Team management tools 101 chapter

A quality improvement project team (QIPT) can be initiated due to the findings of a PAT, where it has been indicated that the process is broken. The main agenda of the QIPT is to improve the work process that managers have identified as important to change. The team studies this process methodically to find permanent solutions to problems. To do this, members can use many of the tools described in this chapter and in many other publications on quality and quality improvement available from schools, bookstores, and private organizations. 

For PSM managers, PSSR leaders, team members, and employees participating in program development or upgrade, this chapter addresses the checklist, a common and very important tool for guiding effective pre-startup safety reviews. 

In Chapter 10 we discussed the Plan-Do-Check-Act approach to implementing supply chain projects. We also described at some length the role of top management in implementation. However, the reality is that the "doers" who implement new supply chain processes will come from one or more functional departments. So an important part of the task under current discussion, Implementing Collaborative Relationships, is marshalling these resources. A major obstacle is that improvement team must learn new skills to be effective. In addition to hammers, they must become proficient with saws, wrenches, and other tools of the trade. This chapter provides a guide to participation in our five supply chain implementation tasks ... 

The acceptance tools discussed in this chapter are just a few of the many tools available. Those included in the chapter are the ones I have used and found effective in the Lean management acceptance process. Try them on a team and see if they are useful for your SCM Lean optimization efforts. 

In the last chapter we looked at the tools that would help us develop teams and team leaders. We also learned about tools for addressing the charter with which we have been tasked. In this chapter we take that team to the next level and give them the tools for identifying and attacking the issues. We start by looking at the areas of flow within our organization, much the same as we did in Supply Chain Management. The three key areas of flow are ... 

---