Quick Response Logistics
Who is Bill Gaw?
And why should we listen to him?


 Lean Manufacturing 

Effective Teamwork
Part 3 of
6

For Individual and Company Success, Come Discover the 
World Class Manufacturing Library

Manufacturing Simulation Game
MRP vs. Lean Manufacturing

Manufacturing Simulation Game 


PART III. 


privacy policy

Prerequisites for Success

Nothing succeeds like success. In managing organizational diversity, this precept is especially true. Once the culture accepts the "differential equation" of diversity, organiza­tional momentum picks up speed, devises resolutions to the diversity issues, and in closed loop fashion changes the culture to a proactive/win-win posture on diversity.

But before all that can happen, there are five prerequisites that the organization must put in place. These are briefly outlined below:

1. The organizational climate must be conducive to the diversity issues. This is top-management's task as senior executives set not only the policy but also the example from which the organization learns.
2. The company's strategic intent emphasizes a customer orientation that is both external and internal; this directs organizational attention to peopleware. And that attention to peopleware puts the diversity issue center stage.
3. The organization sees education / training as the prime change driver—and commits accordingly.
4. A premium is put on performance; "making the num­bers" and shared values are both part and parcel of performance, metrics.
5. The measurement system reflects management phi­losophy and is objectively tied into the strategic intent of the business.
With these preconditions firmly in hand, the organization is now ready to look at techniques that both foster the positive synergy of diversity and at the same time help correct course on behavior that brings out the potential for divisiveness.

Learning About You, About Others
Different beats, different drummers. So right off, I know you'll be different—and you know I'll be too. If we are to work together and be really productive, then each of us would be wise to say:

• I had better know something about myself, and
• I had better know something about you

That "something" we would like to learn should be helpful in predicting how we are likely to react or respond. The Keirsey Temperament Sorter (KTS), based on the Myers-Briggs Type Indicator (MBTI), is a handy way to get a first reading on ourselves and on others. We have found this extremely productive in strengthening teamwork for project leadership, organizational cooperation, participative partnering and cross-border activities.

The Keisey Temperament Sorter (KTS) is an excellent foundation for both self-awareness and for getting to know and appreciate where others are coming from. It is easy to administer and readily understand by all levels. Here's how it works.

Our characteristic preferences, gene-given and/or learned, indicate our disposition to respond/act in an particular pattern and more or less consistent manner. In simplified terms, Myers-Briggs and the KTS approach focus on eight attributes (temperament types/characteristics) in four "op­posing pairs":

extrovert-introvert

sensing--intuitive

judging--perceivmg

thinking—feeling

By pairing our preferences we can get a good indication of where we are coming from—and also where others are coming from—and how both of us will probably respond or react.

Please note that there are no "right" or "wrong" types. Most of us have some of all eight to a degree. And remember these are only preferences.
Of the 16 possible types four temperaments seem to act as the base and provide a simplified, but reliable indicator to know ourselves and others in, say, a project team situation.

These four temperaments (using MBTI shorthand) are: SP—Sensing/Perceiving IT—Intuitive/Thinking SJ—Sensing/Judging IF—Intuitive/Peeling

To be Continued


STAY CONNECTED

To stay current on manufacturing competitive knowledge, please subscribe to our weekly bulletin, "Manufacturing. Basics and Best Practices (MBBP)."  Simply fill in the below form and click on the " subscribe button." 

We'll also send you our Special Report, "6-Change Initiatives for Personal and Company Success."  

All at no cost of course. 

First Name:
Your E-Mail:

 Your personal information will never 
be disclosed to any third party.

privacy policy

Here's what one of our subscribers said about the MBBP Bulletin:

"Great articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."

               Kerry B. Stephenson. President. KALCO Lighting, LLC


Manufacturing Knowledge you’ll not find at offsite 
seminars nor in the books at Amazon.com


Lean Six Sigma Training  Balanced Scorecard Training  
Lean Manufacturing Implementation  Strategic Tactical Planning  
Manufacturing Simulation Game  Total Quality Management  
World Class Lean manufacturing Training Library
Lean Manufacturing Solutions


Lean Manufacturing Training for anyone ... anywhere ... anytime
Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596

Email: Click here  Privacy Policy