Team training

A Lean Based Team Training Presentation With Team Exercise.

1. Coming together is a beginning Keeping together is Progress Working together is SUCCESS 1 The Advanced Production Improvement Process Vandeveer, 2011

2. Today’s Agenda Team Training Background Ice Breaker – Introductions Training Session Contract Why Teams? Team Building Exercise Team Characteristics Summary / Questions

3. Advanced Production Improvement Process Waste Elimination Tool Box Quick Changeover Standardized Work Batch Reduction Teams Quality at Source 5S System Visual Plant Layout POUS Cellular/Flow Pull/Kanban TPM Continuous Improvement Value Stream Mapping Green = All Plants Have Knowledge Yellow = Next Tool White = Future Tools 3 Vandeveer, 2011

4. Introductions / Ice Breaker 4 Vandeveer, 2011

5. What Do You Want To Make Sure We Cover In This Session? What Are Your Expectations Of This Team Training Session? Jot Down Your Expectations or Questions On A Blank Card Please Print Turn Card Face Down When Completed Winning Teams Training Contract 5 Vandeveer, 2011

6. Kinds of Wastes That We Can Reduce or Eliminate Overproduction motion Non-Value-Added Processing Transportation Inventory defects Underutilized People Waiting The Unused Good Idea ENERGY

7. Types of Teams The Entire Corporation A Division Management Staff At A Division A Department At Corporate or At A Division Supplier – Division – Dealer – Consumer Can You Name Some Others? 7 Vandeveer, 2011

8. Lost At Sea

9. The Situation : The People In This Room Has Chartered A Yacht Manned With By A “Skipper” And A Two Person Crew. You Are In the South Pacific When A Fire Breaks Out. The Yacht And Most Of The Contents Are Destroyed. The Yacht Is Slowing Sinking. The “Skipper” And Crew Perish In Their Attempts To Put Out The Fire Your Best Guess Is That You Are 1000 miles Southwest Of The Nearest Land.

10. The Situation : Continued: Your Team Has Managed To Escape Unhurt Into A Rubber Life Raft Your Team Has Managed To Save The Following 15 Items. A Sextant A Fishing Kit Shark Repellent Some Mosquito Netting A Large Bottle Of Rum Maps Of The Pacific Ocean A 5 Gallon Can Of Water A Small Transistor Radio A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture A Floating Seat Cushion 15 Feet Of Nylon Rope 2 Boxes Of Hershey’s Chocolate Bars. A Case Of Army Rations A Shaving Mirror 20 Square Feet Of Opaque Plastic Sheeting One Team Member Has Pack of Cigarettes, 2 Books of Matches, & 5 One Dollar Bills.

11. The Task: Part 1 : Your Chances Of Survival Will Depend Upon Your Ability To Rank The 15 Items In The Order Of Importance. On The Worksheet, Working Alone. Rank The Importance Of The Items. Example: If You Think The Transistor Radio Is #1 Mark 1 Next To It. Mark 2 For The Next Important Item And So On.... You Have 5 Minutes..... Go!

12. Rank In Importance 1 Through 15 A Sextant ___ A Fishing Kit ___ Shark Repellent ___ Some Mosquito Netting ___ A Large Bottle Of Rum ___ Maps Of The Pacific Ocean ___ A 5 Gallon Can Of Water ___ A Small Transistor Radio ___ A 5 Gallon Can Of 2 Cycle Oil/Gas Mixture ___ A Floating Seat Cushion ____ 15 Feet Of Nylon Rope ____ 2 Boxes Of Hershey’s Chocolate Bars ___ A Case Of Army Rations ___ A Shaving Mirror ___ 20 Square Feet Of Opaque Plastic Sheeting ____

13. The Task: Part 2 Now Working As A Team Work Together - Rank The Importance Of The Items. Example: If Your Team Thinks The Transistor Radio Is #1 Mark 1 Next To It. Mark 2 For The Next Important Item And So On... You Have 10 Minutes..... Go (

14. Coastguard Expert Analysis : The Basic Supplies Needed When People Are Stranded In Mid-Ocean Are Articles To Attract Attention & Aid For Survival Until Recue Help Arrives. Articles For Navigation Are Of Little Importance. Even If The Life Raft Made It To Land It Would Be Impossible To Store Enough Food and Water To Survive For That Amount Of Time. Most Rescues Occur Within The First 36 Hours.

15. ITEM COAST GUARD RANK ING REASONING Sextant 15 Useless Without Relevant Tables & A Chronometer Fishing Kit 7 No Guarantee You Will Catch Any Fish Shark Repellent 10 Only Works If There Are Sharks Around (Duh!) Mosquito Netting 14 There Are No Mosquitoes In The Middle Of The Ocean! Bottle Of Rum 11 Could Be Used As An Antiseptic For An Injury. Will Dehydrate If You Drink. Ocean Maps 13 Worthless Without Navigation Equipment 5 Gallons Of Water 3 Vital To Restore Fluids Small Transistor Radio 12 Your Out Of Range Of Any Radio Station

16. ITEM COAST GUARD RANK ING REASONING 5 Gallons Of 2 Cycle Fuel Mix 2 Critical For Signaling. Mixture Floats On Water Can Be Lighted With The Matches. Floating Seat Cushion 9 Useful As A Life Preserver If Someone Falls Out The Raft 15 Feet Of Rope 8 Could Be Used To Lash People Or Gear Together During A Storm Hershey Bars 6 Your Reserve Food Supply Army Rations 4 Your Basic Food Supply Shaving Mirror 1 Critical For Signaling. 20 Sq. Ft. Plastic 5 Can Be Used To Collect Rain Water. Shelter From Sun, Wind, Waves, etc.

17. Let’s Do Some Math And See If You Would Have Survived Individually And If Your Team Made It. USCG: Skyline

18. My Ranking Items Team Ranking Sextant (15) Fishing Kit (7) Shark Repellent (10) Mosquito Netting (14) Bottle of Rum (11) Maps of Pacific Ocean (13) 5 Gallon Can Of Water (3) Transistor Radio (12) 5 Gallons Of Gas Mix (2) Floating Seat Cushion (9) 15 Feet Of Nylon Rope (8) Hershey Chocolate Bars (6) Case of Army Rations (4) Shaving Mirror (1) 20 Sq. Ft. Opaque Plastic (5) Score _____ Score _____ Mark The Number Of Points That Your Score Differs From The Coastguard Ranking. Disregard The Plus Or Minus. Just Mark The # Difference. Then Total The Differences As The Score. The Lower The Total The Better The Score

19. My Ranking Items Team Ranking 5 Sextant (15) 5 4 Fishing Kit (7) 4 Shark Repellent (10) Mosquito Netting (14) Bottle of Rum (11) Maps of Pacific Ocean (13) 5 Gallon Can Of Water (3) Transistor Radio (12) 5 Gallons Of Gas Mix (2) Floating Seat Cushion (9) 15 Feet Of Nylon Rope (8) Hershey Chocolate Bars (6) Case of Army Rations (4) Shaving Mirror (1) 20 Sq. Ft. Opaque Plastic (5) Score _____ Score _____ Here’s An Example: If You Ranked The Sextant As A 10; The Difference Would Be Marked As 5. If You Ranked The Fishing Kit As A 11; The Difference Would Be Marked As 4.

20. Rescued Or Not? 0 – 25: Excellent. You Demonstrated Great Skills. Rescued ! 26-32: Above Average Results. Ok Skills. Rescued ! 33-45: Average: Seasick, Hungry, Tired...But Rescued ! Your New Nickname Is “Gillian”! 46-55: Fair: Dehydrated & Barely Alive. It Was Tough, But Rescued. 56-70: Poor: A Few Of You Barely Made It & Will Need Hospital Care...Some Didn’t Make It. Partial Rescue. 71-112: Not: Your Are History... Welcome To Davey Jones Locker !

21. Lost At Sea............ What Are The Take Aways?

22. Lost At Sea? Not Our Team! Team S kyline

23. Generate list. . . What are Americans like? 23 Vandeveer, 2011

24. Competitive Individualistic Get it done attitude Direct Informal Questioners Dislike Silence Value punctuality and cleanliness What are Americans like? Are these good teambuilding qualities? 24 Vandeveer, 2011

25. “An effective team is made up of capable and interested people, in small freely communicating groups, influenced by a strong, results-oriented leader committed to clear and attainable goals and highly active in working with team members to solve any problem standing in the way of goal achievement.” Team: The Essential Ingredients 25 Vandeveer, 2011

26. Exist to achieve a shared goal Characteristics of Teams 26 Vandeveer, 2011

27. Exist to achieve a shared goal Members are interdependent regarding accomplishing that goal Characteristics of Teams 27 Vandeveer, 2011

28. Exist to achieve a shared goal Members are interdependent regarding accomplishing that goal Are bounded and remain relatively stable over time Characteristics of Teams 28 Vandeveer, 2011

29. Exist to achieve a shared goal Members are interdependent regarding accomplishing that goal Are bounded and remain relatively stable over time Members have the authority to manage their own work and internal processes Characteristics of Teams 29 Vandeveer, 2011

30. Exist to achieve a shared goal Members are interdependent regarding accomplishing that goal Are bounded and remain relatively stable over time Members have the authority to manage their own work and internal processes Operate in a larger social system context Characteristics of Teams 30 Vandeveer, 2011

31. A team is a group of people who are interdependent with respect to information, resources, and skills and who seek to combine their efforts to achieve a common goal. What is a TEAM? 31 Vandeveer, 2011

32. Synergy of Teams “ An exciting potential is born whenever two or more people come together. Synergy, where the whole is greater than the sum of the parts is most effective when the differences between people are valued. The strengths of the individuals must be built upon and their weaknesses compensated for. In the fertile soil of synergy, new alternatives are born. -The 7 Habits of Highly Effective People 32 Vandeveer, 2011

33. Team Synergy

34. Team Synergy at Skyline Synergy Means..... “Working Together”

35. Team Synergy at Skyline Synergy Means..... “Working Together” Synergy Means...... “A Combined Action Or Operation”

36. Team Synergy at Skyline Synergy Means..... “Working Together” Synergy Means...... “ A Combined Action Or Operation” Synergy Means....“The Whole is Greater than the Sum of The Individual Part”

37. Team Synergy at Skyline Synergy Means..... “Working Together” Synergy Means...... “A Combined Action Or Operation” Synergy Means.... “The Whole is Greater than the Sum of The Individual Part” Synergy Is Most Effective When The Differences Between People Are Valued

38. Team Synergy at Skyline Synergy Means..... “Working Together” Synergy Means...... “A Combined Action Or Operation” Synergy Means.... “The Whole is Greater than the Sum of The Individual Part” Synergy Is Most Effective When The Differences Between People Are Valued Synergy Is Built Using The Strengths Of The Individuals.

39. Team Expectations 39 Vandeveer, 2011

40. Team Expectations Cross-trained, Multi Skilled Associates That Can Do Many Tasks. 40 Vandeveer, 2011

41. Team Expectations Cross-trained, Multi Skilled Associates That Can Do Many Tasks . Team Members Work Together To Build Products or Provide A Service. 41 Vandeveer, 2011

42. Team Expectations Cross-trained, Multi Skilled Associates That Can Do Many Tasks . Team Members Work Together To Build Products or Provide A Service. Collectively Help Make Decisions. 42 Vandeveer, 2011

43. Team Expectations Cross-trained, Multi Skilled Associates That Can Do Many Tasks . Team Members Work Together To Build Products or Provide A Service. Collectively Help Make Decisions. Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) 43 Vandeveer, 2011

44. Team Expectations Cross-trained, Multi Skilled Associates That Can Do Many Tasks . Team Members Work Together To Build Products or Provide A Service. Collectively Help Make Decisions. Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) Have A Goal That Is Achievable & Measurable 44 Vandeveer, 2011

45. Team Expectations Cross-trained, Multi Skilled Associates That Can Do Many Tasks . Team Members Work Together To Build Products or Provide A Service. Collectively Help Make Decisions. Can Be A Group Of Associates That Come Together For A Specific Purpose (IE: Solve A Tough Problem) Have A Goal That Is Achievable & Measurable The End Result Should Meet Or Exceed Stake Holder Expectations, Add Value, And Enhance Continual Improvement . 45 Vandeveer, 2011

46. What Are Some Of The Frustrations You Can Expect With Teams? 46 Vandeveer, 2011

47. It requires trust and great “people skills.” Frustrating Aspects of Teamwork 47 Vandeveer, 2011

48. It requires trust and great “people skills.” Developing and sustaining high motivation Frustrating Aspects of Teamwork 48 Vandeveer, 2011

49. It requires trust and great “people skills.” Developing and sustaining high motivation Managing conflict productively Frustrating Aspects of Teamwork 49 Vandeveer, 2011

50. It requires trust and great “people skills.” Developing and sustaining high motivation Managing conflict productively Providing leadership and direction Frustrating Aspects of Teamwork 50 Vandeveer, 2011

51. It requires trust and great “people skills.” Developing and sustaining high motivation Managing conflict productively Providing leadership and direction Fostering creativity and innovation Frustrating Aspects of Teamwork 51 Vandeveer, 2011

52. It requires trust and great “people skills.” Developing and sustaining high motivation Managing conflict productively Providing leadership and direction Fostering creativity and innovation Minimizing confusion and coordination problems. Frustrating Aspects of Teamwork 52 Vandeveer, 2011

53. Standard Team Ground Rules 53 Vandeveer, 2011

54. Use teams of about 10 members Standard Team Ground Rules 54 Vandeveer, 2011

55. Use teams of about 10 members Use an agenda to give clear sense of where they are going Standard Team Ground Rules 55 Vandeveer, 2011

56. Use teams of about 10 members Use an agenda to give clear sense of where they are going Start on time and stop on time Standard Team Ground Rules 56 Vandeveer, 2011

57. Use teams of about 10 members Use an agenda to give clear sense of where they are going Start on time and stop on time Pick a good meeting area , few distractions, Standard Team Ground Rules 57 Vandeveer, 2011

58. Use teams of about 10 members Use an agenda to give clear sense of where they are going Start on time and stop on time Pick a good meeting area , few distractions, Train the team members together . Standard Team Ground Rules 58 Vandeveer, 2011

59. Use teams of about 10 members Use an agenda to give clear sense of where they are going Start on time and stop on time Pick a good meeting area , few distractions, Train the team members together. Get everyone involved Standard Team Ground Rules 59 Vandeveer, 2011

60. Use teams of about 10 members Use an agenda to give clear sense of where they are going Start on time and stop on time Pick a good meeting area , few distractions, Train the team members together. Get everyone involved Practice Standard Team Ground Rules 60 Vandeveer, 2011

61. Use teams of about 10 members Use an agenda to give clear sense of where they are going Start on time and stop on time Pick a good meeting area , few distractions, Train the team members together. Get everyone involved Practice Minimize links in the communication chain Standard Team Ground Rules 61 Vandeveer, 2011

62. Use teams of about 10 members Use an agenda to give clear sense of where they are going Start on time and stop on time Pick a good meeting area , few distractions, Train the team members together. Get everyone involved Practice Minimize links in the communication chain Set clear performance standards Standard Team Ground Rules 62 Vandeveer, 2011

63. The value of team is now known. The following are some benefits that can result from the introduction of work teams. The Value of Teams 63 Vandeveer, 2011

64. The value of team is now known. The following are some benefits that can result from the introduction of work teams. Increased employee motivation The Value of Teams 64 Vandeveer, 2011

65. The value of team is now known. The following are some benefits that can result from the introduction of work teams. Increased employee motivation Higher level of productivity The Value of Teams 65 Vandeveer, 2011

66. The value of team is now known. The following are some benefits that can result from the introduction of work teams. Increased employee motivation Higher level of productivity Increased employee satisfaction The Value of Teams 66 Vandeveer, 2011

67. The value of team is now known. The following are some benefits that can result from the introduction of work teams. Increased employee motivation Higher level of productivity Increased employee satisfaction Common commitment to goals The Value of Teams 67 Vandeveer, 2011

68. The value of team is now known. The following are some benefits that can result from the introduction of work teams. Increased employee motivation Higher level of productivity Increased employee satisfaction Common commitment to goals Improved decision making The Value of Teams 68 Vandeveer, 2011

69. The value of team is now known. The following are some benefits that can result from the introduction of work teams. Increased employee motivation Higher level of productivity Increased employee satisfaction Common commitment to goals Improved decision making Improved communication Expanded job skills The Value of Teams 69 Vandeveer, 2011

70. The value of team is now known. The following are some benefits that can result from the introduction of work teams. Increased employee motivation Higher level of productivity Increased employee satisfaction Common commitment to goals Improved decision making Improved communication Expended job skills Organizational flexibility The Value of Teams 70 Vandeveer, 2011

71. The 4 Stages Teams Go Through High Low Team Cooperation Negative Neutral Positive Synergy Storming Forming Norming Performing 71 Vandeveer, 2011

72. Every team goes through good times and bad times Duration of high and low varies Cycles are normal. Vandeveer, 2011 72

73. Team Member Roles Coach/Facilitator 73 Vandeveer, 2011

74. Team Member Roles Coach/Facilitator Provide Guidance, Direction, and Training For The Team 74 Vandeveer, 2011

75. Team Member Roles Coach/Facilitator Provide Guidance, Direction, and Training For The Team Attends meetings – is neither a leader nor a member 75 Vandeveer, 2011

76. Team Member Roles Coach/Facilitator Provide Guidance, Direction, and Training For The Team Attends meetings – is neither a leader nor a member Focuses on the team process 76 Vandeveer, 2011

77. Team Member Roles Coach/Facilitator Provide Guidance, Direction, and Training For The Team Attends meetings – is neither a leader nor a member Focuses on the team process Helps team leader plan meetings 77 Vandeveer, 2011

78. Team Member Roles Coach/Facilitator Provide Guidance, Direction, and Training For The Team Attends meetings – is neither a leader nor a member Focuses on the team process Helps team leader plan meetings Teaches team techniques to members 78 Vandeveer, 2011

79. Team Member Roles Coach/Facilitator Provide Guidance, Direction, and Training For The Team Attends meetings – is neither a leader nor a member Focuses on the team process Helps team leader plan meetings Teaches team techniques to members Such as.. data collection... to help seek the root causes of a problem before trying to solve it . 79 Vandeveer, 2011

80. Team Member Roles Members Provide Ideas, Share Responsibility, & 80 Vandeveer, 2011 (Do The Work)

81. Teams: Meetings That Work 81 Vandeveer, 2011

82. Teams: Meetings That Work Have An Agenda 82 Vandeveer, 2011

83. Teams: Meetings That Work Have An Agenda Pick A Good Meeting Room / Area 83 Vandeveer, 2011

84. Teams: Meetings That Work Have An Agenda Pick A Good Meeting Room / Area Set A Start and Stop Time 84 Vandeveer, 2011

85. Teams: Meetings That Work Have An Agenda Pick A Good Meeting Room / Area Set A Start and Stop Time 85 Vandeveer, 2011 Speak For Yourself While Considering Other Team Members

86. Teams: Meetings That Work Have An Agenda Pick A Good Meeting Room / Area Set A Start and Stop Time 86 Vandeveer, 2011 Speak For Yourself While Considering Other Team Members Separate The Idea From The Person

87. Teams: Meetings That Work Have An Agenda Pick A Good Meeting Room / Area Set A Start and Stop Time 87 Vandeveer, 2011 Speak For Yourself While Considering Other Team Members Separate The Idea From The Person Don’t Ignore Others’ Contributions

88. Teams: Meetings That Work -Continued Balance participation - All Members Participate 88 Vandeveer, 2011

89. Teams: Meetings That Work -Continued Balance participation - All Members Participate View Differences/Conflict As Helpful But Be Respectful 89 Vandeveer, 2011

90. Teams: Meetings That Work -Continued Balance participation - All Members Participate View Differences/Conflict As Helpful But Be Respectful Strive For A Consensus 90 Vandeveer, 2011

91. Teams: Meetings That Work -Continued Balance participation - All Members Participate View Differences/Conflict As Helpful But Be Respectful Strive For A Consensus Set Priorities At End Of Meeting: “What’s Next” Or “Who Does What By When” 91 Vandeveer, 2011

92. Teams: Meetings That Work -Continued Balance participation - All Members Participate View Differences/Conflict As Helpful But Be Respectful Strive For A Consensus Set Priorities At End Of Meeting: “What’s Next” Or “Who Does What By When” Close – Summarize- Debrief 92 Vandeveer, 2011

93. Features Of High Performance Teams 93 Vandeveer, 2011

94. Features Of High Performance Teams Clarity in team goals/objectives 94 Vandeveer, 2011

95. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) 95 Vandeveer, 2011

96. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) Commitment to common purpose 96 Vandeveer, 2011

97. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) Commitment to common purpose Clearly defined roles; Leadership and structure 97 Vandeveer, 2011

98. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) Commitment to common purpose Clearly defined roles; Leadership and structure Clear communication – publish minute Training to meet the knowledge and skill needs 98 Vandeveer, 2011

99. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) Commitment to common purpose Clearly defined roles; Leadership and structure Clear communication – publish minute Training to meet the knowledge and skill needs Well defined decision procedures 99 Vandeveer, 2011

100. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) Commitment to common purpose Clearly defined roles; Leadership and structure Clear communication – publish minute Training to meet the knowledge and skill needs Well defined decision procedures Appropriate evaluation and reward systems 100 Vandeveer, 2011

101. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) Commitment to common purpose Clearly defined roles; Leadership and structure Clear communication – publish minute Training to meet the knowledge and skill needs Well defined decision procedures Appropriate evaluation and reward systems Awareness of the group process 101 Vandeveer, 2011

102. Features Of High Performance Teams Clarity in team goals/objectives Have a shared plan for improvement (Implementation of lean process improvement) Commitment to common purpose Clearly defined roles; Leadership and structure Clear communication – publish minute Training to meet the knowledge and skill needs Well defined decision procedures Appropriate evaluation and reward systems Awareness of the group process High mutual trust 102 Vandeveer, 2011

103. Summary Expectation Cards / Training Contract Review Questions? Where do we go from here? Everyone reads the book “ The Five Dysfunctions Of A Team”. We reconvene and start some teams to address problems. 103 Vandeveer, 2011

104. The Five Dysfunctions of a Team Lack of trust Fear of conflict Lack of commitment Avoidance of accountability Inattention to results Vandeveer, 2011 104

105. “ It’s Easy To Get Good Players. Getting Them To Play Together; That’s The Hard Part!” Casey Stengel: New York Yankee’s Manager: 1949 -1960 7 World Series Championships