1. LSSG Green Belt Training
Teams and Meeting Management
Teams

2. VOE - Voice of Employee
Goal - Create value to the organization and its employees
Obtain Input from Employees
Employees Surveys
Suggestion systems
Feedback from teams
Form Teams/Initiate Improvement Projects
Analyze project opportunity
Approval of project charter and clear objective
Manage Meetings
Establish project plan and team roles
Use tools for effective meetings
Empower Employees
Teams

3. Empowerment - Definitions
The creation of conditions within organizations encouraging and enabling every employee and team to contribute their maximum creativity, effort and effectiveness to achieving the mission and strategy of the organization.
A management practice of sharing information, rewards, and power with employees and teams so that they can take initiative and make decisions to solve problems and improve service and performance.
Teams

4. What is a Team?
A group of individuals who are committed to achieve common objectives, meet regularly to identify and improve organizational processes, work and interact openly and effectively together, producing high quality results
A group of individuals who are committed to achieve common objectives, meet regularly to identify and solve quality problems, work and interact openly and effectively together, produce high quality results
Types of Teams: Functional ,Cross Functional, Self Managed, others
Teams

5. Types of Teams Steering Teams Project Teams Cross-Functional Teams
Self-Directed Teams
Large Teams
Virtual Teams
Teams Including Suppliers or Customers

6. When Should Teams Be Formed?
When complex, cross-functional processes are addressed, and pooled expertise is needed
When buy-in is needed
When it is determined that shared leadership of a project is preferred to a single person, or too much time is required of an individual
When true synergy is needed to create innovative solutions
When collective strength is desirable
Teams

7. Meeting Management Techniques: Team Operating Rules
Agenda
Attendance
Meeting Time and Place
Type of Decision Process
Meeting Minutes
Team Roles
Brainstorming
Behavior Norms and Feedback
Confidentiality
Meeting Audits
Managing Conflict
Respecting Diversity of Thought
Temperament Instruments
Polling and Decision Reviews
Implementing Decisions/Delegation
Commitments Outside Meetings
Involvement of Non-Team Members
Teams

8. Example Operating Rules - Meeting Behavior
Be active, empathic listeners
Speak up more; be made to feel our opinion is important
Focus on things that we can control
Understand the dynamics of our team
Measure what we do; make fact-based decisions
Have a positive attitude; eliminate “not my problem”
Do the right things; know what is important
Use better time and project management
Be prepared for meetings
Act upon things that are wrong and follow-through
Infuse Lean Six Sigma into the entire organization
Teams

9. Meeting Management Techniques: Personality/Temperament Instruments
Temperament - A set of inclinations… a predisposition to certain attitudes and actions
Temperament instruments (e.g., Myers-Briggs Type Indicator®, Keirsey Temperament Sorter) examine these innate facets of personality to arrive at a picture of an individual
Then, the “profile” of a team can be determined and team diversity can be understood and managed
Teams

10. Meeting Management Techniques: Personality/Temperament Instruments
The sixteen types (e.g., “ENFJ”) are based on the four pairs of personality dimensions:
Extroversion (E) vs. Introversion (I)
Sensation (S) vs. Intuition (N)
Thinking (T) vs. Feeling (F)
Judgment (J) vs. Perception (P)
No single letter should be taken as naming a type of person; the letters merely suggest stronger or weaker tendencies of a person’s makeup
No temperament or personality type is good or bad; what is important is that teams have balance
Teams

11. Meeting Management Techniques: Brainstorming
Goal: to generate a large number of ideas
Steps
Encourage creativity/no criticism
Involve everyone
Record ideas
No discussion/clarification only
Combine ideas that have the same meaning
Number the remaining ideas
Rank the ideas
Note that it is best to begin with a warm-up activity!
Teams

12. Meeting Management Techniques: Consensus Decision-Making
The recommended method for most team decision-making
Insures that decisions made are Implemented
The Method:
Everyone has been heard (use polling!)
Everyone believes the decision-making process was fair
Everyone can (and will!) actively support the decision
Everyone does not have to agree!
Teams

13. Review Previous Minutes Understanding/ Support
Meeting Management Techniques: Example Agenda
Team: Purchasing Leader: Dennis Date: 6/25
Room: USA Time: 9:00-10:30am
Agenda Item
Desired Outcome
Time Allotted
Mins
Who is Responsible?
Review Previous Minutes
Approval
9:00 - 9:10 10
Dennis
Sub-Team Reports
Input/Feedback
9:10-9:30 20
Sarah, Dan
Group Discussion
Understanding/ Support
9:30-9:45 15
Christine
Guest Comments
Feedback
9:45-10:00
Charise (CFO)
Review Decisions
Consensus
10:00-10:10
Next Agenda
10:10-10:20
Sue
Process Check
Improve next meeting
10:20-10:30
Charley
Teams

14. Scheduling Team Roles
Teams

15. Team Facilitator Role Team Process Facilitator Role Internal
Consultant
Trainer
Coach
Champion
& Change
Agent
Teams

16. Action Register/Meeting Minutes
Team: Safety Compliance Team Leader: J. Smith Date: 8/4
In Attendance: J. Smith, R. Johnson, H. Smart, M. Edgewood, N. Poe,
K. Froeme, B. Underwood, C. Homan Absent: E. Mitzger, D. Lane
Action #
Who (Name)?
Is Going To Do What?
By When?
Completed? 1
 R. Johnson
 Prepare report
 8/18
 20% 2
 H. Smart
 Present Benchmarking sub-team findings
8/18 
30% 3
 M. Edgewood
 Prepare histogram of S.M.A.R.T. objective baseline data
 0%
Teams

17. Team Operating Procedures: Team Process Check
Teams

18. Team Operating Procedures: Win-Win Agreements (for Delegating)
Teams

19. Team Celebrations Celebrate the completion of a team project
Recognize the accomplishments of the team
Celebrate at least quarterly
Invite entire department, project stakeholders, and other key guests
Invite managers of all team members
Meet during work hours at work place
Keep to a low budget
Give appropriate notice to all
If multiple locations, have multiple celebrations (with key managers in attendance at each celebration)
Teams

20. Preparing for Team Success
Understand that working on an effective team is an exception
Don’t form teams when not needed
Get the right people when you do
Don’t call your team a “committee”
Draft a preliminary project objective; graph the key metric; share with extended team for feedback before first meeting
Clarify new management roles
Secure a project champion before your start
Replace the need for good luck with good preparation!
Teams

21. Team Synergy Synergy (The Result)
Win-win
Problem Or
Opportunity
Diversity
Listening
Synergy capitalizes on diversity, and requires a win-win
attitude and empathic listening to be successful! (S. Covey)
Teams