Teams in the Age of Systems

Article

Scholtes, Peter R.   (1995, ASQC)   Scholtes Seminars & Consulting, Madison, WI

Quality Progress    Vol. 28    No. 12
QICID: 13033    December 1995    pp. 51-59
List $10.00
Member $5.00

FOR A LIMITED TIME, ACCESS TO THIS CONTENT IS FREE!
You will need to be signed in.
New to ASQ? Register here.

Article Abstract

Customer focus and systems thinking affect the implementation of teamwork. Without attention to these factors, teams can proliferate and become disconnected. A customer-in mentality means that customers drive the formation, activity, and evaluation of teams. A team should satisfy the needs of the gemba, that is, the resources and activities that add value to the customer. A team is a system. Its purpose, environment, and activity are interrelated both at the team level and the organizational level. Teams do not act in isolation, and they should be aligned with the systems view of the organization. For some efforts, teams are not needed. Factors that affect the need for teamwork include the complexity, interdisciplinariness, length, cross-functionality, and contentiousness of the project. The article gives tabular information on seven team types and their descriptions, purposes, strengths, weaknesses, strategies, and when to use them. The seven team types are business, executive, improvement project, linchpin, natural work, new product/service design, and process redesign teams.

Keywords

Customer focus,Leadership,Organizational design,Systems analysis,Teams


Browse QIC Articles Chronologically:     Previous Article     Next Article

New Search

Featured advertisers





ASQ is a global community of people passionate about quality, who use the tools, their ideas and expertise to make our world work better. ASQ: The Global Voice of Quality.