self – managed work teams
TRANSCRIPT
SELF – MANAGED WORK TEAMS
Presented by: Prachi Sharma
The Sociotechnical Systems Approach
social technical
Biological &psychosocial laws
Mechanical & physical laws
Self-managed Work TeamsThey are groups of employees who are responsible for a complete, self-contained package of responsibilities that relate either to a final product or an ongoing process.
Team members possess a variety of technical skills and are encouraged to develop new ones to increase their versatility, flexibility, and value to the work team.
The team is responsible for monitoring and reviewing the overall process or product, as well as assigning problem-solving tasks to group members.
The teams create a climate that fosters creativity and risk-taking, in which members listen to each other and feel free to put forth ideas without being criticized.
Model of Self-Managed Work teams
TeamTask Design
Team Process Interventions
Organisation Support Systems
Team Functioning
Team Performance and Member Satisfaction
Team Task Design
Task Differentiation
Boundary Control
Task Control
Team Process Interventions
• Training programs
• Workshops
• On the job training
Organisation Support Systems
Recruitment and SelectionTrainingEvaluation and Reward SystemsLeadership Support SystemsUse of Freed-up time
Application Stages
I. Sanctioning the design effort
II. Diagnosing the work systemIII. Generating appropriate
designsIV. Specifying support systemsV. Implementing and
evaluating the work designsVI. Continual change and
improvement
Results of Self-managed teams
REPORTED SELF-MANAGED TEAMS SUCCESSES
Harley-Davidson *Returned to profitability in six years
John Hopkins Hospital *Patient volume increased by 21 percent * Absenteeism was cut
Hallmark *200 percent reduction in design time * Introducing 23,000 new card lines each year
Liberty Mutual *50 percent reduction in contract process time * Savings of more than $50 million per year
Volvo *40 percent reduction in time spent on each year *4 percent increase in production output * Inventory turnover increased from nine to 21 times a year
Flip side of the coin• Improvements in job satisfaction but no effects on job
motivation, work performance, organizational commitment.• Major benefits are economic , deriving from the needs for less
supervision.• Undermined individual discretion, autonomy and initiative.
Succeeding with self-managed workteams – the chevron way
The Kern River Asset Team is made up of 80 employees and is a part of Chevron's Western Production Business Unit and South Valley Profit Center
Main task -produce oil from Chevron properties in Kern River Field in Bakersfield, Calif.
Prior to 1995, the Kern River Asset Team was itself a profit center with many small asset teams spread over a wide area and with a traditional hierarchical organization
problemsEach asset team was responsible for all the work processes -it was difficult for teams to link those processes to broader objectives.
Since individuals did not work together daily, they could not develop broader, big-picture knowledge of the processes they managed.
Duplication of work processes and poor utilization of resources.
A new structure
• Kern River Profit Center was downsized to the Kern River Asset Team
High-performance teamsEmployee empowermentProcess improvement
• A design team was formed to draw up plans for the self-managed work teams
• Members were selected from every area that was affected by the reorganization
Contd…
• interviews and meetings-the design team reviewed tasks from each functional and operational area
• Clearly defined boundaries were set for process-specific responsibilities for each group.
• 11 self managed teams- 5 to 8 members-balanced for technical expertise and social and leadership skills.
Training for the teams
each team prioritized its tasks
grouped them into work processes
chose the ones on which to focus
identify opportunities for improvement
Each process flowcharted to list suppliers and customers and measured to provide a baseline for determining future productivity.
The road to success • A coach for each team, who met
regularly with a guidance team to monitor overall progress and effectiveness.
• A training program to develop basic skills such as team-building, problem-solving, communication, conflict resolution, and time management, as well as participation, responsibility, and empowerment.
Bumps in the road
Unfamiliarity with the new organizationNew daily routinesAdjusting to limitations of duties imposed by the new plansFocus on specific (and process-related) team responsibilities. Personal, cultural, and behavioral adjustmentsAttending team meetings was no longer enough
The root
LACK OF COMMUNICATION !!!
Finding a place
Adding more asset value than competitors had through exploration, development, and acquisition
Generating more profit per barrel than competitors
Ensuring that all business activities are fully compliant
The results
Despite some early confusion, many process improvements have been initiated:
Chemical pump repairSub-surface pump usageAutomatic well tester service
conclusion
“Successful re-engineering of an organization with self-managing teams is not a quick fix. It requires a great deal of effort, commitment, and support from all members of the organization.”