EMPOWERING TEAMS FOR

HIGH PERFORMANCE

Presented by : Mr Kumar Lalit

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 Levels of Empowerment

•Employee empowerment is a term used to express the ways in which employee staff can make
autonomous decisions without consulting a Supervisor (Supervision less workplace)

•These self-willed decisions can be small or large depending upon the degree of power which the
company wishes to invest in employees.

•Employee empowerment can begin with training and converting a whole company to an
empowerment model. Conversely it may merely mean giving employees the ability to make some
decisions on their own.

Three levels of Empowerment

Enabling
Involving
Encouraging

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 Employee Empowerment

Enabling emp. to make significant

decisions without having to refer to
someone
Degree of Empowerment
and Leadership

Involving employees in taking

responsibility for improving the way
of doing things

• Customer Focus

Encouraging employees to play • Improving Services

a more active role in their work • Innovation Culture
• Increasing productivity
• Gaining Competitive edge

Organizational Benefits

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 Empowering Teams
• Empowering , is passing on authority and responsibility.

• Empowerment occurs when power goes to employees who then experience a

sense of ownership and control over their jobs.

• Empowered individuals know that their jobs belong to them. (sense of

belongingness & accountability). Given a say in how things are done,
employees feel more responsible. When they feel responsible they show more
initiative in their work, get more work done and enjoy their work more.

Organizational values
/Leadership actions

Human resource systems •Competitive quality

Empowerment Continuous
(e.g. rewards,training) •Productivity
improvement actions
•Customer service

Organizational structural
job design (Team’s &
individual’s responsibility)

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Mechanisms for Empowerment at Tata Motors

BSCs

Steering Meet

Apex Council

Innovation CFTs
Projects
CLTs

Kaizen Improvement
Suggestion Projects
Scheme CFTs
Suggestion
SDTs Scheme Autonomous
Maintenance
Quality Circle

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 (SDT) Self Directed Team - Details

• A Self Directed Team is a group of 12-15 employees who are responsible for

a whole work process or segment that delivers a product or service to an

internal or external customer.

• To varying degrees, team members work together to improve their

operations, plan, control and handle day-to-day activities. In other words,

they are responsible not only for getting work done but also for managing

themselves.

• Employees in SDTs, work with minimal direct supervision (Self directed

teams are not quality circles or cross functional task groups.)

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 Target Cascading

CVBU BSC

Employee Meetings at Various

Levels
PLANT BSC

Safety Morale

Quality Cost
Delivery
FACTORY BSC

+ Environment

CX BSC

51 Self Directed Teams SDT SQDCM

TARGETS

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 Team Empowerment Continuum
Degree of empowerment

Vacation scheduling
Shift Planning
Cross-functional teaming
External customer contact The figure shows the
empowerment continuum
Managing suppliers and tracks the approx. %
of responsibilities a team
Continuous improvements assumes many of which
were once reserved for
Quality responsibilities leaders,managers or
support departments
Production scheduling It shows a partial list of
common responsibilities
Equipment maintenance and repair and how they might be
sequenced to empower a
Training each other –Multi skilling
team
Housekeeping
Team level Level 1 Level 2 Level 3 Level 4
20% 40% 60% 80%
Responsibility/Authority

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 Objectives

Objectives of Self Directed Teams in Tata Motors

• To own the planning and execution of all work in the team workplace

• To adopt constant changes in the work processes in all areas

• To contribute to the self-development of team members

• To enhance customer satisfaction through the active involvement of and

ownership by operators in managing their day-to-day work activities and
output

• To maximize the utilization of resources resulting to better quality, reduced

cost and higher productivity

• To help the company remain competitive in the existing markets and reach out
to global markets in future

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Roles & Responsibilities

6 - SDT Point Leaders

8 7 6 5 4 3 2 1

10

11

12

13

15 16 17 18 19
14

20

21

22

23

24 25 26 27 28 29 30 31

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 Point Leaders

• Multiple point leaders are envisaged

• Each team will have:
• 6 point leaders, one each for:
 Safety
 Quality
 Delivery
 Cost
 Morale
 Environment
• Members
• These point leaders will be responsible for all parameters in their
respective areas. They will monitor these parameters for their sub-
process and will work towards improving them
• The team will ideally comprise 12 - 15 team members
• There will be pre-decided rotational programme (rotating the point
leaders within the team) so that all members are covered in a year

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Roles & Responsibilities

SDT Team Members –

8 7 6 5 4 3 2 1

10

11

12

13

15 16 17 18 19
14

20

21

22

23

24 25 26 27 28 29 30 31

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 Responsibilities of Team Members

 Participate in the team meetings effectively

 Have wholehearted involvement in the activities of SDT in order to ensure its
success
 Co-operate amongst themselves and with the point leaders on issues like leave
planning, conflict resolution and overall discipline
 Achieve SQDCME targets as set out for the SDT by the Process Owner

 To update and maintain work related documents

 Expanded responsibilities to include:
 Self inspection
 Multiskilling (Flexibility to move to any machining / assembly work
station)
 5S
 House keeping
 SPC / Pre-control charts
 Maintenance related activities including autonomous PM / TPM
 Machine setting and tool changing
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 Responsibilities of Team Members
 Description of the activities to be done under SQDCME :
 Safety
 Follow all safety instructions at machine

 Use safety equipment properly ( PPEs)

 Ensure appropriate visible instruction are put on respective

machine
 Do the entire housekeeping at the machine and adjoining area
 Quality
 Check all dimensional parameters and ensure they meet required
specification
 Learn proper use of all tools and gauges

 Get all instruments and gauges calibrated at scheduled intervals

 Follow steps as mentioned in the process sheets

 Learn & control critical parameters at respective stations

 Analyze causes for dimensional inaccuracy

 Delivery
 Do regular PM to minimise downtime

 Give suggestions and ideas for improving quality

 Inform point leader of any deviation from standard specifications

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 Responsibilities of Team Members

 Description of the activities to be done under SQDCME :

 Cost
 Work on eliminating waste

 Minimise scrap

 Ensure use of proper material

 Morale
 Convey training need to the ‘Morale’ point leader

 Cross train other team members

 Maintain and encourage the positive attitude and healthy

working relationships with other team members
 Environment
 Correct disposal of waste
 To ensure no oil spillage on shop floor

 To follow the guidelines in EHS (Environment, Health & Safety)

Management System

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