task 1• Task 2Group B• Task 1• Task 2Group C• Task 1

• Training Plan for Groups A-C

• Groups A and B Perform Same Tasks

• Group C Only Performs Task 1