Team coordinator

1. Day 

Team coordinator’s role

• Team coordinator’s role, necessary competencies
• Lean organization and the team coordinator’s role within the organization
• Team coordinator’s tasks during the implementation of Lean elements
• Team coordinator’s tasks during team management and leading

Team leader’s role

• Daily challenges against the leaders 
• Expectations from leaders work at our organization
• Who is a good leader? Requirements regarding the leaders work
• Leading by example, taking responsibility
• „Magic wand” practice
• Leaders’ tasks
• The leader as a role model
• Leaders self-knowledge and situation assessment
• Representation of corporate goals (effectiveness, efficiency)
• The leaders simple self-assessment tools, T-P questionnaire
• Display company values in different organizational situations
• Task- and relationship-oriented management
• Leaders self-assessment test

Leader’s tasks, management

• Result-oriented approach
• Consistent leadership which necessary to achieve results
• Systematic follow-up and evaluation of the results
• Management cycle (PDCA) 
• Task: Basket throwing game (process and psychology of planning)
• Display and strengthen of ’Good host’ approach – to take responsibility 
• Leadership leading by example, values streaming
• Adoption and acceptance of goals
•  „Host approach”
• Effective communication of goals (compare against: formulating SMART goals),
• Respest, understanding and consensus-buliding coordination of individual goals and different needs and opinions (compare against: active listening, empathy, conscious relationship building, convincing argument)
• Difining priorities
• Breakdown and representation of organizational goals, Target agreements

Organization and coordination

• Process approach, customer focus
• Clear definition, breakdown and release of tasks (5W2H)
• Independence, decision making
• Define and ensure the essential material conditions of work (6M)
• Define and ensure the essential personel conditions of work (power curve, attention trends, deadlines, headcount management, delegation)
• Basics of the effective human resources and time management 
• Control, accountability and evaluation

2. day

Team work, team building, cooperation

• Individual vs. team work
• Team – tasks of the team leader
• Team building, stages of team development
• Team leading: Leader’s role and tasks, critical success factors
• Conflict management, establishing cooperation
• Winner-looser situations, “XY game” (application of game theory, strategic thinking, strengthen collaborative thinking)  
• Cooperation skill development
• Conflict and stress management 

Communication

• Design of result-oriented communication
• Convince and win over other people for cooperation, mobilization
• Empathy, understanding others
• Winning commitment to each other, partnership operation, recognition of each others’ work
• Develop supportive attitude
• Effective communication barriers
• Situation practice: effective communication
• Task release
• Examination and evaluation
• Effective meetings

Motivation, encouraging employees

• Managing and involving people
• Convince and win over other people for cooperation, mobilization
• Detection and task-oriented evaluation of individual and group needs
• Realization of a management based on expectations-promises

Delegation, task release

• Purpose and method of delegation
• Defining and release tasks (5W2H)
• Holding responsibility
• What to do in case of an error?

Feedback, performance evaluation

• Feedback /positive or negative/ culture
• 5 WHY method
• Learning the developer, reinforcing feedback techniques
• Role of temporali feedback
• Individual and team feedbacks

3. day

Customer focus, 0 defect conception

• Why important the customer? 
• Product responsibility (product recalls)
• Customer focus, understanding customer needs, internal customer 
• Quality requirements, standards 
• „Good at first” approach, Prevention
• Process-integrated controls
• Escalation, Feedback (about problems) 
• Monitoring, accountability
• Audits, Leadership visits 

Exploring development opportunities in working environment

• 3 MU (Unnaturalness – Unevenness – Losses) 
• Identifying value-creating and non-value-creating activities, 7 MUDA
• PQCDSM (Productivity – Quality – Cost – Delivery – Safety – Morale) method
• Task: Loss Hunting, identifying 7 losses in own working environment
• 4M + 4M method 

Kaizen (continuous improvement)

• Problem identification
• GEMBA KAIZEN
• Making decisions based on facts
• The importance of data collection
• PDCA – SDCA cycle
• KAIZEN philosophy 
• 4 principles of Kaizen, Kaizen steps 
• 5W 1H, 5 WHY method
• Catapult game – 1. round (standardization, visualization, creating stability)
• Suggestion system, managing employees’ suggestions

4. day

Standards

• Establishment of stable operation
• Controlled, stable operation; discipline, observance of the rules
• Connection of SDCA cycle and PDCA cycle 
• The role of standards; maintain the results of the development
• Visual work instructions 
• PRACTICE: DESIGN STANDARD WORKPLACE

5S method

• The purpose and expected results of 5S introduction
• 5S’ role in KAIZEN 
• 5S DRAWING GAME - PRACTICE
• 5S’ steps
• 5S as a process management tool
• TPM basics – Self-motivated maintenance

Visual control

• The application and benefits of marking- and visualization standards
• Visual management, visual control examples
• PQCDSM Monitoring, Info boards and its daily use

Problem solving and quality improvement

• 7 steps of problem solving
• Involving stakeholders
• 7 basic quality tools
• Catapult game – 2. round (planning data collector sheet, data collecting)
• Searching root cause
• Choice of solution and implementation
• Catapult game – 3. round (analyzing, searching root causes)
• Standardization, maintaining results
• On the job training, one-point lesson (OPL)

Exam