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Process:
Our team implementation process includes seven (7) steps:
Step 1: Meet with key leaders to define desired outcomes. What is the purpose of moving to a team environment and what are the organizational indicators of success?
Step 2: Conduct structured interviews with representatives of all levels of the organization. What is the current organizational climate? How do people feel about working in teams? What are the potential barriers to successful implementation?
Step 3: Develop customized recommendations for action and measurement. What needs to happen at each level of the organization? What metrics should be established to measure the impact of change?
Step 4: Develop requirements and boundaries to guide future actions. What decisions must be made by leadership? What are the "givens" within which teams can operate independently?
Step 5: Implement actions and team training. What structural changes need to be made? Which roles need to be redefined? Do team leaders have the skills to lead? Do team members have the skills to participate effectively?
Step 6: Measure for effectiveness. What do the metrics tell us? What's working well and what needs to be improved?
Step 7: Provide coaching for continued success. What resources are in place to sustain the team process? What is the method for continuous improvement? How are teams recognized and rewarded for success?
Our Team Implementation Checklist ADD COPYRIGHT SIGN HERE WITH LEARNING DESIGNS, INC. will help you implement teams quickly and effectively. It ensures that teams you establish today have the resources and skills to produce results tomorrow!
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Learning Designs has worked with many organizations to implement teams in both union and non-union environments. Our proven process has delivered results for the organizations that we serve.
Preferred vendor for team concept training at General Motors Corporation.
LDI implemented team training at an automotive assembly plant by training approximately 3,000 employees in five days. Two months after the training, the plant manager reported that 80% of teams were functioning effectively in their weekly team meetings.
Another GM plant reports that controllable absenteeism before implementing teams was 4% and after teams was .5%.
"First Time Quality (a measure of how many units were successfully produced without having any special attention) was 96.2% the month before we implemented teams. It grew steadily over the next six months and is now at 98.9%. This may not sound like a lot, but it is actually a huge improvement. We attribute most of it to team implementation." Education and Training Department at a GM Powertrain Plant
"We produce approximately 5,000 units a day. In the last six weeks, he have had five days with a 100% perfect run. This was almost unheard of before teams. Education and Training Department at a GM Powertrain Plant
GM Chairman's Award for Team Implementation.
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In today’s global economy, many organizations must rely on the expertise and decision making ability of their “front-line” supervisors and managers.
An organization’s ability to develop and continuously improve the skill sets of those supervisors and managers is a critical element of success.
LDI surveyed various manufacturing and service industry companies to identify the “core” competencies required for supervisory/management positions.
Based on our findings, we created the Management/Supervisory Series which focuses on four primary areas of development:
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In today’s global economy, many organizations must rely on the expertise and decision making ability of their “front-line” supervisors and managers.
An organization’s ability to develop and continuously improve the skill sets of those supervisors and managers is a critical element of success.
LDI surveyed various manufacturing and service industry companies to identify the “core” competencies required for supervisory/management positions.
Based on our findings, we created the Management/Supervisory Series which focuses on four primary areas of development:
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