EMPOWERING TEAMS FOR HIGH PERFORMANCE Presented by Mr

EMPOWERING TEAMS FOR HIGH PERFORMANCE Presented by : Mr Kumar Lalit 1

Levels of Empowerment • Employee empowerment is a term used to express the ways in which employee staff can make autonomous decisions without consulting a Supervisor (Supervision less workplace) • These self-willed decisions can be small or large depending upon the degree of power which the company wishes to invest in employees. • Employee empowerment can begin with training and converting a whole company to an empowerment model. Conversely it may merely mean giving employees the ability to make some decisions on their own. Three levels of Empowerment Enabling Encouraging Involving 2

Employee Empowerment Degree of Empowerment and Leadership Enabling emp. to make significant decisions without having to refer to someone Involving employees in taking responsibility for improving the way of doing things • Customer Focus Encouraging employees to play a more active role in their work • Improving Services • Innovation Culture • Increasing productivity • Gaining Competitive edge Organizational Benefits 3

Empowering Teams • Empowering , is passing on authority and responsibility. • Empowerment occurs when power goes to employees who then experience a sense of ownership and control over their jobs. • Empowered individuals know that their jobs belong to them. (sense of belongingness & accountability). Given a say in how things are done, employees feel more responsible. When they feel responsible they show more initiative in their work, get more work done and enjoy their work more. Organizational values /Leadership actions Human resource systems (e. g. rewards, training) Empowerment Continuous improvement actions • Competitive quality • Productivity • Customer service Organizational structural job design (Team’s & individual’s responsibility) 4

Kaizen Suggestion Scheme CFTs CLTs Improvement Projects CFTs RK N ME Quality Circle Autonomous Maintenance WO Suggestion Scheme SDTs NA Innovation Projects OR NI NT JU ME GE NA MA LE DD NT MI ME GE MA Em T EN Em p Ex owe r e Im cute & to pro ve R NIO Apex Council M GE NA Steering Meet SE BSCs MA pow and er Str to E ate nvi gic sion Plg Mechanisms for Empowerment at Tata Motors 5

(SDT) Self Directed Team - Details • A Self Directed Team is a group of 12 -15 employees who are responsible for a whole work process or segment that delivers a product or service to an internal or external customer. • To varying degrees, team members work together to improve their operations, plan, control and handle day-to-day activities. In other words, they are responsible not only for getting work done but also for managing themselves. • Employees in SDTs, work with minimal direct supervision (Self directed teams are not quality circles or cross functional task groups. ) 6

Target Cascading CVBU BSC Employee Meetings at Various Levels PLANT BSC Morale Safety Quality Cost Delivery FACTORY BSC + Environment CX BSC 51 Self Directed Teams SDT SQDCM TARGETS 7

Degree of empowerment Team Empowerment Continuum Vacation scheduling Shift Planning Cross-functional teaming External customer contact Managing suppliers Continuous improvements Quality responsibilities Production scheduling Equipment maintenance and repair Training each other –Multi skilling The figure shows the empowerment continuum and tracks the approx. % of responsibilities a team assumes many of which were once reserved for leaders, managers or support departments It shows a partial list of common responsibilities and how they might be sequenced to empower a team Housekeeping Team level Level 1 20% Level 4 Level 3 Level 2 80% 60% 40% Responsibility/Authority 8

Objectives of Self Directed Teams in Tata Motors • To own the planning and execution of all work in the team workplace • To adopt constant changes in the work processes in all areas • To contribute to the self-development of team members • To enhance customer satisfaction through the active involvement of and ownership by operators in managing their day-to-day work activities and output • To maximize the utilization of resources resulting to better quality, reduced cost and higher productivity • To help the company remain competitive in the existing markets and reach out to global markets in future 9

Roles & Responsibilities 6 - SDT Point Leaders 10

Point Leaders • Multiple point leaders are envisaged • Each team will have: • 6 point leaders, one each for: § § § Safety Quality Delivery Cost Morale Environment • Members • These point leaders will be responsible for all parameters in their respective areas. They will monitor these parameters for their subprocess and will work towards improving them • The team will ideally comprise 12 - 15 team members • There will be pre-decided rotational programme (rotating the point leaders within the team) so that all members are covered in a year 11

Roles & Responsibilities SDT Team Members – 12

Responsibilities of Team Members q Participate in the team meetings effectively q Have wholehearted involvement in the activities of SDT in order to ensure its success q Co-operate amongst themselves and with the point leaders on issues like leave planning, conflict resolution and overall discipline q Achieve SQDCME targets as set out for the SDT by the Process Owner q To update and maintain work related documents q Expanded responsibilities to include: m Self inspection m Multiskilling (Flexibility to move to any machining / assembly work station) m 5 S m House keeping m SPC / Pre-control charts m Maintenance related activities including autonomous PM / TPM m Machine setting and tool changing 13

Responsibilities of Team Members q Description of the activities to be done under SQDCME : m Safety n Follow all safety instructions at machine n Use safety equipment properly ( PPEs) n Ensure appropriate visible instruction are put on respective machine n Do the entire housekeeping at the machine and adjoining area m Quality n Check all dimensional parameters and ensure they meet required specification n Learn proper use of all tools and gauges n Get all instruments and gauges calibrated at scheduled intervals n Follow steps as mentioned in the process sheets n Learn & control critical parameters at respective stations n Analyze causes for dimensional inaccuracy m Delivery n Do regular PM to minimise downtime n Give suggestions and ideas for improving quality n Inform point leader of any deviation from standard specifications 14

Responsibilities of Team Members q Description of the activities to be done under SQDCME : m Cost n Work on eliminating waste n Minimise scrap n Ensure use of proper material m Morale n Convey training need to the ‘Morale’ point leader n Cross train other team members n Maintain and encourage the positive attitude and healthy working relationships with other team members m Environment n Correct disposal of waste n To ensure no oil spillage on shop floor n To follow the guidelines in EHS (Environment, Health & Safety) Management System 15

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