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TEAMWORK CULTURE FOR TQM:Steering Committees, Natural Work Teams

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Total Quality Management ­ MGT510
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Lesson # 43
TEAMWORK CULTURE FOR TQM
The Importance of Teams in TQ
Teams are everywhere in TQ organizations: at the top and bottom and in ever function and department
in between. Why are there so many teams? The TQ philosophy recognizes the interdependence of
various parts of the organization and uses teams as a way to coordinate work. Teamwork enables
various parts of the organization 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. The diversity inherent in tams often provides unique perspective on work,
spontaneous thought, and creativity. In addition, teams develop a greater sense of responsibility for
achieving goals and performing tasks. In short, teams provide a variety of benefits that are not derived
from individuals working alone.TQ organizations recognize that the potential contributions of
employees are much greater than in the traditional organization, an teams are an attempt to take
advantage this potential. Further, the competitive environment of modern business requires flexible, fast
reaction to changes in customer demands or technological capacity. Teams can provide the capacity for
rapid response.
Types of TQ Teams
TQ uses so many different types of teams that sometimes it is difficult to tell one from another. Some
common types of teams include:
·
Steering committees (or quality councils) ­ management teams that lead an organization and
provide direction and focus.
·
Problem-solving teams ­ teams of workers and supervisors that met to address workplace
problems involving quality and productivity, or ad-hoc teams with a specific mission such as
organizational design teams that act a architects of change as discussed in the previous chapter.
·
Natural work teams ­ people who work together every day to perform a complete unit of work.
·
Self-managed teams ­ Work teams that are empowered to make and control their own
decisions.
·
Virtual teams ­ teams whose member communicate by computer, take turns as leaders, and
jump in an out as necessary. Virtual teams are beginning to play an increasingly important role
because of the Internet and electronic communication.
Steering Committees
Most organizations practicing total quality have a steering committee, called a quality council by Juran
and a quality improvement team by Crosby. Steering committees are responsible for establishing policy
for TQ and for guiding the implementation and evolution f TQ throughout the organization. The top
manager of the organization is usually on the steering committee, as is the manager with overall
responsibility for quality- for example, the Vice President /Director of Total quality. The steering
committee may meet fairly often when a TQ effort is getting started, but usually meets only monthly or
quarterly once things are under way. This group makes key decisions about the quality process ­ how
quality should be measured and what structures and approaches should b used to improve quality. The
steering committee also periodically reviews the status of TQ and makes the adjustment necessary to
ensure customer satisfaction and continuous improvement. In general, the steering committee has
overall responsibility for the progress and success of the TQ effort.
Problem-Solving Teams
The second, and probably most common, type o team used in TQ is the problem-solving team. As the
name implies, problem-solving teams work to improve quality by identifying and solving specific
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quality-related problems facing the organization. Such teams are sometime referred to as corrective
action teams, or quality circles, although many organizations have created their own names for them.
Two basic types of problem-solving teams are departmental and cross-functional.
Departmental Problem-Solving Teams
These teams are limited in membership to employees of a specific department and are limited in scope
to problems within that department. Such groups typically meet once a week for one to two hours and
progress through a standardized problem-solving methodology. First they identify a set of problems and
select one to work on. Then they collect data about the causes of the problem and determine the best
approach to solving it.
If the solution does not require any major changes in procedures or substantial resources, the group
frequently can implement its own solution. If this is not the case, group members will make a
presentation to some level of management, requesting approval for their solution and the resources to
implement it. These teams typically remain relatively intact as they address a number of problems in
succession.
Cross-Functional Teams
Cross-functional teams are not unique to total quality ­ they are commonly used in new product
development, for example ­ but are increasingly becoming a mainstay of quality programs. These teams
are similar in many ways to the departmental teams just discussed: they receive training in problem
solving, identify and solve problems, and either implement or recommended solutions.
The differences are that members of cross-functional teams come from several departments or functions,
deal with problems that involve a variety of functions, and typically dissolve after the problem is solved.
For example, a cross-functional team in a brokerage might deal with problems in handling questions
from clients. The issues raised would not be limited to stocks, bonds, or mutual funds, so people from
all of these areas would be involved.
Cross-functional teams make a great deal f sense in an organization devoted to process improvement,
because most processes do not respect functional boundaries. If a process is to be comprehensively
addressed, the team addressing it cannot be limited, by either membership or charter, to only one
function. To be effective, cross-functional teams should include people from several departments: those
who are feeling the effects of the problems, those who may be causing it, those who can provide
remedies, and those who can furnish data.
Natural Work Teams
Natural work teams are organized to perform a complete unit of work, such as assembling a motorcycle,
creating circuit plans for a television set, or performing a market research study from beginning to end.
Te "unit of work" need not be the final product, but some intermediate component. Natural work teams
replace rather than complement the traditional organizational of work. What is different in this work
design structure is that work tasks are not narrowly defined as they would be on an assembly line, for
instance. Team members share responsibility for completing the job and are usually cross-trained to
perform all work tasks and often rotate among them.
Self-Managed Teams
Self-managed teams (SMTs), also known as self-directed teams or autonomous work groups, are natural
work teams with broad responsibilities, including the responsibility to manage themselves. SMTs are
empowered to take corrective action and resolve day-to-day problems; they also have direct access to
information that allows them to plan, control, and improve their operations. Although self-managed
teams have been used for decades, (the SMT concept was developed in Britain and Sweden in the
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1950s, and one of the early companies to adopt it was Volvo, the Swedish auto manufacturer), their
popularity has increased in recent years, due in part to their use in TQ. In the absence of a supervisor,
SMTs often handle budgeting, scheduling, setting goals, and ordering supplies. Some teams even
evaluate one another's performance and hire replacements for departing team members.
SMTs have resulted in improved quality and customer service, greater flexibility, reduced costs, faster
response, simpler job classifications, increased employee commitment to the organization, and the
ability to attract and retain the best people.
Virtual Teams
Virtual teams are groups of people who work closely together despite being geographically separated.
Virtual teams rarely meet face-to-face; their primary interaction is through technologies such as
telephone, fax, shared databases and collaborative software systems, the Internet, e-mail, and video
conferencing, In 1998, over 8 million workers were members of such teams, and this number has
undoubtedly grown as new technology has proliferated. Virtual teams are becoming important because
of increasing globalization, flatter organizational structures, an increasing shift to knowledge work, and
the need to bring diverse talents and expertise to complex projects and customize solutions to meet
market demands. For example, a product design team in the United States can hand off its work to
another team in Asia or Australia, resulting in an almost continuous work effort that speeds up
development time considerably.
Because of their physical separation, some have difficulty applying the team concept t virtual teams.
Virtual teams can face some unique challenges including language, culture, style differences, and the
lack of social relationships that can lessen team commitment. These require special efforts to ensure that
a team environment is truly realized, particularly paying attention to communication, strong
interpersonal relationships, and formal structures that support their work.
Effective Teamwork
Teams are the main structure of many TQ organizations. Thus, effective teamwork is critical to a
successful TQ effort. If teams are not effective, TQ processes will suffer. Steering committees will
choose poor directions and policies for the organization; departmental and cross-functional problem-
solving teams will choose inappropriate problems or won't be able to solve the problems they identify;
and self-managed teams will not be able to fulfill the promise of an empowered, creative workforce.
Criteria for Team Effectiveness
There are several criteria for team effectiveness. First, the team must achieve its goals f quality
improvement. For example, a steering committee must move the TQ effort ahead, a problem-solving
team must identify and solve important problems, a self-managed team must operate and improve a set
of production or service processes.
Second, teams that improve quality performance quickly are more effective than those that take a long
period of time to do so. One of the strengths of teams is their potential for rapid adaptation to changing
conditions. A team that takes a long time to accomplish anything is losing te potential benefits of having
problems solved sooner and is consuming a greater-than-necessary amount of resources, including the
time devoted to team meetings. In short, it is inefficient.
Third, the team must maintain r increase its strength as a unit. Think of the team as representing as
asset-a quantity of human capital-beyond that represented by its individual members. This additional
human capital is based on the ability t understand and adjust to one another's work styles, the
development of an effective set of routines, the growth of trust among team members, and so on. A team
that remains intact over a period of time preserves and enhances this human capital. A team that solves
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an important problem but has such miserable relations that it dissolves, does not. It may make a
contribution to the TQ effort, but it squander a considerable amount of human capital in the process.
Fourth, the team must preserve or strengthen its relationship with the rest of the organization. A team
that accomplishes its goals at the cost of alienating others in the organization violates the TQ spirit of
teamwork and compromises its ability to perform successfully in the future, when the collaboration of
others may well be needed. Peter Scholtes, a leading authority on teams for quality improvements, has
suggested 10 ingredients for a successful team:
1.
Clarity in team goals. As a sound basis, a team agrees on a mission, purpose, and goals.
2.
An improvement plan. A plan guides the team in determining schedules and mileposts by
helping the team decide what advice, assistance, training, materials, and other resources it
may need.
3.
Clearly defined roles. All members must understand their duties and know who is
responsible for what issues and tasks.
4.
Clear communication. Team members should speak with clarity, listen actively, and share
information.
5.
Beneficial team behaviors. Teams should encourage members to use effective skills and
practices to facilitate discussions and meetings.
6.
Well-defined decision procedures. Teams should use data as the basis for decisions and
learn to reach consensus on important issues.
7.
Balanced participation. Everyone should participate, contribute their talents, and share
commitment to the team's success.
8.
Established ground rules. The group outlines acceptable and unacceptable behaviors.
9.
Awareness of group process. Team members exhibit sensitivity to nonverbal
communication, understand group dynamics, and work on group process issues.
10.
Use of the scientific approach. With structured problem-solving processes, teams can
more easily find root causes of problems.18
Team Processes
Many processes are undertaken within TQ teams, including quality planning, problem selection and
diagnosis, communication, data collection, and implementation of solutions. Team processes are not
fundamentally different from other processes, such as assembling an electronic device, taking a patient's
vital signs, or preparing cop au vin. The customers of all these processes can be identified, their
elements can be placed in a flowchart, steps that do not add value can be removed, and their quality can
be improved continuously.
Problems Selection
One of the processes undertaken at least occasionally by most teams and frequently by problem-solving
teams is the choice of problems or issues on which to work. This process can be particularly difficult for
newly empowered employees, who are more accustomed to being told what to do than they are to
establishing their own agenda. New teams generally are not skilled enough to solve massive problems,
and a failure to address such a visible problem successfully may be difficult for the team to overcome. It
makes more sense for a team initially to select a problem of moderate importance and difficulty and to
move on to more complex ad difficult problems when the team is better established. This approach is
more likely to lead to successful solutions, which will build momentum for each team and for the
quality effort as a whole.
Problem Diagnosis
After problems to be addressed are identified, their causes must be ascertained. Thus a second critical
process in TQ groups is problem diagnosis, the process by which the team investigates potential causes
of problems to identify potential solutions. Juan refers to this step as the "diagnostic journey" and
explains that it consists of three parts:
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1.
Understanding the symptoms (for example, a process out of control),
2.
Theorizing as to causes (for example, preventive maintenance neglected), and
3.
Testing the theories (for example, reviewing preventive maintenance records to see whether
they relate to the problems experienced).
Many teams want to bypass problem diagnosis and begin problem solving as soon as possible, usually
because they mistakenly believe that the problem's causes are obvious. Teams that spend more time
diagnosing problems have been shown to be much more effective than those that proceed immediately
to solutions.
Work Allocation
Another important process is the allocation of work within the team. Many teams approach this process
haphazardly, assigning tasks to the next in line or the first person who volunteers. Assigning tasks is one
of the keys to team effectiveness and should not be taken so lightly. Each team member has certain
skills and will perform well on tasks that use those skills and not o well on tasks that use other skills.
The team needs to assign people tasks that will utilize their skills to the greatest extent possible.
Communication
Communication is key processes for any team attempting to improve quality Steering committees
communicate priorities to employees. Members of problem-solving teams communicate among
themselves and to their internal and external customers. For example, problem-solving teams often have
to present their recommendations to management. Self-managed teams have similar communication
needs and often must communicate effectively across shifts.
Communication within and across teams can also be enhanced by suing a variety of media. Many TQ
teams use electronic mail and fax machines, but also benefit from such low-tech media as posters and
graphs posted on the walls. As with many team processes, any specific recommendations are less
important than the general idea of recognizing communication as a process that consists of a series of
steps that can be improved.
Coordination
Another key process is coordinating the team's work with other teams and departments in the
organization. Team cannot work in isolation, and maintaining good relationships outside the team is one
criterion of team effectiveness. New product teams, for example, depend on other parts o the
organization for resources, information, and support while also acting as primary internal suppliers.
Coordination often involves resolving issues of interdependent schedules, but may also include some
negotiation. Thus, teams often play a "boundary spanner" role. The boundary-spanning literature shows
positive relationships between communication and performance. However, researchers have often found
a tendency among teams to turn inward, believing that their own needs, ideas, and plan are more valid
than those of "outsider." Ironically, the more cohesive the team becomes, the greater the likelihood of
this occurring.
In summary, team processes can be improved just like any other process. Several key processes
that are candidates for improvement are problem identification and diagnosis, work allocation,
communication, and coordination of work with other teams and departments.
Organizational Support
However skillful the team, they will find it hard to be successful unless their efforts are supported by the
organization in general and by management in particular. Organizational support is the foundation for
effective teamwork. Management must provide the following if a TQ team is to be successful.
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First, management must issue a clear charge to the group; that is, a description of what the group is and
is not expected to do. This is often called a team charter. Many teams have wasted a great deal of time
and energy on issues that they later found they were not authorized t pursue. Management's guidance as
to the quality priorities of the organization is crucial, especially in the early stages of a team's work.
Several organizational researchers have found that team performance improved for teams with charters
and clear expectations.28
Second, human resource management (HRM) systems often must be adjusted. Conventional HRM
systems may be barriers to effective teamwork that will undermine TQ if not changed.29 the need for
enhanced training is particularly acute, as team members must be brought up to speed on the various
types of skills necessary for effective teamwork.
Performance appraisal and reward systems are also a concern. Many of these systems are designed to
reward individual effort or the attainment of functional goals, rather than teamwork. Numerous research
studies over the past several decades have pointed out the problems and pitfalls of performance
appraisals.30 many legitimate objections can be made:
·
They tend to foster mediocrity and discourage risk taking.
·
Thy focus on short-term and measurable results, thereby discouraging long-term planning or
thinking and ignoring important behaviors that are more difficult to measure.
·
They focus on the individual and therefore tend to discourage or destroy teamwork within and
between departments.
·
The process is detection-oriented rather than prevention-oriented.
·
They are often unfair, since manager frequently don't possess observational accuracy.
·
They fail to distinguish between factors that are within the employees' control and system-
determined factors that are beyond their control.
This can greatly undermine teamwork and can be fatal t the team if not addressed.
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Table of Contents:
  1. OVERVIEW OF QUALITY MANAGEMENT:PROFESSIONAL MANAGERIAL ERA (1950)
  2. TOTAL QUALITY MANAGEMENT AND TOTAL ORGANIZATION EXCELLENCE:Measurement
  3. INTEGRATING PEOPLE AND PERFORMANCE THROUGH QUALITY MANAGEMENT
  4. FUNDAMENTALS OF TOTAL QUALITY AND RATERS VIEW:The Concept of Quality
  5. TOTAL QUALITY MANAGEMENT AND GLOBAL COMPETITIVE ADVANTAGE:Customer Focus
  6. TOTAL QUALITY MANAGEMENT AND PLANNING FOR QUALITY AT OFFICE
  7. LEADERS IN QUALITY REVOLUTION AND DEFINING FOR QUALITY:User-Based
  8. TAGUCHI LOSS FUNCTION AND QUALITY MANAGEMENT
  9. WTO, SHIFTING FOCUS OF CORPORATE CULTURE AND ORGANIZATIONAL MODEL OF MANAGEMENT
  10. HISTORY OF QUALITY MANAGEMENT PARADIGMS
  11. DEFINING QUALITY, QUALITY MANAGEMENT AND LINKS WITH PROFITABILITY
  12. LEARNING ABOUT QUALITY AND APPROACHES FROM QUALITY PHILOSOPHIES
  13. TOTAL QUALITY MANAGEMENT THEORIES EDWARD DEMING’S SYSTEM OF PROFOUND KNOWLEDGE
  14. DEMING’S PHILOSOPHY AND 14 POINTS FOR MANAGEMENT:The cost of quality
  15. DEMING CYCLE AND QUALITY TRILOGY:Juran’s Three Basic Steps to Progress
  16. JURAN AND CROSBY ON QUALITY AND QUALITY IS FREE:Quality Planning
  17. CROSBY’S CONCEPT OF COST OF QUALITY:Cost of Quality Attitude
  18. COSTS OF QUALITY AND RETURN ON QUALITY:Total Quality Costs
  19. OVERVIEW OF TOTAL QUALITY APPROACHES:The Future of Quality Management
  20. BUSINESS EXCELLENCE MODELS:Excellence in all functions
  21. DESIGNING ORGANIZATIONS FOR QUALITY:Customer focus, Leadership
  22. DEVELOPING ISO QMS FOR CERTIFICATION:Process approach
  23. ISO 9001(2000) QMS MANAGEMENT RESPONSIBILITY:Issues to be Considered
  24. ISO 9001(2000) QMS (CLAUSE # 6) RESOURCES MANAGEMENT:Training and Awareness
  25. ISO 9001(2000) (CLAUSE # 7) PRODUCT REALIZATION AND CUSTOMER RELATED PROCESSES
  26. ISO 9001(2000) QMS (CLAUSE # 7) CONTROL OF PRODUCTION AND SERVICES
  27. ISO 9001(2000) QMS (CLAUSE # 8) MEASUREMENT, ANALYSIS, AND IMPROVEMENT
  28. QUALITY IN SOFTWARE SECTOR AND MATURITY LEVELS:Structure of CMM
  29. INSTALLING AN ISO -9001 QM SYSTEM:Implementation, Audit and Registration
  30. CREATING BUSINESS EXCELLENCE:Elements of a Total Quality Culture
  31. CREATING QUALITY AT STRATEGIC, TACTICAL AND OPERATIONAL LEVEL
  32. BIG Q AND SMALL q LEADERSHIP FOR QUALITY:The roles of a Quality Leader
  33. STRATEGIC PLANNING FOR QUALITY AND ADVANCED QUALITY MANAGEMENT TOOLS
  34. HOSHIN KANRI AND STRATEGIC POLICY DEPLOYMENT:Senior Management
  35. QUALITY FUNCTION DEPLOYMENT (QFD) AND OTHER TOOLS FOR IMPLEMENTATION
  36. BASIC SQC IMPROVEMENT TOOLS:TOTAL QUALITY TOOLS DEFINED
  37. HOW QUALITY IS IMPLEMENTED? A DIALOGUE WITH A QUALITY MANAGER!
  38. CAUSE AND EFFECT DIAGRAM AND OTHER TOOLS OF QUALITY:Control Charts
  39. STATISTICAL PROCESS CONTROL (SPC) FOR CONTINUAL QUALITY IMPROVEMENT
  40. STATISTICAL PROCESS CONTROL….CONTD:Control Charts
  41. BUILDING QUALITY THROUGH SPC:Types of Data, Defining Process Capability
  42. AN INTERVIEW SESSION WITH OFFICERS OF A CMMI LEVEL 5 QUALITY IT PAKISTANI COMPANY
  43. TEAMWORK CULTURE FOR TQM:Steering Committees, Natural Work Teams
  44. UNDERSTANDING EMPOWERMENT FOR TQ AND CUSTOMER-SUPPLIER RELATIONSHIP
  45. CSR, INNOVATION, KNOWLEDGE MANAGEMENT AND INTRODUCING LEARNING ORGANIZATION