This document provides an overview of management processes and team characteristics. It discusses five management processes that drive four characteristics of successful work teams: accountability and trust, results and confidence, and confidence leading to creativity and commitment. It also provides examples of mission statements, communication tools, meeting effectiveness, decision making, feedback, recognition, and 6S Kaizen events. The document emphasizes continuous improvement, empowering teams, and creating a high performance culture.

1. Presenta(on created by Troy Gilman
Contact informa(on:
Email: troy.gilman@adelphia.net
LinkedIn: www.linkedin.com/in/troygilman/
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2. Five management processes in the center loop, if executed well, drive the four
characteris(cs of successful work teams.
These characteris(cs are paired to show they reinforce each other either posi(vely
(posi(ve reinforcement) or nega(vely (downward spiral).
For example, Accountability builds Trust (doing what you say you’re going to do helps
others trust in you) and Results builds Confidence (confidence manifests as a “can do”
aNtude). Confidence also leads to crea(vity and commitment.
The expecta(on of accountability starts as a management ini(a(ve. Train your team
to understand the difference between accountability and responsibility.
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3. The first step is to design or redesign your business process
Value Stream Mapping is a great tool for streamlining your processes by iden(fying
redundant or non‐value added steps.
Process Mapping using the Six Sigma method is very effec(ve because it forces you to
iden(fy all the inputs and outputs for each process step and whether they are
controlled or uncontrolled.
These can be used for both manufacturing and non‐manufacturing processes.
Organiza(onal change management steps: re‐engineering processes, defining roles &
responsibili(es, mapping tasks to the ERP system, and crea(ng job aids and
flowcharts or swimlane diagrams.
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4. The Mission and Vision statements can give a team an iden(ty. They help the team
understand what is expected of them, and let others know what the team is capable of doing.
They help to get people on the same page and pulling in the same direc(on
Here is a sample Mission Statement that could apply to a Supply Chain team. In one
sentence you get a clear sense of what the team’s purpose is:
tac(cally “error‐free orders and all that it takes to achieve that”, and
strategically “to improve your compe((ve advantage through superior customer
service”.
You can also have revenue enhancement, cost reduc(on, or improved profitability as strategic
objec(ves.
“zero waste” can have meaning on different levels:
‐ It’s the goal of Lean Manufacturing,
‐ but it also can relate to the quality of your raw materials and finished products,
‐ the effec(veness of your inventory management rela(ve to shelf life,
‐ it can relate to the environmental sustainability programs of your suppliers.
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5. Evaluate your communica(on tools for effec(veness. Is informa(on geNng to people
who need it? Benchmark yourself for “(me to contact”.
Use visual methods for repor(ng metrics: charts, colors (Lean methods).
Are your mee(ngs effec(ve? Conduct daily, weekly, and monthly mee(ngs separated
by tac(cal and strategic purpose. Create Terms of Reference to define each mee(ng’s
purpose, adendees, frequency, and deliverables to drive a new culture for beder
mee(ngs.
Create trust so that people can speak freely. Allow conflict to get everyone’s
perspec(ve on the table for discussion.
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6. Decision Making and Problem Solving is where the rubber meets the road when it comes to
team empowerment and employee engagement. In managing the decision‐making process,
keep in mind there are two types of decisions and each requires a different skill set and
access to data.
For Problem Solving, use teams trained in Lean, Six Sigma, incident inves(ga(ons, etc.
For Strategic Decision Making or to set priori(es, you can use the TOC model (Theory of
Constraints).
For Tac(cal Decision Making you need access to the best relevant data.
For responsiveness and “geNng it right”, push decision‐making to the level with the best
informa(on.
Q. In the Decision Making example (on the right), who is the person with the most complete
view? A. The Planner
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7. Focus on key results drivers. Not too many. One key driver in each results
category (e.g. Right to Operate (Env/Reg), Safety, Quality, Produc(vity, Cost,
Working Capital).
Use units that people can understand or grasp, usually totals instead of rates.
Feedback frequency is minimum once per week (for directs, weekly one‐on‐
one mee(ng) and when circumstances require it.
If you have to give “nega(ve feedback”, do it without cri(cizing. Nega(ve
feedback is not cri(cism, it is coaching people to a beder alterna(ve for
improving team performance.
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8. For recogni(on, consider both team and individual performance and monetary/non‐
monetary awards that encourage coopera(on as well as compe((on.
With a balanced strategy, you can achieve a cost‐effec(ve recogni(on program.
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9. 6S Kaizen events a.k.a. “5S+1” uses the five principles of 5S plus Safety and are fun,
teambuilding events, and empower teams to set up and control their workspace, and
can be done over a weekend.
Safety (create a safe workplace)
Sort (keep only what’s needed, eliminate the rest)
Set in order (organize)
Shine (clean and inspect)
Standardize (make consistent)
Sustain (keep it up)
Benefits are improved productivity, housekeeping, safety, morale
6S Kaizen events can be one-time events, but are part of the continuous
improvement workstream (Kaizen means “improvement”). Customer-focused
projects are rewarding by enhancing revenue or competitive advantage. You can also
have cost reduction projects. If you have a culture of using TLS (TOC + Lean + Six
Sigma), it is excellent for project selection and execution.
You want to create opportunities for small wins and have fun . Keep it going. Your
team will get to the “high performance zone.”
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