The reasons vary from corporate misdirection

downsizing efforts to genuine workforce empowerment efforts. Real

The answer is simple, the effective use of self-directed work teams gets results
• Improved quality, productivity and service
• Greater flexibility
REDEFINING MAINTENANCE – RELIABILITY 1.7
• Reduction of operating costs
• Faster response to technological changes
• Fewer, simpler job classifications
• Better response to employee values
• Increased employee commitment to the organization
• Ability to attract and retain the best people
Employees on the floor, such as operators, maintenance workers and others,
understand the problems
which limit productivity. Given a chance, they can solve these problems and improve
radically
plant performance.
The main challenges organizations face in moving from a traditional environment to
a highly engaged one
the environment includes developing teams and cultivating a culture of management
support.
Teams go through several stages of increasing engagement on their journey to self-
management.
This journey can take anywhere from 2 to 5 years and is never ending in terms of
learning and renewal.
Comprehensive training is also critical to developing effective self-directed work
teams.
Training for these teams must be more comprehensive than for other types of teams.
Not only
employees must learn to work effectively in teams and develop problem-solving and
decision-making skills,
they also need to learn basic management skills to manage their own processes.
In addition, people must be trained in the work of each team member. Therefore, it
is not unusual
that self-directed work teams spend 20 percent of their time on ongoing training.
The transition from traditional organizational structures to self-managed work
teams is not easy.
One of the biggest problems is the retraining of top supervisors and middle
managers.
Front-line and middle management can either enable or suppress employee
involvement, empowerment
and self-directed work teams. Therefore, it is important to get the active support
of management
these efforts. Management must also be involved in the transition. Pragmatic,
everyday skills
in the management functions that the team will take over currently consist of
supervisors and managers.
They must learn to lead a work group as it transitions, develops and strengthens.
They
you have to learn when to hold on and when to let go. This requires planning,
training, facilitation and
team building skills. Supervisors should also learn to provide ongoing coaching
support and networking
the team's role with the rest of the organization.
Senior management also has a vital role in performing self-directed work
teams. Senior managers must strongly support and sponsor the teams and the process.
This commitment
they must be constantly visible and ongoing. It should also be sufficiently
reinforced
resources, including time. Finally, management must show patience and tolerance
because the transition
it will take time and there will be delays and errors.
The concept of an independent work team is not for everyone. Some corporations just
can't lose
the traditional wage-by-the-hour mentality that has limited our ability to compete
for so long
world market. For these companies, survival may be short-lived. For others who are
willing
embrace new ideas and new ways of doing business, the future is bright. Try to
strengthen your workforce.
I think you will like the results.