People Development Programs

WHAT IS SELF DIRECTED WORK TEAMS OF SELF MANAGED TEAMS?

Self Directed Work Teams are teams that are empowered to make decisions about planning, executing and evaluating their daily work. The teams not only do their routine work but also take on management functions formerly performed by Supervisors, Engineers and Managers.
This allows supervisors, engineers and managers to focus on teaching, coaching and facilitating rather than controlling. Self Directed Work Teams are also known as Self Managed Teams, High Commitment Teams, High Involvement Teams, Empowered Work Teams to name a few.

Origin of SDWT

Tavistock Institute,UK in late 1940 studied the introduction of new technology in coal mines. This was called the Socio-Technial system which resulted in

Variance controlled at the point of origin
Members skilled in more than one function
Interdependent roles kept within the same department boundary
Information provided and empowered at the point of action

BASIC BELIEFS UNDERLYING SDWT

People want to make tomorrow better than today
People want to belong /contribute to something worthwhile
People want to explore, develop, demonstrate their talents
People want to be proud of what they produce
In proper environment people will do “what is right”
Evolutions and innovations only originate from people – A non depleting source
Using thinking capability of people to leverage business potential is the best way to grow
One”s potential is maximum uitlised when he/she is given the “freedom and empowerment” to do his/her work
People can do wonders for a good cause and a positive relationship than for mere money
Positive relationship starts and ends with trust, trust, trust and openess
Very high level of involvement right from top to bottom a must SDWT”s success

SDWT – A CULTURAL TRANSFORMATION

The fundamental rethinking and radical redesign of orgnasational culture to achieve dramatic improvements in critical measures for high performance such as

*Commitment
* Motivation
*Empowerment
*Emotional Intelligence
*Innovation and
*Creativity

Teams that are formed have a Team Charter which include name, logo, team photo, star caps such 5S star, Quality star, Safety star, etc. as the working enviornment may warrant and team meeting schedules. Once the teams are formed, a formal team rollout is carried out. The importance of formal team roll out are:

To show the commitment of leaders towards their teams
To increase the energy level and enthusiasm among teams
To declare team targets and goals
To determine the team boundaries
To communicate the purpose behind team design

TEAM SCORE CARD

Team score card is prepared with respect to Productivity, Quality, Cost, Delivery, Safety and Morale. Team score card is reviewed by the team members along with their leader every day and every week..

COMMUNICATION CONTINUM

The following channels of communication are initiated

1. Open Board Communication System (OBCS)

#An innovative style of management tool
# Mirror that reflects an Organisation’s Vision
# It explores

the ideas people think
the questions people like to raise
the suggestions people wish to give and

Everything plays a vital role in Empowering Organisation and the Self

#Another face of OBCS is its smiling face – a board to greet, wish and appreciate
#The ultimate success of OBCS is reflected in PQCDSM

2. Shift Assembly Meeting (SAM)

To communicate major happenings and performance in the previous shifts/teams. Business information and the plan deviations,if any, for the next shift to the incoming team

3. Team Meeting (TM)

To analyse and review the overall performance of the rewam in the past week and take course correction
To develop action plans for improvements and review that of the previous week

4. Resource Team Meeting (RTM)

To review the performance of the plan and teams for the previous month and to set goals for the next month

To recognise the best performance teams and create positive competition between the teams to strive for excellence\

To clarify the queries of the teams, if any in the open forum to foster transparency and openness

5. Open House Meeting (OHM)

To clarify the concerns/quries of the team members if any in the open forum to foster transparency and openmess

To Collect ideas from the team members for the Organisation’s growth

REWARD AND RECOGNITION SYSTEM (R&R System)

“Brains like hearts, go where they are appreciate”

To appreciate positive contributions and achievements of an employee or team of employees in a way that:

Encourages desired attitudes and actions
Enhances self esteem of the employees
Motivates employees to strive for business excellence

To recognise people who make the difference as well as ecourage people to make a difference.

Successful implementation of SDWT leads to empowerment. The 8 basic principles of empowering employees are:

@Tell employees what their responsibilities are
@Give them authority equal to the responsibilities assigned to them
@Set standards of excellence
@Provide them with training that will enable them to meet the standards
@Give them knowledge and information
@Provide them with feedback on their performance
@Recognise them for their achievements
@TRUST them

Chief Mentor has successfully implemented SDWT in TVS Rubber during his tenure as President which resulted in cultural transformation by bringing 360degree mindset change at the grassroot worker level.SDWT has turned our employees into raving fans of the organisation they work for. The tangible results were : Productivity increased by 35% with no additional investment or technology; rejection was drastically reduced by 40%; 100% customer delivery schedule on time was achieved resulting in customer delight, the energy level of the workmen was very high with excellent motivational levels.