Team Development Programs: To gain sustainable competitive advantage

Team Development Programs: To gain sustainable competitive advantage

Organizations that invest Time and Resources into team building & developing their people, will naturally create a sustainable competitive advantage. Team development is essential in any environment as it helps you to understand differences.

It ensures personal development, positive workplace communication, leadership skills and the ability to work collaboratively to solve problem and achieve organization/personal goals.

Introduction – What is a Team Development Program

Introduction – Definition of TDP Teams

Introduction – Practicing New Behaviors

  • Launch Startup Activities;
  • Do Pilot Projects (innovative and effective);
  • Sponsored by Top Management;
  • Supported by KAIZEN™ Support Organization.
  • Evolve to Small Set of Behaviors;
  • Spread by a Small Number of Trainers (Formal and Informal Opinion Leaders);
  • Through Formal and Informal Networks in the Organization;
  • Creating Behavior Tipping Points;
  • New KAIZEN™ Culture Appears.

The Team Leader Role

On the Job Training

Operators /Team Members

  • Are Trained by the Team or Opinion Leader (champion) during work time;
  • Simple KAIZEN™ Themes;
  • One at a Time, 2 to 4 h per month;
  • Receives Visual Lessons (using boards, OPL´s and Gemba observation).
  • Starts Behaving for Setup Time Reduction (following the leader);
  • Example of Daily Behavior:Records metrics after each setup job;

             Records problems (gaps to standards);
             5 min daily meeting to check Metrics and Problems;
             Proposes Improvement Ideas and new Standards;
             Follow Standards;
             Follows the Team or Opinion Leader;
             Tells success stories.

Team or Opinion Leader

  • Attends the TDP Train the Trainer Workshop;
  • Starts the Team Board (1 per Theme);
  • Trains his Team “One Theme at a Time” (ex: 1 Theme / Month);
  • Trains during job time (ex: 2 to 4 h / person) ;
  • Follows a “Training Standard Manual”;
  • Behaves like “The Teacher” (best way to learn is having to teach).
  • Starts Behaving for Setup Time Reduction (lead by example);
  • Example of Daily Behavior:5 min daily meeting to check Metrics and Problems;

             Works on the Problem Solving;
             Works on the Action Plan (get things done);
             Improves Standards and OPL´s;
             Trains Team New Skills (using Matrix and Instruction Standards);
             Motivates the Team;
             Writes and Tells success stories.

KAIZEN™ Behavior Themes

Operators /Team Members

Value Stream Projects and Gemba KAIZEN™ Workshops originate Behavior Themes !

  • 5 S and Visual Management(Work areas)
  • Quality Kobetsu (Waste)
  • Setup Reduction (Change over Time)
  • Standard Work (Movements)
  • Autonomous Maintenance 1, 2, 3 (Machine 5S)
  • Planned Maintenance 1, 2, 3 (Breakdowns)
  • Efficiency Kobetsu (Stoppages)
  • Efficiency Office

Team or Opinion Leader

Strategy Deployment Scorecards originate Areas and Themes

  • Production
  • Maintenance
  • Support Departments
  • Any Organizational Function / Process

TDP Process Steps

     1. Program Planning

  • What Areas ?
  • What Key Behaviors ?
  • What Key Trainers ?
  • What Training Agendas ?

      2. Trainers Workshop

  • Train the Trainer Program
  • Validate Content
  • Coach and Support Trainers

      3. OJ Training

  • Trainers train their people On The Job (flexible timings)
  • Coach and Support Trainers to Lead by Example

      4.  Audit and Reinforce

  • Define and Apply Behavioral Checklists
  • Publish and Promote Success Stories
  • Reinforce Key Behaviors by Eliminating Conflicts
  • Recognize Teams Achievements

       5. Standardize and Next Steps

  • Standardize Trainers and Teams Agendas for Daily KAIZEN™ and Help Chain
  • Decide New Key Behaviors and Restart

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