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Workshop GoalWorkshop Goal
To provide you with Employee Involvement concepts and tools that will help you conduct effective EI team meetings.
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Workshop ObjectivesWorkshop Objectives
Upon completion of this workshop you will be able to:– Discuss your role on an EI Team– Explain the four stages of team development– Identify the various roles of team members– Describe effective communication
techniques you can use during a team meeting
– Discuss how to overcome the barriers your team may face
– Use the EI Problem Solving Tools– Participate on an EI Team
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Workshop AgendaWorkshop Agenda
Workshop Overview Our EI Philosophy The EI Team Stages of EI Team Development Interpersonal Communications
& Group Dynamics EI Team Tools EI Strategies for Success EI Team Meeting Simulation Wrap-Up and Workshop
Feedback
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Key Learnings ContractKey Learnings Contract
Identify 3-5 things you would like to learn from today’s workshop…
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“Employee Involvement is the
on-going effort to involve all
employees in the decisions that
affect their work lives.”
EI Mission StatementEI Mission Statement
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The Right WayThe Right Way
We promote and support EI because it is the right way to operate; recognizing the abilities and potentials of all employees.
EI is a prerequisite for maintaining our competitive position in today’s marketplace.
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Employee Involvement GoalsEmployee Involvement Goals
Give employees a voice in changes
Give everyone’s ideas a chance to be heard
Involve everyone
Make our products more competitive
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What are the EI Benefits?What are the EI Benefits?
Increases job satisfaction Helps solve problems Improves skill levels Increases commitment Improves quality & productivity Reduces absenteeism Improves work environment
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Link to AM VisionLink to AM Vision
The on-going
effort to involve
all employees in
the decisions that
affect their work
lives.”
EI Mission
To be the number one supplier to the
current and new customers by 2010.
Our Vision
Teamwork and Respect
for Each Another
Integrity
Pursuit of Excellence
Core Values
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Five-Square Configuration ExerciseFive-Square Configuration Exercise
Instructions:– Using the worksheet provided arrange
the 5 squares so that at least one side of each square touches and is in line with one side of another square.
– Use all 5 squares each time.– Mirror images are not acceptable.– There are 11 possible configurations.
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What is a Team? Large Group Discussion
What is a Team? Large Group Discussion
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EI Teams Emphasize…EI Teams Emphasize…
People Building Teamwork Open Communication Problem Solving Listening Discussing Education & Training Continuous
Improvement Supportive Leadership
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EI Team CharacteristicsEI Team Characteristics
6 to 12 members
May be natural work team
May be cross-functional
Team selects leader
Meet regularly Explore problems Recommend
solutions Management
listens Recognition of
ideas
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Empowered to Make ContributionsEmpowered to Make Contributions
CONTINUOUS IMPROVEMENTSIDEAS
Non-Management
Management
TWO-WAY COMMUNICATION
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Measures of SuccessMeasures of Success
% of workforce on teams – Goal: 100%
Proposals per year per person– World Class Goal: 15– Best In Class Goal: 24
% of proposals implemented– World Class Goal: 85%– Best In Class Goal: 85%
Scrap reduction PPM (parts per million) Changeover time Training hours
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Typical Production Team SuccessesTypical Production Team Successes
521 Proposals (99% Implemented)
Reduced downtime by 70%
Reduced scrap by 82%
Reduced change-over time from 1 hour to 10 minutes
Reduced raw material inventory from 7 days to 2 days
Reduced costs totaled $50,000
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Typical Administrative Team SuccessTypical Administrative Team Success
14 Suggestions per member
Implemented $100,000 in MRO savings
– MRO = Maintenance Repair & Operating
Implemented supply tracking system
Reduced use of outside trucking firm - saving $40,000 annually
Changed shipping containers saving $20,000
Contributed to doubling “On-Time” shipments
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Representative Team– Select group of
representatives from different shifts
Natural Work Team – Work Cells or Departments
Cross-Functional Team– Representatives from different
functions Ad-Hoc Team
– Formed for a specific purpose
Types of EI TeamsTypes of EI Teams
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2 from Bending Line Day Shift
2 from Bending Line 2nd Shift
2 from Assembly Day Shift
2 from Assembly 2nd Shift
Representative Team ExampleRepresentative Team Example
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Accounts Payable is an operation with 6 people.
Cell 4510 is a bending line with eight operators.
Natural Work Team ExamplesNatural Work Team Examples
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Line Operator Set Up Person Toolmaker Welder Floor Inspector Industrial
Engineer
Rods Tube Mill Piston Heads Assembly Engineering Tool Maker
Cross-Functional Team ExampleCross-Functional Team Example
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1 Division Packaging Engineer 1 Purchasing Agent 1 Customer Service Representative 2 Programmer Analysts 1 Accounting Manager
Cross-Functional Team ExampleCross-Functional Team Example
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Formed for a specific purpose May be created from available persons May provide help or additional
resources to existing team May discontinue meeting once purpose
or goal is met
Ad-Hoc TeamAd-Hoc Team
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Committee Chairman Coordinates Activities Develops Team Approach Guides Problem Solving
Techniques Encourages ALL to Participate Guides Issues and Content Reinforces Positive Behavior Minimizes Non-Productive Behavior Leads by Focusing Ensures Members Have Agenda &
Minutes
Team Leader’s RoleTeam Leader’s Role
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Assists the Leader Facilitator is an Outside Consultant Observes and Suggests
Improvements Concerned with Process Not
Content Keeps the Team Focused on Goals Encourages Decisions by
Consensus Ensures Tasks and Dates are
Assigned
Facilitator’s RoleFacilitator’s Role
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Team Contributor’s RoleTeam Contributor’s Role
Contributes Ideas and Suggestions
Listens to Other Team Members
Focuses on Team Goals and Objectives
Helps Accomplish Assigned Tasks
Reports Progress
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Idea Initiator: Offers ideas, problems,
goals, and project ideas.
Information Seeker: Seeks facts,
opinions, feelings, and data.
Information Provider: Offers facts,
ideas, opinions, research, and data.
Team Task RolesTeam Task Roles
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Problem Clarifier: Interprets ideas,
clears up confusion.
Summarizer: Restates the groups
comments or decisions for clarity.
Consensus Tester: Checks groups
response on a regular basis.
Team Task Roles (cont.)Team Task Roles (cont.)
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Team Social RolesTeam Social Roles
Coach: Encourages and guides. Harmonizer: Promotes understanding,
reconciles disagreements and reduces tension.
Gatekeeper: Keeps communications open and encourages participation.
Diplomat: Negotiates peace, looks for common ground, maintains objectivity.
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Problem Definition & Analysis
Idea Generation
Data Gathering
Problem-Solving Tools
Team Assignments
Solutions
Follow-Up Plans
Progress Reports
Meeting ContentMeeting Content
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General process guidelines:– Participation by all members is
encouraged– Members should focus on the team
goals and objectives– Meetings should not be dominated by
one person– Everyone should have the opportunity
to share ideas– Team meetings should be orderly– Use an agenda as a meeting guide
Conducting a Team MeetingConducting a Team Meeting
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Progress should be discussed at every team meeting.
Report progress and obtain feedback from Leadership on a regular basis.
Progress and accomplishments should be posted on a Bulletin Board dedicated to EI Team activities.
Reporting Progress GuidelinesReporting Progress Guidelines
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Stages of EI Team DevelopmentStages of EI Team DevelopmentStages of EI Team DevelopmentStages of EI Team Development
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4 Stages of Team Development4 Stages of Team Development
Forming
Storming
Norming
Performing
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PRODUCTIVITY
MORALE
FORMING STORMING NORMING PERFORMING
People may not open up
May be polite and untrusting
Being moderately eager
Having some anxiety
Stage 1: FormingStage 1: Forming
Testing the situation
Depending on authority
Defining goals, roles, direction
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Stage 1: Setting Ground RulesStage 1: Setting Ground Rules
They are basic rules the team establishes for how they will work together.
Rules cover meetings, discussions, and all the ways team members interact.
Established during the formation of your EI team.
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Stage 1: Developing a Team MissionStage 1: Developing a Team Mission
A mission statement clarifies a team’s overall purpose -- the reason it exists as a team.
It is developed by the team and must be supported and understood by all members.
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Developing a Team Mission (cont.)Developing a Team Mission (cont.)
Key questions to ask:
– What has our team been formed to do?
– Why have we been selected to do it?
– What could we accomplish that would add value to the organization?
– What would our customers say is our purpose?
– What would we like to say we accomplished?
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Team Mission Examples Team Mission Examples
Customer Service: Our mission is to continually enhance our service by meeting or exceeding customer needs 100% of the time.
Product Maintenance: Our mission is to improve and standardize the product maintenance process so that the procedure for correcting all types of errors is clear to our customers.
Marketing: Our mission is to provide services that will allow our organization to remain competitive in today’s changing environment.
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Stage 1: Setting GoalsStage 1: Setting Goals
Goals are specific, measurable standards of performance or the activities to which the team commits to achieving.
Ensures the team members are moving in the same direction and are aligned with the organization.
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Stage 1: Setting Goals (cont.)Stage 1: Setting Goals (cont.)
Well-stated goals:
– Are specific and measurable
– Include timeframes or completion dates
– Are communicated to others
– Are challenging, but attainable
– Help fulfill the team’s mission
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Goal ExamplesGoal Examples
By the end of the second quarter, we will process orders within three days of receiving them.
By December, our team will reduce cycle time by 20% and cost per unit by 10%.
By June 1, we will create a survey that measures customer satisfaction.
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Stage 1: Developing a Team PlanStage 1: Developing a Team Plan
Clarify the scope of the task or problem
Determine expected outcomes
Determine how performance will be measured
Brainstorm actions to take and the time required
Agree on roles and responsibilities
Review and finalize the plan
Report progress and revise as you go
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Being dissatisfied with team Feeling frustrated with actions Confronting one another Being competitive
PRODUCTIVITY
MORALE
FORMING STORMING NORMING PERFORMING
Stage 2: StormingStage 2: Storming
Needing to redefine goals, roles, tasks Needing to remove emotional blocks or resistance Having difficulty working together
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Stage 2: Sources of Tension – Small Group Exercise
Stage 2: Sources of Tension – Small Group Exercise
Take 15-20 minutes to answer the following questions:
– What can cause tension among team members?
•Which would be the easiest to bring up? Hardest?
– What could happen if the team doesn’t deal with these problems?
– How would your team address these problems?
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Stage 2: Raising Difficult Issues Stage 2: Raising Difficult Issues
Request time to bring up an issue that may affect the team’s performance.
Describe what you have observed.
Explain what you see as the possible impact on the team.
Ask others to react to your comments.
Clarify and summarize what you have heard.
Ask others to suggest the best approaches for addressing the issue.
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Stage 2: When Do You Bring Up an Issue? Stage 2: When Do You Bring Up an Issue? The situation is preventing the team from
accomplishing its goals.
You have been approached by other team members who have been reluctant to bring up the issue at a meeting.
You need to talk through an issue with others.
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PRODUCTIVITY
MORALE
Establishing Group Goals or NormsDiscussing IssuesParticipatingAsking QuestionsGiving Feedback
FORMING STORMING NORMING PERFORMING
Stage 3: NormingStage 3: Norming
Resolving DiscrepanciesCommunicating More OpenlyDeveloping a Sense of “Team”Providing Critical, Constructive, Evaluation
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Stage 3: How Well Are We Working Together?
Stage 3: How Well Are We Working Together?
Teams should evaluate:
– How well they get things done
– How freely members express their views
– Everyone’s understanding of the mission and goals
– The effectiveness of their decision making progress
– How effective they communicate and listen to one another
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PRODUCTIVITY
MORALE
Solving ProblemsAttaining GoalsUsing Creative Problem SolvingSeeking InformationObtaining Resources
FORMING STORMING NORMING PERFORMING
Stage 4: PerformingStage 4: Performing
Being InterdependentHaving Confidence in LeaderFeeling PositiveConfident to Set TargetsBecoming More Self-Directed
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Stage 4: Team Progress ReportsStage 4: Team Progress Reports
Conduct regular progress reports to:
– Make sure the team is on track
– Give feedback on how things are going
– Generate action items for things that still need to happen
– Discuss lessons learned and best practices
– Identify other required resources
– Identify any roadblocks or issues
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Stage 4: Recognizing Accomplishments
Stage 4: Recognizing Accomplishments
Recognize accomplishments when your team:
– Has finished a project or task
– Is about to meet its goals but needs to keep the momentum going
– Is working well together
– Has improved its performance
– Is completing milestone or a goal
– Is “stressed out”
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Remember all teams go through these stages of development…
Remember all teams go through these stages of development…
Forming
Storming
Norming
Performing
The question is…What will you do to ensure your team becomes a high
performing team?
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Interpersonal Communications & Interpersonal Communications & Group DynamicsGroup Dynamics
Interpersonal Communications & Interpersonal Communications & Group DynamicsGroup Dynamics
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Reading
Writing
Talking
Listening
Did you know that listening is the most neglected
communication skill and that adults listen at about a
25% level of efficiency?
How Do We Communicate?How Do We Communicate?
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Use S O L E R
S Square up to speaker
O Open your mind
L Lean toward the speaker
E Use Eye contact
R Relax
How Do We Become Active Listeners?
How Do We Become Active Listeners?
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How Can We Communicate Better With One Another?
How Can We Communicate Better With One Another?
Use active listening skills first.
Clarify and summarize what you have heard.
Be open and candid about your ideas and feelings—this is crucial to the quantity and quality of work produced.
Find ways to understand different points of view because there will always be diverse personalities on a team.
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Don’t SayIs there anyone who doesn’t understand?
It’s time to move on.
That’s just the waythings are.
SayThat might not be clear. Do we need to go into that a little more?
Is there anythingelse, or should wemove on?
How do you thinkwe can change that?
How Can We Communicate Better With One Another (cont.)?
How Can We Communicate Better With One Another (cont.)?
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Non-Productive BehaviorNon-Productive Behavior
Aggressor: Deflates status of others, very demanding, dominates the
conversation, know it all. Complainer: Makes negative comments,
resistant to new ideas, doesn’t recognize progress.
Manipulator: Takes advantage of others, shifts focus of team to meet own objectives.
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Non-Productive BehaviorNon-Productive Behavior
Joker: Humorist, doesn’t take things seriously, makes inappropriate remarks.
Nit-Picker: Misses the big picture, focuses on irrelevant details.
Detractor: Does not keep the team focused on their goals and objectives.
Talker: Rambles, talks too long, jumps to a new subject frequently.
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Tallest Free Standing Structure Activity
Tallest Free Standing Structure Activity
Each team has 10 minutes to build the tallest structure with the materials provided.
Select an instruction card from the box—do not share this information with others on your team.
At the end of the activity share your team’s experiences with the entire class.
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Overcoming Team Conflicts Overcoming Team Conflicts
Never attack the person! Address the behavior instead.
Resist becoming defensive.
Seek out reasons behind the arguments; search for facts.
Try to keep the team focused on their mission and goals.
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Brainstorming Consensus Cause and Effect Analysis
– Fishbone Diagrams Ask “Why” Five Times Pareto Chart BOS Charts
What Are the EI Team Tools?What Are the EI Team Tools?
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The purpose of brainstorming is to:– Generate a large number of
ideas in an open environment– Give everyone the opportunity
to share– Encourage everyone to
participate– Record ALL the ideas
BrainstormingBrainstorming
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Problem: – A customer at your restaurant
just complained that he was served a bad tasting cup of coffee. He asked for another cup and said the coffee was just as bad as the first cup he was served.• What are the possible causes?• What are the possible
solutions?
Brainstorming ActivityBrainstorming Activity
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Group consensus is:
100% support by the teamReached after full discussion of all viewsEach individual stating his/her
position and why
Consensus Building Consensus Building
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Majority rule
Autocratic rule
Pressure rule
100 % Agreement
Efficient (but it is effective)
Argument for, or against, different views
Consensus Building is Not….Consensus Building is Not….
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1. Encourage different views.
2. Don’t vote, nor flip a coin, etc.
3. Don’t reach quick agreements. Discuss.
4. Don’t argue for or against. Logically present
your case, then consider others.
5. Don’t quickly give in without discussing.
6. Don’t try to avoid conflict and disagreement.
7. Avoid I win you lose situations. Look for
areas where you agree.
8. Move toward solutions everyone can
support.
Consensus RulesConsensus Rules
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1. Define The Problem
2. Brainstorm Possible Causes
3. Do a Cause and Effect Analysis Using a Fishbone Diagram
4. Select the Root Cause(s)
5. Verify Cause(s) & Determine Corrective Actions
6. Propose Solution(s) Including Costs, Benefits & Timing
7. Implement the Solution(s)
8. Monitor Results
Problem Solving ProcessProblem Solving Process
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STEP 1 Identify the problem during one of your team’s brainstorming sessions. Draw a box around the problem.This is called the “effect”.
STEP 2 Draw a long process arrow leading into the box. This arrow represents the direction of influence.
Bad Tasting Coffee
Cause & Effect Analysis – Fishbone Diagram
Cause & Effect Analysis – Fishbone Diagram
Problem or “Effect”
Bad Tasting Coffee
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STEP 3 Decide what are the major categories of causes. Groups often start by using Machines, Materials, Methods, and Man. For some problems, differentcategories work better.
MACHINE
METHOD
MATERIALS
MAN
BAD TASTING COFFEE
Cause & Effect Analysis – Fishbone Diagram (cont.)
Cause & Effect Analysis – Fishbone Diagram (cont.)
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STEP 4 Decide what are the possible causes related to each main category. For example, possible causes related to man are experience, ability and individual preference.
MACHINE
METHOD
MATERIALS
MAN
drip perk manual automatic
filter
size of machinesugar
cream
temperature
electric, gas, open fire
experience ability
individual preference
BAD TASTING COFFEE
grind
Cause & Effect Analysis – Fishbone Diagram (cont.)
Cause & Effect Analysis – Fishbone Diagram (cont.)
brand
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STEP 5 Eliminate the trivial, non-important causes.
Cause & Effect Analysis – Fishbone Diagram (cont.)
Cause & Effect Analysis – Fishbone Diagram (cont.)
MACHINE
METHOD
MATERIALS
MAN
drip perk manual automatic
filter
size of machinesugar
cream
temperature
electric, gas, open fire
experience ability
individual preference
BAD TASTING COFFEE
grind
brand
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Cause & Effect Analysis – Fishbone Diagram (cont.)
Cause & Effect Analysis – Fishbone Diagram (cont.)
STEP 6 Discuss the causes that remain and decide which are important. Circle them.
MACHINE
METHOD
MATERIALS
MAN
drip perk manual automatic
filter
size of machinesugar
cream
temperature
electric, gas, open fire
experience ability
individual preference
BAD TASTING COFFEE
grind
brand
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Problem: The gage cup won’t fit on the outlet end of the tail pipe.
1. Why?The tab is too wide.
2. Why is the tab too wide?It flattens out as it gets welded.
3. Why does it flatten out?The welder temperature is too hot.
4. Why is the temperature too hot?
Operator turned up temp control.5. Why did operator turn up temperature control?
Not given work instructions about which temperature ranges work best.
Ask “Why” Five TimesAsk “Why” Five Times
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Problem: Expense report submitted Jan 10th, not paid by Jan. 24th.
1. Why?
Disbursements Area didn’t submit for payment.
2. Why didn’t they submit for payment?
Receipt for hotel stay included charges for movies.
3. Why were non-payable charges included?
Employees didn’t understand these are not allowable
expenses.
4. Why didn’t the employee understand?
Not familiar with policy.
5. Why not familiar with policy?
Policy is 30 pages, very detailed document.
Ask “Why” Five TimesAsk “Why” Five Times
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A problem solving tool in a form of a bar graph:
Illustrates rank potential problem areas according to their cost, part quality or total variationHelps us focus on the largest contributors (80/20 rule)
Pareto ChartPareto Chart
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0
10
20
30
40
50
60
week 1
bad weldssplit tubeburrsother
Pareto Chart ExamplePareto Chart Example
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BOS Chart or Business Operating System charts are one page summaries used to track results. They:
–Show Data Trends–Identify Key Factors–Track Projects–Monitor Improvements
Tracking Results - BOS Chart Tracking Results - BOS Chart
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BOS Key Measurable: PPM - Steel Can Assembly Cell
Ref # Description Resp. End Date
1Redesign finished goods
packagingAM 7/18/95
2Procure new component
parts containersJK 6/30/95
3Improve weld in process weld monitoring system
SL 7/24/95
4Replace current controller on
paint systemGA 9/20/95
Improvement ActivitiesQuantifier: PPM
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0
50
100
150
200
250
300
Actual Target
Improvement Tracking
1
21 17
14 18 14
Damaged Assembly Cracked Casing Broken Weld Paint Blistering0
10
20
30
40
50
Data Analysis
Ref #
1
2
3
4
Description Jan Feb Mar Apr May Jun Jul Aug
Damaged Assembly
Cracked Casing
Broken Weld
Paint Blistering 14 15 19 17 18 12 10 14
19 17 17 14 21 20 18 1
20 21 20 17 18 22 20 19
51 42 48 40 45 50 39 5
BOS Chart ExampleBOS Chart Example
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Team Tools - Small Group ActivityTeam Tools - Small Group Activity
Each team will be given the same problem and be asked to use an EI Team Tool to come up with possible solutions.– Time: 15 minutes
Demonstrate how you came up with the team’s solutions to the entire group.– Time: 5 minutes
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Start With Simple Type 1 Problems:Team has complete control of problemThey can identify problem easilyHave experience to solve problemHave authority to implement
Problem-Solving GuidelinesProblem-Solving Guidelines
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Some Type 2 Problems are “hand offs”:Team has limited control of problemCan identify problem easilyMay lack expertise to solveMay lack authority to implementCan influence the decision maker
Problem-Solving Guidelines (cont.)Problem-Solving Guidelines (cont.)
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Type 3 Problems are “hand offs”:Team has no control of problem
Can identify the problem
Lacks expertise to solve
Lacks authority to implement
Cannot influence decision maker
Problem-Solving Guidelines (cont.)Problem-Solving Guidelines (cont.)
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1. Was the solution implemented?
2. Were anticipated benefits realized?
3. Were projected costs realistic?
4. Did the solution affect other areas? Cause
other problems?
5. Can the solution be implemented other
places?
6. Can the solution be improved upon?
Follow-Up GuidelinesFollow-Up Guidelines
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Meet once a week Everyone attends Have an agenda Take meeting minutes Start on time Have specific goals Minimize number of projects
Assign responsibilities Assign dates Stay focused Rely on data Report progress Recognize accomplishments
General Meeting GuidelinesGeneral Meeting Guidelines
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1. Do identify “key others” who you need and might be affected.
2. Do get input from “key others.”3. Do invite others to meetings.4. Do keep others informed.5. Do involve supporters before you finalize
solutions.6. Do listen carefully to others.7. Do be very clear about the information you
need. 8. Do respect others’ problems when seeking
information.
The Dozen “Do’s”The Dozen “Do’s”
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9. Do give others adequate time to get information.
10. Do have the experts give technical information to team.
11. Do remember to thank those who have given support or information.
12. Do remember that you cannot succeed without good support and information.
The Dozen Do’s (cont.)The Dozen Do’s (cont.)
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Don’t treat others as enemies!
Other shifts, departments, management,
engineering, etc.
You will gain nothing, and lose much, if you
attack.
And One Don’t…And One Don’t…
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Look for Common Ground
Build Bridges
Build Consensus
Build Teamwork
Key Word: RESPECTKey Word: RESPECT
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It’s Time for a Team Meeting . . .It’s Time for a Team Meeting . . .It’s Time for a Team Meeting . . .It’s Time for a Team Meeting . . .
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1. Organize Team• Select a Team Leader and Facilitator • Select 2-3 Observers • Choose Team Name• Identify a Work Problem to Discuss
2. Use the EI Team Tools to Determine Causes and Develop Solutions
3. Conduct Your Meeting4. Ask Observers to Critique Meeting 5. Report Your Results to the Entire Group
Team Meeting InstructionsTeam Meeting Instructions
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Workshop Wrap-Up Workshop Wrap-Up andand
FeedbackFeedback
Workshop Wrap-Up Workshop Wrap-Up andand
FeedbackFeedback
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Be Flexible
Be Innovative
Be Patient
Be Persistent
Be Positive
Key Points to RememberKey Points to Remember
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“Until we believe the expert in any job is the
person performing it, we shall forever limit the
potential of that person. Consider a
manufacturing setting: within their 25 square foot
area, nobody knows more about how to operate a
machine, improve its quality, optimize the material
flow, or keep it operating than the machine
operators. Nobody.”
John Young, PresidentHewlett-Packard