Step 3 Team Member Selection

The supplier reduction team can be created directly by upper management or they can just appoint a chairperson and let that individual develop the 

Three departments are critical quality, research and development, and purchasing. These three areas need to be represented because they have a large body of knowledge about the present system. Try to get people from those three departments who also have knowledge of other areas. The last three departments can add additional information about the suppliers that may not be readily known to the others. The operators can be critical as they are the ones that have contact with the material or are handling the incoming shipments. The input of the operators about how material comes in and how it works in the process can be very helpful in the reduction process. 

The meetings must be scheduled on a regular basis, which can be determined by the pace at which the project is ejqtected to move, and everyone 

If attendance becomes an issue, it will be up to the relevant manager or even top management to change the individual or manager to get the participation that is needed in the project. The attitude that needs to be transmitted is that it is a privilege to be a part of the project and it could be beneficial for them to do a good job on it. 

The size of the team should only be four to six people so that coming to a consensus will not be a difficult issue and problems can be quickly resolved. 

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FMEA is best applied by a multidisciphnary team reviewing the design of a computer system. As with CHAZOPs, team members are selected for their particular knowledge of the production process, the computer system, and the software. The team steps through various computer system failures, considering their effect, risk, and how they might be controlled. The outcome of a FMEA is then documented in a template such as the example given in Table 8.3. 

The third step is to select a rc icw team. The team is usiuilly composed of two or three members that ha c combined experience in the process to be studied, knowledge in the consequenee field, and experience in general haziird e aluation. If the team is inexperienced, results may be incomplete or incorrect. 

Figure 17.3 outlines seven consecutive phases of teamwork, from selecting team members to disbanding or renewing the team. These are the basic steps of teamwork as discussed by leading team-building trainers and consultants (Cadwell, 1997 Katzenbach and Smith, 1994 Lloyd, 1996 Rees, 1997 Torres and Fairbanks, 1996 Wellins et al., 1991). Let us examine each of these steps in more detail as they relate specifically to industrial safety. 

Obviously, the first crucial step in successful safety teamwork is to select the right people for your team. Someone is ultimately responsible for choosing team members. In safety, this is often the safety director or the person responsible for maintaining injury reports and lost-time records. In some cases, however, it is advantageous for a small committee of safety champions representing a cross section of the workforce to select potential members of a safety team. I say "potenhal" because it is important for membership to be voluntary. So, a safety champion or selection committee should come up with a list of people to approach one-on-one and ask if they would be willing to serve on a parhcular safety team. 

It is important to realize that although performance evaluation is listed sixth in this list of successive teamwork steps, this topic is inherent in every step. Whether selecting team members, establishing a team charter, or setting goals and assigning task responsibilities, evaluation plays an integral role. 

The generation of ideas is tantamount to brainstorming. Just as in brainstorming, when ideas are being generated, there are no bad ideas. They will be screened in the next step, selection. Ideas can be sought from a variety of sources, including, but not limited to, members of the product development team, potential customers, and published literature. If there is a time for pie in the slq, it is at this step. 

Step 1 begins with selecting the areas to improve — injury reductions, product improvement, inventory management, etc. A well-defined scope is established that will validate the business issues under review. The scope and objective can be established by a designated team, the process owner, and/ or a member of the leadership team. 

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