QUALMAN (Quality Teams)

7/24/2019 QUALMAN (Quality Teams)

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Quality Teamwo

Ampatin, Arsega, Gueco, Ongkiatco, Park, Santos, Seechung, Viray


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Introduction:

William Edwards Deming: Abandon competition and seek cooperat

Team - a small number of people with complementary skills who ar

to a common purpose, a set of performance goals, and an approach

they hold themselves mutually accountable (Evans, 2011).


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LEARNINGOBJECTIVES:

Know the importance

quality environment

Identify the differentteams

What an effective tea

Examples of teamwor

Issues and concerns


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The Importance of Teams


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The Importance of Teamwork

The principles of total quality r

interdependence of various parts of th

and uses teams as a way to coordinate

Teamwork enables various parts of th

to work together in meeting custom

can seldom be fulfilled by employees

specialty.


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Benefits of Teamwork

Promotes Equality - Teams pro

among individuals, encouragin

attitude and trust.


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Diversity provides unique perspectives - The diversity inher

often provides unique perspectives on work, spontaneous

creativity.


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Develops greater sense of responsibility -

Teams develop a greater sense of responsibility

for achieving goals and performing tasks.

In short, teams provide a variety of benefits thatare not derived from individuals working alone.


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Types of Teams


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Types of Teams: LEADERSHIP TEAM

- Also called as steering committeesor quality council- Management team that lead an organization and provide d

focus.

- Provide the leadership for quality at mid and lower levels of org

- Responsible for establishing overall quality policy and for

implementation of quality throughout the organization


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Types of Teams: PROBLEM SOLVING TEAM

- Teams of workers and supervisors that meet to address workpproblemsinvolving quality and productivity (ex. Reducing amt.

parts, improving process of package sorting)

- Two types of team:

1) Departmental

2) Cross-Functional:employees from about the same hierarchica

from different departments and with special areas of expertise

together for a common goal.


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Types of Teams: NATURAL WORK TEAM

- Team that is organized to perform a complete unit of wassembling a motorcycle, creating circuit plans for a teleperforming a market research study from beginning to end

- People tend towork together everydayto perform a complete u- Their knowledge must be broad rather than narrow; the

interpersonalas well astechnical.


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Types of Teams: SELF-MANAGED TEAMS

o members make and control their own decisions

o members determine, plan, and manage their activities


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Types of Teams: VIRTUAL TEAMS

o Members communicate electronically

o Combination of the Internet, e-mail, phone, fax, video c

PC-to-PC connections, and shared computer screen technol


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Types of Teams: PROJECT TEAMS

o Teams with a specific mission to develop something new or

a task

o Members are usually from different departments, assig

same project


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Cross-Functional Teamwork:


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Cross-Functional Teamwork: DEFINITION

Atask force consisting of people with different functions & skill

is a group of people with different functional expertise working t

common goal.

Typically, it includes employees from all levels of an organization.


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Cross-Functional Teamwork: PARTICIPANTS

Who are feeling the effects of the problem

Those who are causing it

Those who can provide remedies to it

Those who can furnish data

Pretty much EVERYONE in the organization can be a particip


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INTRA-ORGANIZATIONAL vs. CROSS-FUNCT

Natural Work Teams Self-Managed Teams

Problem-solving Teams

Leadership Tea Virtual Teams

Project Teams


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Cross-Functional Teamwork: PURPOSE

Product Development Process Improvement

Implement large-scale organizational changes


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Cross-Functional Teamwork: HOW?

Cross-functional communication

Analysis of flaws & inefficiencies

Problem solving

Implement or recommend solutions

TEAMWORK!


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Cross-Functional Teamwork: INDUSTRY

Besides from the usual, cross-functional, projec

teams in a corporate setting, which industry utiliz

functional teamwork the most?


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Cross-Functional Teamwork: INDUSTRY

Chrysler harnessed all its talents from engineering, design, qualit

manufacturing, business planning, program management, purchasi

finance to work together to get competitive vehicles to market

This new approach brought internal strife

Nevertheless, the development of Chrysler Concorde, Dodge Intr

Vision was ON TIME & UNDER BUDGET

The aforementioned cars exceeded 230 product excellence target


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Cross-Functional Teamwork: BENEFITS

Can go over functional boundaries for fast-paced problem s

Like a surgical strike, a cross-functional team can prec

particular problem with effectively& efficiently

Cross-functional teams can deploy-dissolve-redeploy quick

form another team to solve another problem

Organizations can have multiple cross-functional team

problem simultaneously


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Effective Teamwork

Teams

Main structure of many high performing organizations.

Effective teamwork is critical to a successful quality effort.

If teams are not effective, key businesses will suffer.


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Criteria for Team Effectiveness

1.Team must achieve its goals of quality improvement.

Ex: A steering committee must move the performance exce

ahead, a problem-solving team must identify and solv

problems, a self-managed team must operate and imp

production or service processes.


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Criteria for Team Effectiveness

2. Teams that improve quality performance quickly are morthan those that take a long period of time to do so.

*Strengths of teams:

1. Potential for rapid adaptation to changing conditions.


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Example:

A team that takes a long time to accomplish anything ipotential benefits of having problems solved sooner and is c

greater-than-necessary amount of resources, including the t

to team meetings. In short, it is inefficient.


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Criteria for Team Effectiveness:

3. Team must maintain or increase its strength as a unit.

A team that remains intact over a period of time preserves a

human capital.


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Criteria for Team Effectiveness:

4. Team must preserve or strengthen its relationship with th

the organization.


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10 Ingredients for aSuccessful Team

By: Peter Scholtes


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10 Ingredients for a Successful Team:

1.Clarity in team goals.

As a sound basis, a team agrees o

purpose, and goals.


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2. An improvement plan.

A plan guides the team in determining schedules

and mileposts by helping the team decide what

advice, assistance, training, materials, and other

resources it may need.


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3. Clearly defined roles.

All members must understand their duties and know

who is responsible for what issues and tasks.


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4. Clear communications.

Team members should speak with clarity,

listen actively, and share information.


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5. Beneficial team behaviors.

Teams should encourage members to use

effective skills and practices to facilitate

discussions and meetings.


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6. Well-defined decision procedures.

Teams should use data as the basis for

decisions and learn to reach consensus on

important issues.


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7. Balanced Participation.

Everyone should participate, contribute their talents,

commitment to the teams success.


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8. Established ground rules.

The group outlines acceptable and

unacceptable behaviors.


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9. Awareness of group process.

Team members exhibit sensitivity to nonverbal com

understand group dynamics, and work on group process issu


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10. Use of the scientific approach.

With structured problem-solving processes, teams can mor

root causes of problems.


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Team Membership and Roles

Dream team approach

Examples:

- 1992 U.S. Basketball team won gold medal in Barcelona

Rationale:- The most important elements of team processes are the t

members themselves.


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To be effective...

1.Team members must be representative of the departments

functions related to the problem being addressed.

Example:

A steering committee made up of members from one part of organization would be insufficiently representative of the org

be effective.

T b


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To be effective...

2. Team members assume a variety of roles in performingth

Example:

- Some are task-oriented: initiating projects, collecting inf

and analyzing data, etc.- Others are relationship oriented: encouraging other team

listening carefully, and respecting others opinion.

T b ff ti


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To be effective...

3. Team members must possessthe necessary technical kno

solve the problem at hand.

Example:

- Understanding metallurgy for a team in a steel mill or uncredit approval for a team in a bank.

T b ff ti


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To be effective...

4. DiversityMany organizations found that the best decisions stem from

ideas between different individuals with varied b

experiences, and interests.

T b ff ti B t l f di it t


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To be effective: Best example for diversity team

Power of Differences

- The course focuses on the companys conviction that i

based organization, that innovation and ideas are cr

business, and that diversity of thought gives the best solu

- Lesson:It teaches that these solutions arise from the int

style and approach and personality types.

T k i A ti


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Teamwork in Action

Sentara Norfolk General Hospital

T k i A ti S t N f lk G l H


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Teamwork in Action: Sentara Norfolk General H

Problem: Results of the radiology department of Sentara Nor

Hospital always took so long to be released (72.5 hours)

Type of team used:Problem Solving team (9 people)

Solution: The team focused and observed the processes of Xray

days. They noticed that it had 40 steps and 50 causes of delay. They

the steps by using a cross functional method. Ex : The photodeveloped by the X-ray technologists rather than waiting for the

service.

Improvement:People only had to wait for 13.8 hours

T k i A ti


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Teamwork in Action

Wikipedia

Teamwork in Action Wikipedia


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Teamwork in Action: Wikipedia

Problem: Monitoring of things that go on the site

Type of team used:Virtual team

Solution: The owner of Wikipedia Jimmy Wales appointed made a c

Wikipedians who are warned when things on the site are changed

authority to track down anybody who vandalizes the website

Teamwork in Action


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Teamwork in Action

Analog Devices Cambridge Wafer Fab

Teamwork in Action: Analog Devices Cambridge Wa


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Problem: The new wafer fabrication plant, under a new divisi

Devices, is under time pressure to be up and running with onlyThey need people to run and manage the plant effectively and effici

Type of team used: Self-managed teams (4 teams)



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Solution: Analog Devices has 4 separate, self-managed team to run

the plant. Since the wafer fab needs to be constantly running for 24 days a week, the 4 teams have schedules for different shifts. Each

need supervisors. Each team can handle different areas of the

chemical vapor deposition, trim, thin films, and etc. The roles

member rotate occasionally.

Improvement: The new plant was up and running on time with only

Productivity was also higher than expected.

Teamwork in Action: The ASQ Team Excellence A


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The ASQ Team Excellence award

in 1985 to showcase how well a t36 criteria for an excellent team.

The criteria ranges from project

action planning to projects

organizational goals.

Teams from all over the world

minute video explaining their

processes.



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Some of the teams who comp

competition:

1) Fidelity Wide Processing B

Process Management Team

Winner)

They aimed to reduce shipping a

unit costs through the use of cro

management and utilization of qu



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competition:

2) DynMcDermott Petroleum

Company, Vehicle Accident

Improvement Team

This team aimed to reduce th

vehicle accidents involving

vehicles.



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competition:

3) Baxter, Cartago, Costa Rica

Circuits Problem Solving Team

This team was able to reduce c100% and create a better ergono

process by tackling the prob

separation of components on

circuit.



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competition:

4) JPMorgan Chase, Right the Firs

This team used the six sigma

analyze data and processes customer experience and redu

costs.

Issues and Concerns:


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Issues and Concerns:

1) Absence of team identity

2) Difficulty making decisions3) Poor Communication

4) Inability to resolve conflicts

5) Lack of participation

6) Lack of creativity

7) Groupthink8) Ineffective leadership


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POP QUIZ


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TRUE or FALSEIf the answer is false, state the correct a


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TRUE or FALSETeams provide multifarious benefits that are not derive

individuals working alone.


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TRUE or FALSEProblem Solving team is also called as quality counc


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TRUE or FALSEIn Visual Teams, members communicate electronica


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TRUE or FALSELeadership Teams are those teams with a specific mission to

something new or accomplish a task


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TRUE or FALSECross-Functional Teamwork consists exclusively of membe

top management.


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TRUE or FALSEProblem-Solving Team is an example of a Cross-Functional


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TRUE or FALSEPeter Holtes established the 10 Ingredients for a success


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TRUE or FALSEThe ASQ Team Excellence award was launched to showcase

team can meet the 37 criteria for an excellent team


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TRUE or FALSEIntraorganizational and Cross-Functional Teams are two ty

under Problem Solving.


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TRUE or FALSEOrganizations cannot have multiple cross-functional teams to s

problem simultaneously.


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How does Wikipedia virtual team environmenthe principles discussed in this Chapter? For

which of Peter Scholtes ingredients for a suteam are evident? Justify your answer

Answer Key:


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1) True

2) False - Leadeship Team

3) False - Virtual Teams

4) False - Project Teams

5) False - all levels

6) False - Intraorganizational Teamwork

7) Fakse - Peter Scholtes

Answer Key:


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8) False - 36 Criteria

9) False - Departmental and Cross-Functional Teamwork

10) False - Organizations can have multiple cross-functional team

problem simultaneously

References:


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Evans, J. R. (2011).Quality Management, Organization, and Strategy(6

ed.). South-Western Cengage Learning.

Nguyen, S. (2010, December 17).Eight Common Problems Teams Enco

Retrieved October 3, 2015, from Workplace Psychology:

http://workplacepsychology.net/2010/12/17/eight-common-pro

teams-encounter/

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