Team Working in TPM

Why are we interested in Team Working?

Restructuring the Workplace

• Fewer levels of hierarchy
• More demands
• Less time
• No room for empty jobs
• No room for empty bosses
• Greater need for skilled workforce
• True productivity

True Productivity Means…

• More Teamwork
• More brains
• Less stupidity

TPM provides : “WHAT TO DO”

Team Working provides: ”THE WAY TO DO IT”

World Class Manufacturing

• World Class manufacturing changes the traditional view that labor is the problem and equipment is the solution;
• The new focus is that equipment is the problem and labor is the solution.

Manufacturing Advantage – Plant

• Innovation is generally restricted to process and shaping;
• Innovation is generally restricted to single products;
• Some competitive advantage on discrete products;
• Most equipment is obtained from suppliers;
• Our competitors use the same suppliers;
• Therefore there is no real competitive advantage from the equipment.

Plant only provides the potential for Competitive Advantage

Manufacturing Advantage – People

• Commonly supplied equipment can give uncommon performance when improved and used effectively;
• Competitive Advantage by improving and using equipment more imaginatively & effectively than competitors;
• Improvement of equipment can start in the design and commissioning stages;
• Therefore commissioning time can be reduced;
• Improvement and more effective use of equipment after commissioning can enhance Competitive Advantage.

People realize the potential of equipment for Competitive Advantage over all products.

Plant + People Gives Competitive Advantage

Team Work…

Small group of people who cooperate together in such a way that they accomplish more than the sum of the individuals

SYNERGY 1 + 1 = 3

A group of up to 10 people who rely on each other to reach a common purpose.

Team Development

Effective Working Teams

• Informal – lack of tension
• Commitment & determination to the goals of the team
• Discussion where all participate
• People listen
• Decision making based on facts and data
• Comfortable when disagreeing – attack issues not people
• Acceptance of differences in opinion
• Ability to resolve conflict
• Strong constructive feedback – that is accepted
• People feel free to express themselves
• A supportive atmosphere
• Belief in one another
• High motivation to communicate and work together.

Key Team Working Values

• Anything can and should be improved
• Teamwork works
• There is value in difference
• Problems are golden nuggets
• Each team member makes a difference
• The person doing the job knows it best
• The improvement process is never finished
• Involvement builds commitment
• Support builds success.

Stages in Team Development

Balance Between People & Task

Moving to High Performance

Forming

• Group of individuals
• Little or no identity
• What is this all about?
• Why me?
• Can I cope?
• Who are the other people I am now working with?

Storming

• Conflicts identified
• Unclear objectives
• Unclear priorities
• Formation of sub-groups
• Difficulty in resolving problems
• Disagreement over resources Switching off

Norming

• Trying things out
• Improvement in commitment
• Developing trust
• Formulating framework
• Key issues
• Roles and responsibilities
• Differences recognised and accepted

From Storming to Norming

Performing

• Differences highly valued
• Very effective communication
• Team is envied by outsiders
• Continuous learning evident
• Individuals cover for each other

Norming to Performing

• COMPLETELY COMFORTABLE
• MANAGING PEOPLE’S EXPECTATIONS
• MATCHING SKILLS & COMPETENCIES
• TO WHAT’S NEEDED
• NOT TIME DEPENDENT
• COMMUNICATION

What Leadership Styles?

Leader styles to aid Team Member Development

What Good Leaders Do

• Select, shape and bond the team
• Take symbolic action
• Break bottlenecks and barriers to change
• Establish tough yet achievable goals
• Empower people
• Establish clear, energising and shared vision

Characteristics of Good Leaders

• Integrity, trust, respect and loyalty
• Power to inspire commitment
• Direct in a democratic and fair way
• Build and acknowledge successful individuals and teams
• Create and manage change
• Manage complexity and ambiguity
• Clarify and communicate well
• Use power wisely
• Action orientated

Requirements for Success

The Right Combination for Change…

Key learning points

• Team working is not rocket science
• TPM is about PEOPLE
• There is a lot of information available on this subject & a great deal of consultancy and training agencies who can provide help in this area.

BUT !!!

• Don’t underestimate how hard it is to successfully implement & sustain Team Based Improvement
• Don’t forget…….Leaders provide Leadership
• Don’t assume you can just get a consultant in to “set up team working and facilitate high performance teams”.