Page 99 - DMGT524_TOTAL_QUALITY_MANAGEMENT

Total Quality Management

Notes 1. Process Improvement Team: The members of process improvement team represent each
operation of the process or sub-process, usually the scope of the team’s activity is limited
to the work unit, a team of about six to ten members will come from the work unit and,
depending on the location of the sub-process, an external or internal supplier and external
or internal customer would be included on the team. During the course of the team’s life,
additional expertise from other work areas may be added on a permanent or temporary
as-needed basis. The life cycle of this type of team is usually temporary-it is disbanded
when the objective has been obtained. When the targeted process includes many work
units or the entire organization, a cross-functional team may be more appropriate with
work unit teams as sub-teams.
2. Cross-functional Team: A team of about six to ten members will represent a number of
different functional areas such as engineering, marketing, accounting, production, quality,
and human resources. It may also include the customer and supplier, a design review team
is a good example of a cross-functional team. This type of team is usually temporary. An
exception would be a product support team, which would be permanent and have as an
objective to serve a particular or4ouct line, service activity, or a particular customer, this
type of team breaks down functional area boundaries.
3. Natural work Teams: This type of team is not voluntary – it is composed of all the members
of the work unit, it differs from quality control circles because a manager is part of the
team and the projects to be improved are selected by management, some employees may
opt not to work in teams for a variety of reasons, and managers should anticipate this
action and be prepared to help employees become comfortable in the team environment
or, alternatively, find work in another unit that still performs work as individuals, even
though “team work” is technically feasible, there may be such resistance that its
introduction should be delayed until there has been substantial turnover.
4. Self-directed/self-managed Work Teams: They are an extension of natural work teams
without the supervisor, thus, they are the epitome of the empowered organization-they
not only do the work but also manage it, there is wide discretion to organize their work
subject organizational work flow requirements. There is a team coordinator to liaison
with senior management that may rotate among members. The team meets daily to plan
their activities, and decisions are usually by consensus, additional responsibilities may
include; hiring/dismissal, performance evaluation, customer relations supplier relations,
recognition/reward, and training, the team must have access to business information in
order to plan, control, and improve their processes.

Characteristics of Successful Teams

In order for a team to be effective, it should have certain characteristics, listed below:

Sponsor: To have effective liaison with the quality council, preferably the sponsor is a
member of the quality council providing organizational support.
Team Charter: A team charter is a document that defines the team’s mission, boundaries,
the background of the problem, the team’s authority and duties, and resources.

Team Composition: The size of the team should rarely exceed ten people except in the case
of natural work teams or self-directed teams.

Training: As the need arises, members should be trained in problem-solving techniques,
team dynamics, and communication skills.
Ground Rules: The team must develop its rules of operation.
Clear Objectives: The criteria for success should be agreed on with management.

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