1. I II III IV L EADERS R OLES Roles & Responsibilities

2. TRADITITIONAL SUPERVISORY MODEL ACCOUNTABILITY: Supervisor is accountable for workers output Supervisor sets schedules, orders material, reports performance Supervisor directs and controls workers Supervisor is responsible for quality and quantity of output COMMUNICATION: Supervisor talks to individual workers, one on one Minimal interaction between workers One-way feedback, supervisor to worker TECHNICAL SKILLS: Supervisor possesses technical knowledge Supervisor solves technical problems Supervisor makes decisions Supervisor trains Supervisor sometimes works SOCIAL SKILLS: Supervisor is responsible for morale and motivation Behavior outside a tight tolerance is punished ROLE OF WORK GROUP: Follow the Supervisor’s direction Comply with specific rules Operate within a specific job description Minimize variances Stay busy or look busy

3. TEAM LEADER MODEL ACCOUNTABILITY: Leader is accountable for performance, but does delegate some responsibility to key members Leader is responsible for quantity and quality of output Leader makes most decisions COMMUNICATION: Some interaction between members Leader shares information about the business with the team Leader manages dynamics of member relationships Leader solicits team members’ ideas TECHNICAL SKILLS: Technical skills are shared between leader and members Members become skilled in more than one area Members provide input into technical decisions SOCIAL SKILLS: Leader facilitates information sharing & discussions Group norms emerge Some diversity of ideas is encouraged ROLE OF WORK GROUP: Comply to group standards Help in solving material, maintenance and production problems Members can influence work environment

4. TEAM COORDINATOR MODEL ACCOUNTABILITY: Team owns their piece of the business and monitors performance Coordinator reviews results of the team Team is fully accountable for mutually developed goals Leadership is shared and situational COMMUNICATION: Highly interactive Coordinator is occasionally used to manage group dynamics Two-way feedback is valued TECHNICAL SKILLS: Members are developed to manage training, safety, maintenance Members exercise considerable judgment and discretion Members manage specialists when needed SOCIAL SKILLS: Members help each other become better contributors Members appropriately challenge each other Diversity is valued Coordinator coaches to increase team development ROLE OF WORK GROUP: Enroll in the culture of the organization Contribute to the success of the plant Continually solve variances Coordinator manages boundaries Coordinator focuses on long range

5. SELF-MANAGING MODEL ACCOUNTABILITY: Team manages and improves value-added Team resource is a consultant to more than one team as needed and provides specific expertise when requested Resource provides feedback from the external environment Team allocates resources to new business opportunities Team manages all seven core processes COMMUNICATION: Members highly interact with external environment (vendors, customers, corporate, consumers) Two-way feedback is actively and frequently solicited Continuous improvement is a way of life TECHNICAL SKILLS: Members stay abreast of technical trends Team possesses all the resources to maintain and improve value-added Team monitors what future skills they may need SOCIAL SKILLS: Team owns the social system and regulates its own behavior Members value each other’s unique contributions Diversity of ideas is encouraged ROLE OF WORK GROUP: Improve the work system continuously Members are empowered to create their future Members transcend individual needs to the success of the business Team focuses on what’s right for the whole