Cross Functional Learning and Teamwork
•
1 j'aime•916 vues
For Management professionals
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à Cross Functional Learning and Teamwork
Similaire à Cross Functional Learning and Teamwork (20)
Dernier
Dernier (20)
Cross Functional Learning and Teamwork
- 1. Cr os s F un ct io na l L ea rn ing and Te am wo rk V. Balasubramanian
- 2. Who brought the music to your ears?
- 3. Do you know this! Who invented this?
- 4. Have you used this before?
- 5. Conventional Organizational Structures
- 10. 1 + 1 = 11
- 15. “ None of Us is as Smart as All of Us ” – Thank You
Notes de l'éditeur
- http://www.youtube.com/watch?v=nAUOs2nb3JA http://www.youtube.com/watch?v=zacF1pZR1Fg&feature=related http://www.youtube.com/watch?v=1qzzYrCTKuk
- Kozo Ohsone (general manager of the Sony Tape Recorder Business Division) and his Staff members under the support and guidance of Late Mr. Masaru Ibuka and Sony Founder and Honorary Chairman Akio Morita. On June 22 1979, the Sony Walkman was launched in Tokyo. Journalists were treated to an unusal press conference. They were taken to Yoyogi (a major park in Tokyo) and given a Walkman to wear. 1995 – 150 MILLION, Till now 300 models have been designed.
- Dr. Spencer Ferguson Silver & Mr. Arthur Fry (3M)
- The first non-stick pans were made using a coating of Teflon (polytetraflouroethylene or PTFE). PTFE was invented serendipitously by Dr. Roy Plunkett in 1938, while working for a joint venture of the DuPont company. The substance was found to have several unique properties, including very good corrosion resistance and the lowest coefficient of friction of any substance yet manufactured. PTFE was used first to make seals resistant to the uranium hexafluoride gas used in the Manhattan Project during World War II and was regarded as a military secret. Dupont registered the Teflon trademark in 1944 and soon began planning for post-war commercial use of the new product
- Organizations differentiate people, process and structure to maximize their efficiency. They specialize their people to develop experts; they institutionalize rules so they do not re-invent the wheel. They tighten the structure to minimize redundancy and to hold people accountable for doing their jobs and following the rules. Establishing these “organizational boundaries” creates the focus , accountability , and control necessary to maximize efficiency — it defines the “way we do things around here.”
- But differentiation also creates boundaries to people working together. People know what their job is, so they hesitate to spend time on things that are not their job. People are complaint to the rules, so they do not look for innovative and creative ways of doing things. People are loyal to their functions, so they protect they turf. People are focused on their specific tasks and seldom ask why they are doing those tasks. As a result, they often end up doing the wrong things, right the first time.
- Organizations must create boundaries (infrastructure) to maximize their efficiency and do things “right the first time.” But People must also work across those organizational boundaries to maximize effectiveness and do the “right things.” It creates an information rich environment that fosters innovation and creativity.
- Appreciate the processes which happen before and after your part of the work. How you could take guidance as well as offer counsel to others. Allows you to See the larger picture. “ Look at work” as never before. A fresh approach. Gives the courage to laugh at your problems and express your ideas even when it looks crazy and impossible. Achieve satisfaction when you find your suggestions have helped other teams to function effectively. Become more creative and innovative and break away from routine, monotony and boredom.
- CFT was originally developed as a follow-up to 3M's Management Development Program (MDP). Its goal was to increase a manager's ability to work across organizational boundaries to achieve goals and objectives beyond their level of authority and control. Cross-Functional teamwork is critical to new product development. CFT is very effective in increasing collaboration within staff groups and between staff groups and line functions.
- CFT is an excellent resource for maximizing collaboration on continuous improvement efforts. Tools like Lean Manufacturing , Six Sigma , and Statistical Process Control provide organizations with the tools they need to increase productivity and performance. CFT provides a highly collaborative process for applying these tools — a process that increases ownership and commitment and maximizes the results of continuous improvement efforts.
- (Appreciate diversity of thought, Analyzing other perspectives, listening without prejudice & bias) (without concern or fear for what might go wrong) (Indefatigable attitude) (Effective articulation of ideas) (Crisis loving personality) (Empowering environment) (Flexible Thought and Action orientation) (Most important)