The Magic of Self-Directed Work Teams

Paul C. Palmes

Description

Northern Pipe Products is today experiencing unprecedented efficiencies, employee involvement, a vibrant and desired training program, record output per-man hour, and lowest overall waste in company history. What it did and learned over five years is the story of this book.The science of Self-Directed Work Teams resides in the realization that chance and stewardship are different sides of the same coin. Admitting to the obvious truth of infinite human variation dismantles the notion of truly controlling people. If not in their actions, surely in their minds and reflected in their attitudes people resent being told what to do. They much prefer to be told why something must be done and then allowed to apply their unique talents and strengths to manage the assignment. Leaders who understand and therefore respect individual differences use diversity to create value, allowing the insights of others to create often-superior approaches. This story could have taken place in a hospital, school, supermarket, or any other organization that requires people to work together for the greater good. Regardless of the setting, be it computer service, healthcare, education, manufacturing or child care, what follows could just as well be your story. Because it’s about people and their unlimited potential to achieve extraordinary things, the manufacture of pipe is simply a metaphor. Any group of people facing another day just like yesterday can choose to follow this path, regardless of the style or color of shoes they wear. True opportunity is "one size fits all."

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Organizational Development
• Employabilité, métiers et formations
• Economics

Informations

• Publié par: ASQ Quality Press
• Date de parution: 07 juin 2005
• Nombre de lectures: 0
• EAN13: 9780873894883
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

The Magic of Self-Directed Work Teams

A Case Study in Courage and Culture Change

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The Team Effectiveness Survey Workbook Robert W. Bauer and Sandra S. Bauer

Everyday Excellence: Creating a Better Workplace through Attitude, Action, and Appreciation Clive Shearer

Virtual Teams Guidebook for Managers Herb Dreo, Pat Kunkel, and Thomas Mitchell

The Quality Toolbox, Second Edition Nancy R. Tague

Quality Makes Money: How to Involve Every Person on the Payroll in a Complete Quality Process (CQP) Pat Townsend and Joan Gebhardt

Actionable Performance Measurement: A Key to Success Marvin T. Howell

The Certified Manager of Quality/Organizational Excellence Handbook: Third Edition Russell T. Westcott, editor

The Path to Profitable Measures: 10 Steps to Feedback That Fuels Performance Mark W. Morgan

Business Performance through Lean Six Sigma: Linking the Knowledge Worker, the Twelve Pillars, and Baldrige James T. Schutta

To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://qualitypress.asq.org.

The Magic of Self-Directed Work Teams

A Case Study in Courage and Culture Change

Paul C. Palmes

ASQ Quality Press Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee, WI 53203 © 2006 by ASQ All rights reserved. Published 2006. Printed in the United States of America.

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Library of Congress CataloginginPublication Data

Palmes, Paul C., 1948- The magic of self-directed work teams : a case study in courage and culture change / Paul C. Palmes. p. cm. Includes bibliographical references and index. ISBN-13: 978-0-87389-676-4 1. Self-directed work teams. 2. Total quality control. 3. Organizational change. 4. Corporate culture. 5. Northern Pipe Products Inc.--Case studies. I. Title.

HD66.P335 2006 658.4'022--dc22

ISBN-13: 978-0-87389-676-4 ISBN: 0-87389-676-9

2005035907

No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Publisher: William A. Tony Acquisitions Editor: Annemieke Hytinen Project Editor: Paul O’Mara Production Administrator: Randall Benson ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange. Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, videotapes, audiotapes, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use. For information, please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 53201-3005.

To place orders or to request a free copy of the ASQ Quality Press Publications Catalog, including ASQ membership information, call 800-248-1946. Visit our Web site at www.asq.org or http://qualitypress.asq.org.

Printed on acid-free paper

Contents

List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii Preface: “It’s Always the Same… Or Is It?” . . . . . . . . . . . . . . . . . . . . . xi Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xix Part I: The Old Culture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Chapter 1: Welcome to Northern Pipe . . . . . . . . . . . . . . . . . . . 3 Chapter 2: Wrong Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Chapter 3: The Failure of Half Measures . . . . . . . . . . . . . . . . . 27 Part II: Out of the Darkness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Chapter 4: The A-Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Chapter 5: In Their Own Words . . . . . . . . . . . . . . . . . . . . . . . . 49 Part III: A New Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Chapter 6: There is No Plan B . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Chapter 7: Servant-Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Chapter 8: Return on Investment . . . . . . . . . . . . . . . . . . . . . . . 83 Chapter 9: The Climb to the Top . . . . . . . . . . . . . . . . . . . . . . . . 89 Appendix: Quality Council Charter . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

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Figure 1.1 Figure 1.2 Figure 1.3 Figure 1.4

Figure 2.1 Figure 2.2

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Figure 4.1 Figure 4.2 Figure 4.3

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Figure 8.3

Figure 8.4 Figure 8.5 Figure 8.6

Figures

The Three-Tier System . . . . . . . . . . . . . . . . . . . . . . . The Critical Path . . . . . . . . . . . . . . . . . . . . . . . . . . . . Worker Free Time . . . . . . . . . . . . . . . . . . . . . . . . . . . The Four-Tier System. . . . . . . . . . . . . . . . . . . . . . . .

Commitment and Change over Time . . . . . . . . . . Letting Go . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Changing the Future . . . . . . . . . . . . . . . . . . . . . . . .

Necessity of Values, Vision, and Mission . . . . . . . Lowest Hanging Fruit . . . . . . . . . . . . . . . . . . . . . . . Letting Go . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

The Process of Watering a Plant. . . . . . . . . . . . . . .

2000 Cost of (poor) Quality Percentage Breakdown . . . . . . . . . . . . . . . . . . . . . . 2004 Cost of (poor) Quality Percentage Breakdown . . . . . . . . . . . . . . . . . . . . . . Cost of (poor) Quality as a Percentage of Pound of Resin. . . . . . . . . . . . . . . . . Conversion Efficiency . . . . . . . . . . . . . . . . . . . . . . . Annual Efficiency Savings . . . . . . . . . . . . . . . . . . . Pounds per Work Hour . . . . . . . . . . . . . . . . . . . . . .

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Foreword

eeling alive came naturally when we were kids—childhood is a time when we live a life of learning and adventure as we kn F owing the rules, adapt as we go, and have fun living out our explore and master our worlds. We venture out bravely not fantasies of being brave heroes and heroines who do good for others. Somewhere along the way, conformity and compliance become the rules—about the time we go to school, I imagine. From then on, most of us sacrifice much of our courage and authenticity as we try to fit in to be accepted by others in order to “succeed.” As a college student at the University of Minnesota in the late 60s, I found part of that special energy in the love of study and learning. I majored in sociology and psychology, and my school work was my play. As a Secret Service agent who chased counterfeiters in Chicago and protected presidents, vice presidents, and foreign dignitaries around the world, I found more of the aliveness as I lived a compelling mission and was a member of a great team. As a recovering alcoholic for more than 30 years, I found power in the 12 Steps of Alcoholics Anonymous—a spiritual guide perfect for leaders and followers alike in today’s chaotic world. I learned that there are no quick fixes in life and that deep spiritual principles can guide our lives better than rule books. In nine management positions over 18 years at theStar Tribunenewspaper in Minneapolis, I found the strength of conviction, the power of truth, and the courage required to live a value-driven life in a dysfunctional corporate world where “inauthenticity” remains the first rule of survival and where ethics are often an inconvenience. I learned to stand alone when necessary. In my last leadership position, I led a 4500-employee business unit through transformational change (a fundamental shift of values, culture, and operating practices). When I left the corporate world in 1994, the CEO of the company said my leadership had

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changed the organization forever. I don’t know about that, but I was certainly changed forever. Now, with more than a decade of consulting experience, I realize more than ever how difficult it is to lead change and how invested many remain in ways of doing things that no longer bring forth the results we want. Always on the lookout for what is genuine, I listened to a group from Northern Pipe Products of Fargo, North Dakota as they spoke at an ethics luncheon sponsored by The Center for Ethical Leadership at Concordia College in Moorhead, Minnesota. They spoke of their success in using new tools like self-managed work teams, open- book management, and continuous learning, as well as the various tools of the quality movement. Paul, the quality guy, was high energy and exuded enthusiasm. Wayne, the president of the company, was humble, soft-spoken, and easy to be around. Their colleague, Kristin, was being prepared by them to lead in the future. A few months later, I participated in a book discussion group led by Paul, Wayne, and Kristin. At the end, Wayne invited me to visit the company. We all met in the conference room with project leader Ken Doggett. We talked with high energy for two hours, and they gave me a tour of their plant. I thought, “These people are for real.” They are in the midst of a special experience: It is evident in the way they talk, what they talk about, their appreciation for the difficulty of true and sustainable change, and the unwavering nature of their vision. They have a grace and compassion about them, possessed by people in pursuit of noble goals. They exude the quiet pride of true adventurers. They have found their life’s work. In the late 90s, the leaders of change at Northern Pipe Products realized that the linear, mechanical process and quality tools of a manufacturing plant were not the whole picture; they were embedded in a living and dynamic system of high energy filled with creative potential. Most of what is important in life is found in the grays that the black-and-white “machine” model ignores. At Northern Pipe, the meta- phor of the organization as a machine was replaced by the organization as a dynamic system with a lot of machines in it. The leaders at Northern Pipe Products still lead, but differently. Instead of telling people what to do, they ask them questions and provide them with information. They give employees time to be in relationship together so the wisdom embedded in the system can emerge. They give people freedom to make decisions and take action about the work they do, while still holding them accountable. They teach others how to do things for themselves and require them to do so.

Foreword

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They listen instead of talking (well, Wayne listens; Paul loves to talk). Most of all, they model the change they want to see in others. The changes in employees at Northern Pipe were immediate and obvious. Those who had been among the walking dead for years came alive and made important new contributions. Leaders recognized unnoticed talent in people. People took new initiative, and teams performed great feats. The organization’s performance improved in dramatic and unpredictable ways. Great employees now stick around instead of quitting after hours or days on the job. The courageous rebels and artists at Northern Pipe Products are at the vanguard of organizational evolution. They rebel against the old rules and create new forms to capitalize on human potential. But they aren’t perfect. They know they will make mistakes as they march toward their vision. They proceed with the confidence that they can learn and adapt along the way. When they make a mistake, they say, “We are sorry. Let’s fix it.” And then they move on with greater mutual trust. As you read Northern Pipe’s story and learn from its journey, keep in mind that you cannot copy what they did. You must take your own journey; your personal and organizational reality is uniquely yours. You can, however, learn about the process of change and many of the experiences you can expect. Why would anyone want to do this difficult and risky work? Because we want to be truly human, we want meaning in our lives, and we want a sustainable and safe world for all of our children. Venture out bravely, make new rules, adapt as you go, and have fun living out your fantasies of being heroes and heroines doing good for others. Should you fail in a material sense, in a few years, no one will remember the disappointment and at least the time spent will have been fulfilling. But should you lack the courage to live your life’s adventure, you will regret your cowardice for all of eternity. Which legacy do you want to leave?

Tom Heuerman, Ph.D. aMoreNaturalWay.com