This document discusses teams and total quality management (TQM). It explains that TQM involves everyone in an organization working to continuously improve quality and meet customer requirements. Quality is defined as conforming to requirements and reducing defects, which adds costs. TQM principles include management commitment, employee empowerment, continuous improvement, customer focus, and fact-based decision making. The document also discusses team building, creating effective teams using Tuckman's model of forming, storming, norming, performing, and adjourning, and different methods of team decision making.

1. The Power of Teams
Eric Vanderburg
Human Relations – Eric Vanderburg ©2005

2. TQM (Total Quality Management)



Total = Quality involves everyone and
all activities in the company.
Quality = Conformance to
Requirements (Meeting Customer
Requirements).
Management = Quality can and must
be managed
Human Relations – Eric Vanderburg ©2005

3. Quality




Defects in the production line add to
costs
Defective quality in service can cost
business
TQM is proactive to reduce defects
Continuously improve
practices, products, & procedures
Human Relations – Eric Vanderburg ©2005

4. TQM Principles

Management Commitment

1. Plan (drive, direct)
2. Do (deploy, support, participate)
3. Check (review)
4. Act (recognize, communicate, revise)

Employee Empowerment
1. Training
2. Suggestion scheme
3. Measurement and recognition
4. Excellence teams

Continuous Improvement
1. Systematic measurement
2. Excellence teams
3. Cross-functional process management
4. Attain, maintain, improve standards

Customer Focus
1. Supplier partnership
2. Service relationship with internal customers
3. Never compromise quality
4. Customer driven standards
Fact Based Decision Making
1. SPC (statistical process control)
2. The 7 statistical tools
3. TOPS (Team Oriented Problem Solving)
Human Relations – Eric Vanderburg ©2005

5. Team Building

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Work Team - group of employees
working on a shared project or goal
Teams are more committed to
accomplishing objectives
Not everyone works well in a team
Team Spirit - Commitment resulting
from team work
Human Relations – Eric Vanderburg ©2005

6. Creating a team



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Define the goal and function
Determine advantages of using a team
for this activity
Assess personal inputs
Assess outputs
Human Relations – Eric Vanderburg ©2005

7. Bruce Tuckman's Model (1965)
Stage 1 Forming
•
High dependence on leader
guidance
•
Purpose, roles, & responsibilities
are unclear
Stage 2 Storming
•
Positions begin to form (power
struggle)
•
Initial conflict
•
Purpose better defined
Stage 3 Norming
•
Roles & responsibilities defined
•
Commitment is stronger
•
Processes and working style
develops
Stage 4 Performing

Shared vision

Can function despite
difficulties & conflicts
Stage 5 Adjourning

(added in 1977)

Goal is reached
Group is disbanded

Human Relations – Eric Vanderburg ©2005

8. Team Decision Making




Minority
Majority
Unanimous
Consensus

Agree to carry out decision even if you
disagree with it
Human Relations – Eric Vanderburg ©2005