Document KJRDo21KOeLxZZoxbpX2G8VOo

T E A M IN G ARD 004457 ASBESTOS MANAGEMENT TEAM INTRODUCTION OF TEAM - BRUCE HOW TEAM WAS FORMED - GARY REVIEW OF TEAM CHARTER - GARY DISCUSSION OF TEAMING - BRUCE CREATION OF GROUND RULES - BRUCE ESTABLISH MEETING TIME - BRUCE SET NEXT AGENDA - GROUP i INITIAL MEETING 6/26/91 I ARD 004458 ASBESTOS MANAGEMENT TEAM SPONSOR - GARY GRIESBACH - 8302 FACILITATOR - LARRY ZOTZ - 8251 LEADER - BRUCE COX - 8786 MEMBERS - GENE TROGGIO - 8546 JIM RICHTER - 8360 KEVIN ROLAN - 8310 DAN PIERCE - 8544 JESSE LOVE -87^7 RESOURCE FRANK KRAMER - 8438 ARD 004459 What is a Team? Has a mission and purpose Exhibits synergy; the whole is greater than the sum of its parts Uses a common process to reach their goals P^ccert./ of Alcoa - Co net. duplicate or expose to Non-Alcoans ARD 004460 TEAM VS. GROUP Team: Has a purpose Group: Several individuals together Has no purpose ARD 004461 Example: Business Team A training departmentforms a team to benchmark against other corporate training functions. 4. Customer/Supplier Teams a. Composed of members from two or more companies. b. Work together to solve problems, improve manufacturing techniques, etc. c. Exchange of data, materials, and quality improvement ideas become transparent to company boundaries. d. Information is shared in an open style, and the traditional adversarial roles are broken down. e. Meetings usually alternate between the customer and supplier locations. 'Example: CustomerlSupplierTeam \ ,, Kodak and Alcoaformed a team to reduce lead time, inventory, and rejection rates for litho sheet. Task/Project/Juran Team a. Includes persons from one or more functional areas; members are selected because their backgrounds and experiences relate directly to the problem. b. Are formed to solve a specific problem or set of problems. c. After the problem is solved, the team usually disbands. d. Team members and task are assigned by management. Example: Task, Project, orJuran Team An area supervisor in thefinishing areaforms a team to identify ways to decrease v wv im C Property of Alcoa - Do not duplicate or expose to Non-Alcoans ARD 004462 Ce ADVANTAGES OF TEAMS Accumulate more facts Broader perspective Generate more ideas Provide opportunity to work with employees from all area Create* a' sense'hf' project ownership c What Happens When Teams are Too Large? Camnrninfcarm channels increase dramatically: Team Size Number of Possible Communication Channels 75 2,295 11 11,253 Thus the amount of time required for consensus Is extended Processes take longer Teams may lose momentum ARD 004464 c Property or Alcoa - Do net. duplicate or expose to Non-Alcdan* Structure for Teams 1. Identify the appropriate opportunity for teams 2. Select members based on their ability to support team objectives .3. Create teams that number from five to seven persons 4. Support team dynamics and the appropriate systematic process 5. Let teams know: How they fit into the organization To whom they report progress and results 6. Establish models for team structure suitable for your location. ! C '3r:cer: y of Alcoa Do not duplicate or expose to Non-Alcoans ARD 004465 40 Selecting Team Members Select individuals who have: The proper mix of skills The ability to assist in implementation Knowledge of the problem area or data from a similar project Knowledge of processes and products j A balance of interpersonal styles Belief in team processes Personal credibility (respected by others), and Would benefit from a developmental assignment Property Of Alcoa Go net duplicate or expose to Non Alcoans ARD 004466 r Selecting Team Members continued Select individuals who can contribute: No hidden agendas Commitment to group goals, and ' The following personality characteristics: unselfishness patience listening skills openness assertiveness self-motivation dependability creativity compatibility Property of Alcoa Do not duplicate or expose to Non A1ccans ARD 004467 74 r 4 Qd The M r's Role Provides the team with mission, goals & expectations Is held accountable for team work Determines team authority < Support team and team mission c Property of Alcoa~Do not duplicate or expose to Non-Alcoan ARD 004468 72 Team Leader Criteria Leadership skills Member of a team Open to alternative solutions and opinions Meeting skills (negotiation, facilitation and handwriting skills) Shares credit for team accomplishments Good listening skills Committed to team processes and group goals An enabler (gets things done) / or Alcoa Do net duolicate or expose to Ncn-Alcoans ARD 004469 (0 The T earn Leader's rune Leading meetings according to an agenda Leading team through the systematic team process Teaching/refreshing the Quality Improvement tools and technique: Communicating progress to the team Communicating/coordinating with supervisor and facilitator Sharing experience and knowledge Administrative duties rcoerty of Alcoa - Do not duolicace or expose oo Non-Aicoans 77 4R0 004470 Facilitator Criteria Experience as a team member and/or team leader Experience with the Alcoa Quality Improvement Process and statistical methods Positive attitude Communication skills Credible and respected by others Negotiation skills Effective "bag of tricks" or techniques for resolving group conflici oT -'icca - Do net duo 1 icate or e.xocse to Non-Alcoans ARD 004471 r Facilitator's Role Provide skill in: Team dynamics Conflict resolution Holding effective meetings Problem solving tools and techniques Alcoa's QI process I Advanced statistical methods Be a resource to: Facilitate team interactions Help team leaders carry out their responsibilities Help individual team members Consult with management on any aspect of teams Provide additional statistical training c ARD 004472 -cert. c~ -*cca - Co nee duoiicate or e'Dcse to Ncn-Alcoans ec Team Authority Determine if teams have the authority to do the following: Determine the best solution from alternatives Obtain needed resources Select and form sub-teams to carry out implementation, et Change work procedures c ARD 004473 ?,::er:y of Aicc3 - Co net clocl icaie or e^Dose to Ncn-Aicoans f Team Accountability Meeting agreed upon goals Identifying alternative solutions $ Planning for implementation Staying within budget Reporting team progress to management c " r C D ! r cca - Co not CocliC3te or e-pcse to Non-Alco ns ARD 004474 83 r Stages of Team Development Form Attempt to identify roles and expectations Early dependence on leadership Test behaviors; what is or is not acceptable Low productivity Storm Fighting, defensiveness, and competition Disunity, increased tension, and jealousy Rebellion against process Limited productivity c ARD 004475 p^ocerty of Alcoa - Do not, duo' icate or e*ocse to Non-Alcoans Stages of Team Development Norm Attempt to achieve maximum harmony Development of team cohesiveness with a common spirit Establishing and maintaining team boundaries Moderate productivity Perform Insight into personal and interpersonalprocesses Constructive flexibility Team is self-fulfilling and leadership is shared High productivity Adapted from B.W. Tuchman, 'Developmental Sequence in Small Groups.' Psychological Bulletin. 63. FP-334-399. ( / Pr; Cert. Alcoa Co nc t ARD 004476 `l"3te or J\ccse to Non-Alccans