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Quality Teamwork: Quality & Performance Excellence, 8 Edition

This chapter discusses the importance of quality teams in organizations. It identifies different types of teams such as leadership teams, problem-solving teams, natural work teams, self-managed teams, virtual teams, and project teams. Factors for successful teamwork include clarity of goals, roles, communication, and support from management. Teams can improve quality through problem identification and resolution. The use of teams relates to organizational behavior theories like sociotechnical systems and organizational development.

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Helena Montgomery
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391 views29 pages

Quality Teamwork: Quality & Performance Excellence, 8 Edition

This chapter discusses the importance of quality teams in organizations. It identifies different types of teams such as leadership teams, problem-solving teams, natural work teams, self-managed teams, virtual teams, and project teams. Factors for successful teamwork include clarity of goals, roles, communication, and support from management. Teams can improve quality through problem identification and resolution. The use of teams relates to organizational behavior theories like sociotechnical systems and organizational development.

Uploaded by

Helena Montgomery
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 29

Quality & Performance

Excellence, 8th Edition


Chapter 8

Quality Teamwork

S
Outline

 Explain the importance of teams in a quality environment

 Identify the different types of teams

 Explain some of the factors associated with the successful


use of teams
 Give examples of effective teams in action

 Relate the use of quality-focused teams to organizational


behavior theories

2
Teams

 Team - a group of people who work together and cooperate


to share work and responsibility.
 Teams are a way to coordinate work.
 Teamwork enables various parts of the organization to
work together in meeting customer needs that can
seldom be fulfilled by employees limited to one specialty.
 Teams promote equality among individuals, encouraging
a positive attitude and trust.

3
Types of Teams

 Leadership teams

 Problem solving teams (departmental or cross-functional)

 Natural work teams

 Self managed teams

 Virtual teams

 Project teams

4
Leadership Teams

 Steering committees

 Quality councils

 Executive leadership teams

5
Leadership Teams

 Teams that lead quality initiatives in an organization and


provide direction and focus.

 Makes key decisions about the quality process- how quality


should be measured and what structures and approaches should
be used to improve quality.

 Has the overall responsibility for the progress and success of


the entire performance excellence effort.

6
Problem-Solving Teams

 Corrective action teams

 Quality circles
 Typically composed of workers at lower
levels of the organization

7
Problem-Solving Teams

 Teams of workers and supervisors that meet to address


workplace problems involving quality and productivity, or ad-
hoc teams with a specific mission such as organizational design
teams that act as architects of change.

 Teams that work to improve quality by identifying and solving


specific quality-related problems facing the organization.

8
Types of Problem-Solving Teams

 Departmental and cross-functional

 Limited in membership to employees of a specific department


and are limited in scope to problems within that department.

9
Natural Work Teams

 Organized to perform a complete unit of


work
 Extensive cross-training and sharing of
responsibilities

10
Natural Work Teams

 People who work together everyday to perform a complete unit


of work.

 Example: assembling a motorcycle, creating circuit plans for a


television set, performing a market research study from
beginning to end.

 Natural work teams replace, rather than complement, the


traditional organization of work.

 Team members share responsibility for completing the job and


are usually cross-trained to perform all work tasks and often
rotate around them.
11
Self-Managed Teams

 Also known as self-directed teams or


autonomous work groups
 Have broad responsibilities, including the
responsibility to manage themselves
 Generally more productive than
conventional teams
12
Self-Managed Teams

 Work teams that are empowered to make and control their own
decisions.

 Self-directed teams or autonomous work groups which have the


responsibility to manage themselves.

 Empowered to take corrective action and resolve day-to-day


problems.

 They have direct access to information that allow them to plan,


control and improve their operations.

13
Virtual Teams

 Groups of people who work closely together


despite being geographically separated
 Use technology to share information

 Importance because of globalization,


knowledge work, and need for diverse skills

14
Virtual Teams

 Teams whose members communicate electronically, take turns


as leaders, and jump in and out as necessary.

 Use combination of internet, e-mail, phone, fax, video


conferencing, PC-to-PC connections, and shared computer
screen technologies to get their jobs done.

15
Project Teams

 Teams with a specific mission to develop something new or to


accomplish a complete task.

 Chartered to perform one-time tasks, example- technology


implementation.

16
Six Sigma Project Teams

 Champions – senior managers who promote Six Sigma

 Master Black Belts – highly trained experts responsible for


strategy, training, mentoring, deployment, and results.
 Black Belts – Experts who perform technical analyses

 Green Belts – functional employees trained in introductory Six


Sigma tools
 Team Members – Employees who support specific projects

17
Cross-Functional Teamwork

 Common in leadership teams, virtual


teams, and project teams
 Useful for process improvement and for
implementing large-scale organizational
changes

18
Team Effectiveness Criteria

 Teams must achieve their goals

 Teams should make progress quickly

 Teams must maintain or increase their


strength as units
 Teams must preserve or strengthen their
relationships with the rest of the organization

19
Ingredients for Successful
Teams (1 of 2 )
 Clarity in team goals

 Improvement plan

 Clearly defined roles

 Clear communication

 Beneficial team behaviors

20
Ingredients for Successful Teams
(2 of 2)

 Well-defined decision procedures

 Balanced participation

 Established ground rules

 Awareness of group process

 Use of scientific approach

21
Reasons for Team Participation

 Have a say in decisions that affect work


 Enhance promotion or job opportunities
 Learn more information
 Enhance feeling of accomplishment
 Address personal agendas
 Want to genuinely help the organization
 Enjoy recognition and rewards associated with team activity
 Be in a comfortable social environment

22
Team Processes

 Problem Selection- choice of problems or issues


on which to work.
 Problem Diagnosis- process by which the team
investigates potential causes of problems to
identify potential solutions.
 Work Allocation- assigning tasks with the goal of
maximizing the skills of people to the greatest
possible extent.
23
Team Processes

 Communication- a key process for any team attempting to


improve quality. Communicate priorities to employees.

 Coordination- teams cannot work in isolation and maintaining


good relationships outside the team is one criterion of team
effectiveness.

24
Team Processes

 Organizational Support- this is the foundation for team


effectiveness. Management must provide the following for
team success:
 Issue a clear charge to the group- a description of what the group
is and is not expected to do.
 Human resource management systems- enhanced training,
performance appraisal, rewards system, etc.

25
Team Charters

 A team charter is an explicit, written document that


offers guidelines, rules, and policies for team
members. It often includes a mission statement;
values that guide behavior; structural issues such as
logistics, meeting agendas, task responsibilities, and
target dates; methods for group decision making;
processes for dealing with conflicts; and methods for
resolving problems with team members.

26
Boeing A&T Team Development Process

27
Teamwork in Action

 Sentara Norfolk General Hospital

 Analog Devices

 Wikipedia

28
Teams and Organizational
Behavior Theories

 Sociotechnical systems approach

 Organizational development (OD)

 Homogeneous and heterogeneous groups

 Cultural values and support/resistance

 Diversity
29

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