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SELF DIRECTED WORK TEAM (SDWT)

High Involvement System of accomplishing work through all employees

Concept
SDWT

SDWT is a high involvement system of accomplishing work where all employees in the team have developed, and are continuously improving their capability to connect with and drive the quality of business results to be world class (most competitive – speed/quality/cost).

SDWT is a group of employees with complementary skills who are committed to a common purpose, responsible for managing themselves and work with minimum or no direct supervision.

Members are expected to learn every job of the team and are fully responsible for turning out a well-defined segment of finished work (operational & administrative) with improved productivity & performance.

Self-Directed Work Teams improve productivity and throughput, because deep involvement builds intense commitment to corporate success. Institutionalised participation by the grassroots can as well increase the effectiveness of other productivity enhancing measures and influence their peers on this. In a Self-Directed Work Team environment people are expected to:

Connected to a common purpose and have their responsibilities clearly defined.

Be empowered to fulfil each one’s responsibilities.

Know the standards and be encouraged to achieve excellence. Perform jobs with specific focus on speed, quantity and cost and take accountability for results.

Receive & give feedback openly.

Respect each other.

DNA of SDWT

Team configuration and formation
o Evolving Team identity – Team Name & Logo, Team Vision, Mission, objective and goals.

o Emphasizing on team work and team deliverables.

o Sharing of accountability and ownership with the grassroots.

o Facilitating performance through coaching and guidance (not thru supervision).

Communication Continuum

o Creating forums and devising channels of communication to communicate all business related information to everyone involved in the business in a timely manner to enable decision making at action point.

 Weekly Team Meetings – Thoroughly analysing the improvement areas and preparing the SMART action plan.

 OBCS – Open Board Communication System.

 Face to Face – Reviewing the monthly performance of the teams.

 Open House – Creating space for transparent exchange of information about company’s business plan, customers, future goals, challenges, opportunities etc.

 Resource Team Meeting.

STAR Caps

STAR Caps oTo eliminate the mind-set of “EVERY ONE is responsible for EVERYTHING where NO ONE is responsible for ANYTHING”.

o Sharing the ownership of delivering critical success factors (CSF) among the team members.

o Gaining clarity and focus on the CSF

Spot the situation

Take lead

Act

Resolve

Team Scorecard

Team Scorecard

o Converting the feel good factors into measurable business performance parameters.

o Continuous monitoring and updating of the team performance and creating healthy competition among the teams through benchmarking. oEstablishing objective reward and recognition mechanism.

Magic of 3R and LTL

Magic of 3R (Recognize-Reward-Reinforce)

To acknowledge positive contributions and achievements of an employee or team of employees in way that:

 Rewards & encourages desired attitudes & actions.

 Enhances self-esteem of the employees.

 Motivates employees to strive for business excellence.

Recognition must be timely (The award system is meant to be given as often as possible).

Learn-Teach-Learn

o Skill building as a continuous process.

Teaching completes learning.

Skill Matrix

Skill Matrix

o Skill Matrix recognizes employees for the depth, breadth, and types of skills they obtain and apply in their work.

o The foundation of Skill Matrix improves the performance & productivity of employees as they demonstrate that they are obtaining and using more and more skills that are valuable to the organization.

Value Governance & Human Value Action Team

o Facilitating celebrations, perception surveys, handling disciplinary issues, thinking from macro level for higher level of team empowerment.

Performance Management System

Performance Management System

o Work delegation and responsibility decide remuneration standards – not hierarchy.

o Provision of non-threatening process for team and individual performance evaluation.

o Nurturing the thirst for growth through viable rewards.

Organization Structure / Design

Organization Structure / Design

o Process Mapping: As Is and To Be.

o Work Flow; Info Flow and Process Flow.

o Job Design. oManpower Strategy.

o Organization Structure.

Scientific selection

oFlexibility to learn new skills than un-learn old skills.

o Attitude and not skill – as an entry strategy. oConscious retention and attrition. oDon’t land up in collection, do selection.

o Passion for flexibility.

PROCESS & METHODOLOGY

FOCUS

Leadership alignment and preparation.

Team configuration for pilot area.

Developing & handholding of in-house champion.

Fundamental Systems design for SDWT initiation.

ACTIVITIES

 Leadership Alignment– Concept briefing and myth breaking.

 Identifying the SDWT Steering committee and role deliberation.

 Buy in & Commitment (Operating Leadership- middle management).

 Key triggers for Trust building laterally & vertically.

 Values / Principles – Guidelines & Visual Display.

 Designing SDWT’s- Team structure and configuration for pilot area.

 Aligning SDWT with other organisational systems.

 Systems design and Frame of Reference on Creating.

 Communication Continuum.

 STAR CAP.

 Team Score Card.

 Magic of 3R.

 Empowerment Roadmap.

TRAINING

 Understanding Self, Team and Dynamics.

 Empowerment and let go.

 SDWT Awareness the need and it’s importance.

 Aligning personal values and need to SDWT.

 Effective communication, meeting and constructive feedback in a team environment.

 Team Synergy and commitment charter. SDWT System Induction.

Programme Objective

In a Self-Directed Work Team environment people are expected to:

 Connected to a common purpose and have their responsibilities clearly defined.

 Be empowered to fulfil each one’s responsibilities.

 Know the standards and be encouraged to achieve excellence.

 Perform jobs with specific focus on speed, quantity and cost and take accountability for results.

 Receive & give feedback openly.

 Respect each other.

Methodology

Methodology The workshop session is made up of interactive and practical training, with tools and techniques for each module.

The program methodology used includes a combination of:

 Experiential activities in the workshop

 Case Studies

 Participation / Projects

 Group Presentation

 Development and Implementation of SDWT

 Participative Workshops with a Group

 Individual Learning and Reflection  Team Learning, Reflection, and Support

 Enhancing learning through Video

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