IMPROVING PERFORMANCE OF THE WORK TEAM
My company has defined expectations of Team Members which are given to each employee in the form of a job description backed up with a work contract signed by each employee when they join the company. These expectations include, a timekeeping policy which requires the individual to be at work at the stated shift start times and to contact the Team Leader within 30mins of that start time with any reasons why this can’t be achieved. This will allow the Team Leader time to call in help to keep production on target. Absenteeism and sickness are also closely monitored using a system called the Bradford Scale. This concentrates more on the number of occasions when an employee is off rather than the number of days as regular short periods of time off are more disruptive to the working team. If the number of points on the scale reach a certain level then the disciplinary process is used. Personal conduct is also expected to be appropriate as disruptive or aggressive conduct will affect the performance of the work team meaning targets may be missed or team members will be in conflict. Employees are also expected to reach certain levels of performance depending on the job they do. Training needs to be completed and personal objectives which are set annually by the area manager during appraisals are used to keep a continuous improvement mentality within each employee. Completion of set objectives also help towards future promotion and possibly pay increases. All these expectations help the company keep well motivated work teams who are self driven with good moral.
The objective for my team is to ensure we supply our customers (the other departments in our company) with enough optical fibre to meet the order demand for all the different types of fibre laser we manufacture. To help us meet this objective we use a system of KPI’s (Key Performance Indicators) to indicate to us the current level of various indicators throughout the manufacturing process. These Include stock levels against the stock plan, current fibre yields, amount of work in the process at any given time, fibre consumed, fibre in validation, validated fibre, number of man hours available, shipped fibre. All these indicators are passed down through the organization as Laser orders are placed with our company. On the shop floor we break them down to a weekly plan of work depending on the position of current fibre stocks and yields. Each Friday the next weeks plan will be decided at a joint meeting between the area manager and team leader. Once the plan is drawn it is communicated to all the team members and then checked daily during the following week to report progress and any concerns or adjustments that need to be made. In turn the departments we supply with fibre will also have been set there weekly targets and depending on the work that they have in process will determine what target is given to us to supply. Our company works on a Lean basis meaning that no work will be in the line that has not been already ordered and this keeps online stock costs to a minimum. Due to the nature of our production process However, optical fibre is only confirmed as good quality once it is built in product, so to keep supply of good (Validated) fibre between us and our customers my department has to go against the lean principles and hold a stock of fibre on the shelf waiting for Laser orders. This ensures if a fibre fails in build we have enough stock to react quickly and replace the fibre without holding up the laser build line.
Individual team member performance has a very great effect on a teams overall performance, especially if the Individual is under performing. For instance if a team member was not completing the required amount of work each day this would put extra pressure on the remaining members of that team to meet production targets. This puts the team in a position of possibly not meeting realistic...
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