Lean six sigma process improvement tools and techniques by donna summers chapter 05

Process Improvement Teams• The quality circle concept has been adapted and modified over time to become the process improvement teams used in lean Six Sigma organizations.. Process Im

Process Improvement Teams

Chapter 5

Process Improvement Teams

The whole employee involvement process

springs from asking all your workers the

simple question, “What do you think?”

• Donald Peterson, Former Chairman of Ford

Motor Co.

Process Improvement Teams

• Dr Kaoru Ishikawa (1915–1989)

became one of the first individuals to

encourage the use of process

improvement teams Called quality

circles, these teams meet to solve

quality problems related to their own

work

Process Improvement Teams

• The quality circle concept has been adapted and

modified over time to become the process

improvement teams used in lean Six Sigma

organizations

• Membership in a process improvement team is often

voluntary

• Participants receive training in the key process

improvement tools, determine appropriate problems

to work on, develop solutions, and establish new

procedures to lock in quality improvements

Process Improvement Teams

• Lean Six Sigma organizations tap into

the knowledge and skills of their

employees to improve company

competitiveness

– Training: job-related skills

– Education: broader base of knowledge

Process Improvement Teams

Coming together is the beginning

Keeping together is progress

Working together is success.

» Henry Ford

Process Improvement Teams

• Change is a cycle that requires

momentum and clear direction from

leadership

Process Improvement Teams

• People can have a variety of attitudes

about change:

– I wish I could change

– I want to change

– I will make this change

– I will make this change no matter what

Process Improvement Teams

• To Make a Change:

– What is the desired end result? Can you picture

it?

– What actions will you take to make the change? – What is the time frame for the change?

– How will you stay motivated?

– How will you know you have changed?

– What will your indicators be?

Process Improvement Teams

• Lean Six Sigma teams attack costs,

productivity, and quality issues

– Teams consisting of people who have

knowledge of the process or problem under study are given the task of

investigating, analyzing, and finding a solution to the problem situation within a specified time frame.

Process Improvement Teams

• Lean Six Sigma teams are composed of

those closest to the problem, representatives

of those affected by the change, as well as a

few individuals from middle management with

the power to effect change

Process Improvement Teams

• Team members must possess a variety

of skills, including problem-solving

skills, planning skills, facilitation and

communication skills, and feedback and

conflict management skills.

Process Improvement Teams

• Team Dynamics

– Personal identity in the team

• Membership, Inclusion

• Influence, Control, Mutual Trust

– Relationships between team members

– Identify with the organization

• Will my loyalty to the team conflict with loyalty

Process Improvement Teams

• Stages of Team Growth: Formation

– Since a team is composed of a group of

individuals who are united by a common goal, the best teamwork will occur when the individuals focus on the team’s

objectives rather than personal motives.

Process Improvement Teams

• Stages of Team Growth: Stormy

– While working together, team members must

understand and agree on the goals of the team

They must establish and adhere to team ground rules for behavior and performance expectations

To ensure harmony in the team, all members must participate and the responsibilities and duties must

be fairly distributed This means that each team member must understand what his/her role is in the completion of the project.

Process Improvement Teams

• Stages of Team Growth: Performing

– For teams to work, management must set clear goals

that are aligned with the mission and strategic direction of the firm

– Leadership must communicate the scope and

boundaries of the project and how the team’s progress and performance will be measured

– To be successful, teams need the appropriate skills in

a supportive organizational culture and the authority

to do the job that they have been asked to do.

Process Improvement Teams

• Stages of Team Growth: Concluding

– When the project is complete, the team is

disbanded or asked to work on another project