Audience:

• Hourly and salary non-exempt
• Production / maintenance crews; others
• Leader teams
  

Length: 1 day

Synopsis:

This fast-moving one-day training is a great tune-up for your highly successful teams and a motivating eye-opener for individuals and teams that are searching for opportunities to improve their performance. Topics include:

• Mission and Purpose: Focusing on the right things
• Having a success orientation
• Thinking like a team: moving from “me” to “we.”
• Applying your personality strengths to team efforts
• Helping others to succeed
• How to motivate yourself when things don’t go right…

Audience:

• Suitable for all audiences;
• Particularly helpful in realigning tough work relationships
• Good for improving hourly & salary relations as well

Length: 6 Hours

Synopsis:

Working Together: Cooperation & Conflict is ideally suited for addressing sticky issues in a fun and non-threatening way. It starts with fundamental principles of working together and builds increasingly throughout the day toward a series of revealing and fun individual and group exercises. Participants stay engaged and active as they discover truths about themselves and their work groups. The day ends with a finale exercise: drafting action steps and ground rules for how they will work together effectively in the future while overcoming obstacles and conflict to achieve their cooperative goals.

Making the transition from a “crew to a team…”

Your Mine Leadership Training Group consultant will help you implement a no-nonsense plan to improve the performance effectiveness of your crews and work groups.

Assess & Plan
We start with getting a good handle on the strengths and weaknesses of your work crews. This diagnosis can take different forms depending upon the approach that’s best for you. Typically, it one or more of the following processes:

• On-site observations
• Interviews with crew members and supervisors
• Short questionnaires / surveys
• Conversations with cognizant managers

After the assessment has been made, a plan is outlined in collaboration with you that best accomplishes your goals and in the least intrusive way possible.

Level One: Focus on getting teamwork in place & basic job skills
The first phase is to help crew members understand the difference between a crew and a team. A team can be defined as:

“A group of individuals working together toward common goals that improve the business while demonstrating respect toward one another.”

Taken one element at a time, the agenda addresses four basic core principles and is accomplished through training and targeted consulting and/or coaching:

• Working together: moving from a crew approach to a team approach
• Establishing common goals: agreeing on behavior, process, and results goals
• Improving the business: identifying the key performance measures in play
• Demonstrating respect toward one another: practicing applied teamwork
• Ensuring all crew members can perform their basic job functions in a satisfactory manner

Level Two: Focus on Performance Measures
The transition is in process. Once the crews understand and commit to a teamwork approach to doing business and have achieved at least minimum acceptable job competencies, they begin to define and work on their base performance measures. These typically are:

Core measures

• Safety
• Production
• Maintenance
• Quality
• Loading / delivery / shipping

Enabling measures

• Cross-shift cooperation and communications
• Internal customer-supplier relationships
• Supporting management

Level Three: Focus on Improving the Business
Teamwork is in place, basic job skills and competencies are being achieved, and the teams are working toward sustaining their success.  

Leadership must now find a way to release power into the organization; that is, leaders enable their people to be more engaged in making workplace decisions, using problem-solving, creativity, and innovation. Employees begin to be more fully invested  in the success of the business. This step is a motivational step because continued success depends upon the inner motivation of individual team members and proactive support from management.

Leaders and employees alike undergo a paradigm shift from “what do we need to achieve at a minimum” to “what is the potential we can aspire to?” This is done in several ways, depending upon a number of factors.

Examples of team processes to put in place may include one or more of the following:

Building individual and team intrinsic motivation

• Task identity
• Task significance
• Challenging goals
• Systematic feedback
• Autonomy to make workplace decisions
• Support from management

Additional skills training

• Worksite problem solving
• Fundamental process improvement
• Consensus building
• Cross-training
• Technical training related to machinery and equipment
• Learning about costs of operations, impact of waste, downtime, inefficiency, turnover, etc.
• More