Self-Directed Work Teams

Dayton Parts Inc.

- Harrisburg, PA

• Implemented cross-functional project teams that evolved to self-directed work teams.

• Created empowerment and tapped into their discretionary effort.

• Their results from self-directed work teams:
• Productivity increased
• Cost has decreased
• Gained market shares in a fairly mature business
• Growth from a $17M to a $27M business over two year period

One

Investigation

Organizations are exploring the idea of changing to a more empowered work team. A small group of individuals will champion the concept throughout the process.

Main Challenge: Understanding It

Five

Maturation

Two

Preparation

Continuously evaluate the performance and effectiveness of the self-directed work teams. Make modifications as necessary as business needs and workforce change and evolve.

Main Challenge: Keeping it Continuously Improving

Expected Business Results from SDWT

During this phase planning and designing of the self-directed work team is accomplished along with preparing the organization for the transition from traditional work teams to self-directed work teams.

Main Challenge: Accepting It

Key Things to Understand:

• SDWT do NOT eliminate managers and supervisors
• SDWT do not have full range latitude to do whatever they please. There are set boundaries and guidelines.
• Too much focus on SDWT can cause an organization to be misfocused on actual goals and priorities and lead to problems.
• SDWT is a method to improving productivity and results, not a substitution for them.

5 Stages of SDWT Implementation

Why Self-Directed work teams?

Differences between SDWT and

Traditional Organizations

Four

Transition

Three

Implementation

• "Twenty separate university studies showed a positive correlation between effective team practices and organizational performance." (Fisher, 2000, p.30)
• The quality and quantity of products increase
• Increased productivity
• Increased Profitability
• Employee-retention rates increase
• Increased employee morale
• Decrease in operating costs
• "Greater autonomy and variation can result in increased employee moral which results in lower turnover and absenteeism." (Becker, W.)
• "Increased empowerment will result in employees making decisions and initiate change. Resulting in accountability and increased motivated to produce a high-quality product." (Becker, W.)

This phase begins when the organization has completed the transition of role responsibilities from management to team members. This phase is when the organization is still adjusting to the changes and becoming proficient with the new system. As the team grows and develops, management will assess when to add additional responsibilities or allow more authority.

Main Challenge: Keeping at it

The transitioning of authority over processes, planning, and control from management to team members occur. During this phase all necessary policy changes and processes are implemented to support the self-directed work teams (ie. performance appraisals, work rules, job design).

Main Challenge: Making it Work

Proper Implementation = Success

• Competitive Work Environment

• Operating as a lean and mean organization is not enough.

• Need to have a competitive advantage
• Tap in to discretionary Effort

It is important to implement SDWT correctly because 50% of organizations fail at achieving desired results when implementing self-directed work teams.

-A Self-directed work team is a new culture and is not a band aid fix.

Causes of failure:

• Lack of management commitment
• Impatient for results
• Not sufficient resources are provided such as budget and training.
• Empowerment without support structures

"Self-directed teams are the most advanced form of empowerment."

(Fisher, K., 2000, p.17).

Supervisors Evolve into Team Leaders

Supervisors Vs. Team Leaders

One glove does not fit all.

Supervisor and management is still needed in a SDWT; however, the role does shift. The role of supervising, managing, and controlling employees evolves to leading, developing, coaching, and inspire commitment of employees.

Main transition is from focusing on tasks to relationships and from individuals to teams.

There are a lot of similarities in the role of a successful supervisor and successful team leaders.

• Create strong mutual respect and trust between management and employees
• Results-oriented, making sure the job gets done
• Providing leadership to solve problems.

*

What is a self-directed

work team?

Essential Team Member Competencies

Team Leaders Role?

*

References:

Becker, W. N.D. Self-directed work teams. Encyclopedia of Human Resource Management, Vol 1, Key Topics and Issues. R. K. Prescott (Ed.). Pfieffer.

Fisher, K. 2000. Leading self-directed work teams: A guide to developing new team leadership skills. New York, NY: McGraw-Hill

Torres, C. & Spiegel, J. 1990. Self-directed work teams: A primer. San Francisco, CA: Jossey-Bass/Pfeiffer

http://www.bmpcoe.org/bestpractices/internal/dayto/dayto_12.html

• Leader
• Results Catalyst
• Facilitator
• Barrier Buster
• Business Analyzer
• Coach
• Living Example

• Customer Advocate
• Trainer
• Resource
• Skilled Worker
• Team Player
• Decision Maker
• Problem Solver

A self-directed work team (SDWT) is a group of employees that work autonomously and are empowered by managing themselves and their work being completed.

The teams are:

• Semi-autonomous
• Possess Multiple Skills
• Have Shared Leadership

* Our focus on developing employees needs to focus on ALL employees and especially the ones we "assume" are disengaged, uninterested, and don't have the potential.

School example

Self-Directed Work Teams