Topic: Business Improvements Techniques – Leading Effective Teams

Unit 302 Leading effective teams      Knowledge Questions

Outcome 2                        Know how to lead effective teams

1 describe the roles and responsibilities of themselves and others under the health and safety at work Act

Refer to Q’s 201

2describe the business targets set for their area of responsibility, and how to set personal, individual and team targets to achieve them (action planning)

  • What is your area of responsibility (Syrup room Operative and project leader)?
  • Business targets include SQCDIP
  • How to set targets (refer to action plans or shift handover)

3explain how to prioritise their own and their team’s workload to ensure that targets are met

  • Day to day – quality checks are prioritised based on current performance, e.g do more/sooner checks on machine with issues
  • Quality use a production plan to prioritise tasks in the week

4explain howto communicate effectively, listen, question, support and coach others to work towards the business targets

  • At Refresco to ensure people work towards correct targets we: daily meetings, shift briefings, shift handovers, monthly updates with shift manager. We also use SCDQIP board, rolling screens to pass information on performance on

5explain how to present information effectively to management, peers or team members, using different methods

  • For my project I presented my plans to management and others using a A3 on the project wall upstairs to allow everyone to know what I was doing
  • I used email to communicate with people to allow me to send him a range of data to prove the need for a project
  • Powerpoint presentations to show managers my plans and progress
  • Verbally explain to operators what I was trying to measure and improve

6 explain how to conduct a team performance review and how to involve the team in brainstorming activities to identify opportunities, threats and solutions

  • You can explain how a monthly team brief is used to involve the team in activities. Explain how you do a departmental team review

7describe the types of conflict and problem that might emerge between work activities

  • People reluctant to change – how do you deal with that
  • Dependencies on other projects?
  • Not knowing where other people were up to with their projects

8describe the organisational processes and procedures required to run their area of responsibility effectively (such as quality procedures, code of conduct, standard operations, problem resolution procedures)

  • Quality procedures – such as visual and physical checks eg
  • Staff code of conduct as dictated in staff handbook
  • SOP’s
  • H&S procedures
  • Problem resolution such as PPS/8D/fishbone etc

9 describe the improvement tools and techniques being used in their area of responsibility (such as hourly count monitor, TAKT time, continuous flow process, flexible manpower systems, quality level, defects per million opportunities, workplace organisation)

  • 6s
  • SQCDIP

10describe the specialist help that they may require in their area of responsibility, and how this can be obtained

  • To implement my improvement I need specialist help from Bryan Beck for advice on updating SOPs as he is in charge of them, help from H&S Emma Lampka for implementing the interval boards, Kevin Littlewood as he is the person responsible for ordering and agreeing equipment and signs etc

11 explain how to structure and lead a team event, and the presentation materials and work documentation required

  • Explain how you delivered your offsite presentation to the team for your project. Arrange location, attendees, prepare a presentation, collect photo’s and data of my project, prepare handouts etc

12explain how to train others in the processes and procedures relevant to them, and their area of responsibility

  • At Refresco we train others using SOPs for new staff. They are allowed to read the SOPs beforehand, they are then taken through it by an experienced operator, then allowed to try the task under supervision and finally allowed to do the task

13 explain how to monitor and check that their team is working to identified quality and safety standards

  • Refer to SAP QM data for machine logs
  • Visual/observation of people to ensure they are adhering to PPE regs, safety obs
  • Refer to SQCDIP data
  • By referring to 6s board and handovers

14describe the extent of their own authority, and to whom they should report in the event of problems that they cannot resolve.

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Canadian prisons living conditions

CANADA’S PRISONS

The Correctional Service of Canada runs under the motto “To grasp the future”. It was formed on December 21, 1978. Its preceding agencies were the Canadian Penitentiary Service (CPS) and the National Parole Service.

Its headquarters are in Ottawa, Ontario. It is responsible for the rehabilitation and incarceration of convicted criminal offenders sentenced to two years or more.

It came to being when Queen Elizabeth II signed authorization for the newly commissioned agency. The commissioner of the Correctional Service of Canada is recommended for appointment by the Prime Minister and approved by an Order in Council.

An internal Corrections audit reports that parole officers are overwhelmed and are therefore unable to do all of the crucial collateral checks in the community.

Police officers have also complained that when parole violators are apprehended, they are often immediately re-released back on parole. In the end, these former inmates end up not being reformed since they do not have officers to keep them in check.

The auditor general also reported on Tuesday, May 6, 2014 that Canadian prison overcrowding is going to get worse in long-term. The prisons are so jam packed with inmates that many are forced to sleep in twos in s hared cells.

This breeds violence and poses a risk to offenders and staff at the facilities. The prisons are particularly overcrowded in Ontario and the Prairie Provinces. Jails in British Columbia and the Atlantic provinces have available space.

This has led to the costly consequence of transferring prisoners. In 2010 it cost $1.5 million to move 539 inmates. A cost that may have been avoided by expanding the available institutions.

Many other problems may be affecting the prison department but they are inevitable and can be solved. As long as the available institutions serve the intended purpose, all will be well.