Manufacturing Team Meeting Leading the Natural Work Teams 12/19/2000 1
Agenda Answer the questions of What s going on?, What s next?, and What am I involved in? Define characteristics of NWTs and share our ultimate goal of a flexible workforce Review support groups/systems for Manufacturing Team & the NWTs Confirm Team Leader responsibilities Outline team development program Outline team leader development program Identify Kick-off/implementation plan for 2001 Attack Manufacturing Team s Action Items 12/19/2000 2
What we know... The competitive forces driving this change Why teams work & characteristics of eff. teams RMW s proposed Team Structure Navigators Safety Team Task Teams Mfg Team NWT NWT NWT Key members of these proposed Teams The organization s values - The Marconi Way NWT Key Metrics Safety, Productivity, Defects(quality), Schedule Attainment 12/19/2000 3
What we know... Team Member development strategy Flexible Workforce Team Skills Problem Solving, Cont. Improve. Team Development Working in Teams, Team Goals, Interpersonal Basic Skills Assembly, Fab, Paint, Weld, Form, Inventory Control RMW s FY2001 Goals Growth (NSB/New Products), Inventory, On time delivery 12/19/2000 4
What we know... Original Strategic Plan for FY2001 Identify Consultant Complete 1Q01 2Q01 3Q01 4Q01 Hire Trainer Complete Develop Detailed Strategy Mfg Team Development Team Startup Phase I Evaluate Merit Review System 12/19/2000 5
Questions presented? What are Natural Work Teams? What kind of support will be provided to the NWTs? How is the office going to be involved in the Team structure? What are the responsibilities of each team/group? What kind of development program (training) is each team receiving? What is the time-frame for the NWT implementation? What is Workplace Transformations, Inc. s role as we move forward? 12/19/2000 6
What is a Natural Work Team? High performance Structured Natural work group 12/19/2000 7
Self Lead High Performance NWT A group of people who work together everyday on a common process, product or function to improve performance and individual skills through their collective skills and experience. To create a High Performance NWT requires: A skilled Leader Technical support Key measures & data Consistent job skills training Commitment organization-wide 12/19/2000 8
12/19/2000 9 Questions?
What part of your job do you have difficulty doing effectively? Why? 12/19/2000 10
What are the major benefits of an integrated, structured natural work team? (Team Ldr/Team Mbr) 12/19/2000 11
What should a NWT look like? (Team Ldr/Team Mbr) 12/19/2000 12
What are the major benefits of an integrated, structured natural work team? (Team Ldr/Team Mbr) Enhanced sense of ownership Enhanced involvement in decision making Versatility training & rotation Broader knowledge of the business Stronger work relationships Less restrictive communication flow Less hierarchy and bureaucracy Enhanced common purpose & accomplishment Continually improving performance More fun! 12/19/2000 13
What should a NWT look like? (Team Ldr/Team Mbr) Organized Regular & well lead mtgs Utilize compiled data Set objectives Up-to-date, visible, accurate measures Improvement focus Prioritize problem areas Assign natural owners to assist in problem solving Evaluate progress made Solve problems Implement projects Focused on what they can do to improve Positive trends in all key measures Helping each other improve performance Work safely Keep area clean Training to assure everyone has needed skills 12/19/2000 14
High Performance Work Teams Manage daily productivity & quality performance by taking actions to address daily bottlenecks & scrap and rework issues. Use daily requirements and results to guide actions to maximize performance. Collect data on a daily basis and schedule review/problem solving opportunities. Focus on safety and skill development of all team members. Supported by a skilled leader, effective meetings and integrated support resources. 12/19/2000 15
12/19/2000 16 How do we get there?
12/19/2000 17 SUPPORT!!! Open Communication Focused on support, feedback, & celebrated successes
RMW Team Structure Navigators Ldr: Greg Mbrs: Managers Task Teams Safety Kaizen Manufacturing Team Ldr: Jack Mbrs: Supervisors, Team Ldrs, Engineers NWT Ldr: Team Leader NWT Ldr: Team Leader NWT Ldr: Team Leader 12/19/2000 18 Support Groups Materials Ldr: Travis Mbrs: Production, Buyers, Inventory Quality Ldr: Bob Mbrs: Qual. Eng., Qual. Technicians Mfg. Engineering Ldr: Lucy Mbrs: Mfg., Engineers Adm in. Mbrs: Acct, HR, Trng
Navigators Role Establish mission, vision, & values! Identify key measures for NWTs! Define RMW Team structure! Establish each teams mission/responsibilities! Coordinate implementation of Natural Work Teams Encourage initiatives Develop & present Key Metrics 101 Plan & implement Renewal/ Celebration activities Assess process & performance of NWT implementation Define the Merit System 12/19/2000 19
Team Purpose Navigators Develop overall direction & plant goals, Create singleness of purpose, Drive CI processes, Regular review with all teams Support Groups Serve as SMEs to support NWTs, Support plant goals, Drive NWTs understanding of the key metrics. Mfg. Team Provide leadership for NWTs, Drive overall Plant goals Natural Work Team Customer focus, Improvements in quality, productivity, safety, & schedule attainment 12/19/2000 20
Responsibilities of Each Team - See Document Team Responsibilities Navigators Still in-progress, used WT s as a boilerplate On Agenda for 12/20 Navigator Meeting Support Groups On Agenda for 12/20 mtg. Mfg. Team 1st draft completed, reviewed by Navigators, waiting for approval 12/19 from Mfg. Team Natural Work Team 1st draft completed, reviewed by Navigators, waiting for approval from Task team 12/19/2000 21
How are we going to develop the NWTs? Team Leader Development Team Development 12/19/2000 22
Natural Work Team - Initial Training Team Development Team Skills Orientation to NWT Part I: Communication 12/19/2000 23 Listening & feedback 1-on-1 communication Team communication Part II: Participation Effective meetings Team member roles Part III: Decision Making Making decisions Problem solving Part IV: Conflict Mgmt Valuing differences Handling conflict Part V: Team Performance Assessing team performance Setting team goals & assessing needs Key Metrics 101 What are the key metrics Productivity, Quality, Safety, Schedule Attainment Problem Solving- Part I Step One: Problem Step Two: Team Problem Solving - Part II Step Three: Containment Action Problem Solving - Part III Step Four: Root Cause Problem Solving - Part IV Step Five: Develop Action Problem Solving - Part V Step Six: Implement Step Seven: Standardize Step Eight: Celebrate
Team Leader - Initial Training Team Leader Skills Team Development Orientation* Roles as coaches Ldrshp Direction - 5 E s Styles of Ldrshp - D 1, D 2, D 3 Leading a NWG Systems to support Team development Ldr responsibilities Getting started Coaching Techniques Roundtable Discussions Overview of Continuous Improvement* Train-the-Trainer on NWT Initial Training Orientation to NWT Part I: Communication Part II: Participation Part III: Decision Making Part IV: Conflict Mgmt Part V: Team Performance Key Metrics 101 Problem Solving- Part I Problem Solving - Part II Problem Solving - Part III Problem Solving - Part IV Problem Solving - Part V 12/19/2000 24 * Training planned & conducted by Workplace Transformations, Inc.
Training Plan - 2001 Team Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Team Ldr Training Implementation Maintenance/Team Leadership Ph#1 Team Training Implementation Maintenance Ph#2 Team Training Supp Teams Assumptions for Team Leader Training Plan: Training Phase = Weekly sessions - 2-3 hrs/wk Regular Team meetings during Implementation & Maintenance Phases Team meetings each include a Roundtable Topic for approx. 35-45 min. Navigator Update sessions between phases (marked w/ ) 12/19/2000 25
Training Plan - 2002 Team Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Team Ldr Team Leadership & Support Ph#1 Team Maintenance Transfer of Leadership Ph#2 Team Implementation Maintenance Transfer of LD Supp Teams Assumptions for Team Leader Training Plan: Regular Team meetings during Implementation & Maintenance Phases Team meetings each include a Roundtable Topic for approx. 35-45 min. Navigator Update/Renewal sessions between phases (marked w/ ) Team meetings as needed during Team Leadership & Support phase 12/19/2000 26
Press Team 1st - 11 operators - Fab. Tech 2nd - 6 operators 3rd - 2 operators Weld Team 1st - 10 welders - Weld Tech 2nd - 6 welders 12/19/2000 27 MANUFACTURING TEAM Jack Koepke - Manufacturing Mgr Gary Blaedow - Press &Weld Team Leader (1st) Mike Knutson - Press &Weld Team Leader (2nd) Neal Pecha - Paint Team Leader (1st) Tom Dasko - Assembly Team Leader (1st) Dan Stray - Assembly Team Leader (1st) Larry Oberdas - Assembly Team Leader (1st) Mick Klein - Maintenance Supervisor Bill Whalen - Process Engineer (Shear & form) Loren Derge - Process Engineer (Weld/paint) Stan Dubashinsky - Process Engineer (Assembly) Mark Michalski - Process Engineer (Assembly) Mark Biones - Assembly Group Leader (1st) Ken Dunn - Assembly Group Leader (2nd) Mike McCoy - Assembly Group Leader (2nd) Assembly Team 13 Specific cells Paint Team 1st - 15 painters
Timeline 12/19/2000 28 Phase #1 Mesa - 1st & 2nd X-Connect - 1st & 2nd Fabrication - 1st & 2nd Phase #2 - TBA - Confirmed 12/20 by Navigators
PRESS TEAMS FIRST SHIFT Gary Blaedow - Team Leader Ruthanne Mohr - Operator Selena Curka Nina Equitz - Operator Jerry Gonzalez Carlos Andaluz - Operator Pat Adams Derek Dalzin- Operator Gary Carlos Chacon - Operator *Mark Pinter Jerry Krzynski - Operator *Bill Kuglitsch Bill Zuchlke - Operator *Bill Whalen Selena Curka - Operator Jerry Gonzalez - Operator Pat Adams - Programmer Gary Probst - Mtrl Handler *Mark Pinter - Fab.. Technician Kuglitsch - Planner Whalen - Process Engineer * Assigned Resource (attend all Team C.I. Meeting) 12/19/2000 29
PRESS TEAMS SECOND SHIFT Mike Knutson - Team Leader Eddie Anderson - Operator Bee Jim D Angelo Walter Ference Bee Vang - Operator D Angelo - Operator Johnny Jennings Ference - Operator Rich Allison Johnny Jennings - Operator Rich Allison - Programmer * Assigned Resource (attend all Team C.I. Meeting) 12/19/2000 30
MESA LINE #1 TEAMS FIRST SHIFT Dan Stray - Team Leader Mary Stewart - Assembler Joseph Bickers Diane Buck - Assembler Arnaldo Rick Walczak - Assembler Billy Arnold Handel - Assembler *Stan Develon Diggins - Assembler *Leo Johnny Davis - Assembler *Ron Edward Bleul - Assembler *Art Joseph Bickers - Assembler Arnaldo Burgos - Assembler Billy Johnkin - Mtrl Handler *Stan Dubashinsky - Process Eng *Leo Berezovsky - Mfg. Eng *Ron Koplin - Quality Eng. *Art Schroyer - Planner * Assigned Resource (attend all Team C.I. Meeting) 12/19/2000 31
12/19/2000 32 MESA LINE #1 TEAMS SECOND SHIFT To Be Determined * Assigned Resource (attend all Team C.I. Meeting)
X-CONN TEAMS FIRST SHIFT Larry Oberdas - Team Leader Eddie Hill - Assembler Irmgard Trinkl - Assembler Viola Simelton - Assembler Linda Stray Roger Dasko - Assembler Don Freeman Larry Kryston - Assembler *Mike Felicia Wesley - Assembler *Tom Mike Ward - Assembler * Tom Assembler Patrice Johnson - Assembler Assembler Marquis Hutchinson - Assembler Linda Stray - Mtrl Handler Don Freeman - Mtrl Handler *Mike Swiatek - Quality Eng *Tom Koester - Mfg. Eng. * Tom Dasko - Planner * Assigned Resource (attend all Team C.I. Meeting) 12/19/2000 33
X-CONN TEAMS SECOND SHIFT Mike McCoy - Team Leader Juanita Plantz - Assembler Stafford Wade Mark Tyler - Assembler Yang Chang Darryl Bailey - Assembler Jose Stafford Wade - Assembler Yang Chang - Assembler Jose Ceballos - Mtrl.. Handler * Assigned Resource (attend all Team C.I. Meeting) 12/19/2000 34
12/19/2000 35 Questions?
Manufacturing Team Action Items: Review Team Leader Responsibilities and approve as a team. Review Team Leader Expectations edit and approve as a team. Note: Responsibilities = Tasks, Expectations = Behaviors Review Team Leader Training Program agree upon training schedule for team. Start thinking about Team Name & Charter Answer the question What is this team here to do? Use worksheets to assist the process 12/19/2000 36