TEAMWORK REQUIREMNETS FOR TQM
Definition: a group of people with skills working together to achieve common objectives or goals
Why It Is Needed
Element For Successful Team
Teamwork Task
Causes of Teamwork
What Is Needed
Types of TQM Teams
Teamwork
Importance
Criteria For Effective Teamwork
Good Teamwork Member's Attributes
Coordinates work through the teams form
Rapid response from all parts in a team
Able to work in various part of organization with other employee (not limited in one specialty)
Effective in problem solving, either in quality/productivity
Cumulative action where each subordinates share interest/opinion to fulfill goals
Many heads (many ideas/solution)
Each have own specialty to contribute and help
Able to solve complex task easily together
Builds a rapport which improve everyone's job
An alternative for enhancing communication
Must achieve goals for quality improvement
Able to improve quality of performance quickly and effectively
Teams need to retain/improve its strength together
Need to preserve/strengthen relationship with all organization
Members are important in teams
Members represent their department
Need to posses technical knowledge
Have problem-solving skills
Each member need to have strong interpersonal skill
Disadvantages Not Joining Teamwork
Advantages Of Teamwork
Overwhelming workload
Have trust issue with management
Fear/Embarrass with others
Fear of failure in job
Have more outside commitment
Selfish "I don't care"
Enjoy accomplishment feeling
Use team meeting to address personal agendas
Privy to information
Feel a sense of obligation to bring improvement in future
Enhancing their potential
Get recognition and rewards associated with teams activity
Progressive in making decision
Have comfortable social environment
- Work Allocation
- Communication
- Problem Diagnosis
- Organizational Support
- Problem Selection/Identification
Teams selected not associated with quality
New team got no skills in solving massive problems
Understand the symptoms
Theorizing as to causes
Testing theories
Assign task according to skills for greatest extend possible
Teams needs to know status differences
Use various media
Improve in communication
Carefully assign people for communication task and train people for communication
Management issues clear charge to the teams
teams need adequate training
Management supports teams efforts
Change performance appraisals
Provide necessary resources
Changes selection process of teams if needed
- Beneficial team behavior
- Well-defined decision procedures
- Clear communication
- Balanced participation
- Clearly defined role
- Established ground rules
- An improvement plan
- Awareness of group process
- Clarity in team goal
- Use of the scientific approach
- Natural Work Teams
- Steering Committees
- Project Teams
- Departmental Problem-Solving Team
- Self-Managed Teams
- Problem-Solving Teams
- Virtual Teams
- Cross-Functional Teams
High level planning group to guide organization quality effort
Launch, coordinate and institutionalise quality improvement
Guide implementation and evolution of TQM
Focal print for quality in organization
Establish policy of TQM
Common setup. Identify and solve specific quality-related problems.
Have two types:
- Departmental Problem-Solving Team
- Cross-Functional Teams
Implement own solution
Teams stay intact
Standardised problem-solving methodology
Problems are diverse
Limited membership (specific department)
Wide range of problem
Team dismantle after completion of problems
Member from various department
Team are trained in identify, solving to implement solution
Replace rather than complement the traditional organization of work
Share responsibility in completing task
Work together as a complete unit
Usually cross-trained to perform task and rotate among them
Manage themselves: budgeting, scheduling, order supplies, hiring and etc
Members posses interpersonal skill as well as technical skill
Replace rather than complement the traditional organization of work
Can be define as a team that is physically separated (by time/by space) which primarily intact electronically
They interact electronically and may meet face to face occasionally
Usually for defined period of time
Disband once project complete
Members from another group/department assign together
Right combination of skills, abilities and personality for collaborative tension
Exp: people work at different geographic sites
Breakdown Barriers: Reduced Hierarchy
Reduction in middle management
Empowerment of front-line
Reduction of hierarchical layers
Less supervision/coordination