Managing Teams
- 1. i290 lean/agile product management unit 7: managing teams @jezhumble https://lapm.continuousdelivery.com/ humble@berkeley.edu This work 息 2015 Jez Humble Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
- 2. describe obstacles to cultural change understand Taylorism vs Lean Management consider how to e鍖ectively motivate people know implications of mindset for growing teams be aware of tools to improve team performance learning outcomes
- 4. Frederick Winslow Taylor (1856-1915) Scienti鍖c Management Time and motion studies to analyze and standardize processes Managers apply scienti鍖c principles to plan work, workers perform it as e鍖ciently as possible Believed in rewarding workers for output OK for fundamentally algorithmic work
- 5. 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the 鍖rst place. 4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. 8. Drive out fear, so that everyone may work e鍖ectively for the company (see Ch. 3). 9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. Eliminate work standards (quotas) on the factory 鍖oor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. 11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. 12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (see Ch. 3). 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. Demings 14 points for management
- 6. how can I help my org become more e鍖ective? how can I help my team become more e鍖ective? how can I become more e鍖ective? questions for managers
- 8. high trust culture Westrum, A Typology of Organizational Cultures | http://bmj.co/1BRGh5q how organizations process information
- 9. changing culture http://www.thisamericanlife.org/radio-archives/episode/403/nummi http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/ Schein, The Corporate Culture Survival Guide
- 11. TOYODA AUTOMATIC LOOM TYPE G 11 Since the loom stopped when a problem arose, no defective products were produced. This meant that a single operator could be put in charge of numerous looms, resulting in a tremendous improvement in productivity. http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/jidoka.html
- 12. Frederick Winslow Taylor (1856-1915) Scienti鍖c Management Time and motion studies to analyze and standardize processes Managers apply scienti鍖c principles to plan work, workers perform it as e鍖ciently as possible Believed in rewarding workers for output OK for fundamentally algorithmic work
- 13. learning ability emergent leadership mindset how should we recruit? http://nyti.ms/1v72xuz | http://nyti.ms/1v72sHl
- 14. one-on-one
- 15. agile principles At regular intervals, the team re鍖ects on how to become more e鍖ective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/principles
- 16. to propose experiments for getting better held at regular intervals (weekly / biweekly / monthly) to re鍖ect onand learn fromthe past as a team many possible exercises retrospectives
- 18. retrospective prime directive Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand. Norm Kerth
- 19. further reading http://gladwell.com/the-talent-myth/ Carol Dweck, Mindset W. Edwards Deming, Out of the Crisis Daniel Pink, Drive Jez Humble et al, Lean Enterprise, chapters 1 and 11 https://deming.org/theman/theories/fourteenpoints https://www.manager-tools.com/system/鍖les/documents/docs/ Manager-Tools_One_on_One_Basics.pdf