Riordan Manufactoring - Team Strategy2

I chose the case study from chapter three, Teamwork atMarshall’s Processing Plant (Miller, 2009, p. 57-58). The case study explains that management at the processing plant would like input about getting employees to participate again in the Team Management System. The Team Management System at Marshall’s consists of teams of employees representing their job function within the plant. These teams meet once a week to discuss ways to improve production. Once a month a representative from each team of employees is chosen to attend the Marshall Team Meeting and bring issues to the table for discussion from each work group

A team is a type of organizational group with independent members. They share common goals and work together to meet these goals (Northouse, 2016). The organization where I work has teams at various levels for maximizing the success. These teams include, core teams, coordinating teams, patient aligned care team (PACT), contingency teams, ancillary teams, support and administration teams (Veterans Health Administration [VHA], 2015). Some of these teams have interdepartmental members while others have intradepartmental staff. Successful teams have a concrete blueprint and that contributes to their effective functioning. There are several factors that affect these teams irrespective of the level. The factors comprise the presence of a clear task, separation from non-team members, authority, and stability. The factors like working conditions, team process and bridging the gaps are concerns for the executive level. The complexity of the task, individual skills and their diverse specializations affect the selection of the team members. The team’s meaningful interactions decide their success. Independent teams can help promote friendly competition within the organization and lead to better staff performance. An efficient leader can design and launch an effective team through careful planning and selection of the right members. He/she keeps the factors that affect the success of the team in mind when designing the teams. The patient care units

Clear responsibilities and roles, the structure of the team, job descriptions, competencies, accountabilities, resources, tools and equipment should all be provided. Problem solving, communicating, managing conflicts, tasks, planning meetings, performance evaluation, managing change and decision making should follow clear procedures ensuring effective team working. Positive relationships, mutual respect and trust, continuing support and inclusion, valuing diversity and listening to feedback can overcome challenges to effective team performance. A strong credible leader with clear expectations can also overcome challenges to an effective team.

Teams are an integral component of organizational success. They take on many forms and functions and can have various structures. Teams also conduct a wide variety of projects with goals of innovation or mitigation. An example, from my experience, of a project that required the execution from a team was the establishment of a finished goods inventory program within a paper manufacturing company. A project of this magnitude required that a diverse and multifaceted team be assembled.

Being part of a group of newly hired team the Superintendents at Riordan Manufacturing believes in trusting teams; also, this is the key way to suppling work duties and completing a job on time. Teams will start to develop from present employees and some will be new hire. This purpose of the teams is to begin production of the newly designed CardiCare Valve heart valves at the Pontiac Michigan provision. The objective of this team strategy plan is to identify strategies available to build the teams. In addition, there are challenges or barriers that may occur. Then we must know how to determine the best strategy and discussed. Finally, to ensure

After the selection of the effective team members, it is important to analyze the conditions that should be in place before the team is launched; analyze the team processes that unfold as the team begins its work; assess what should happen during the team’s launch, and

From the above sources of assessment of team effectiveness, 10 performance measures are selected to evaluate

"Riordan Manufacturing is a global plastics manufacturer employing 550 people with projected annual earnings of $46 million. The company is wholly owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion" (Apollo Group Inc., 2004).

Riordan Manufacturing has designed a new heart valve and wants to begin production soon (Apollo Group, 2006). The company projects itself as an industry leader in plastic products in an innovative and team-oriented working environment. The company has created a new CardiCare Valve division at the Pontiac, Michigan, plant and has hired new team superintendents to manage the new CardiCare Valve teams. The teams will include current employees reassigned from other divisions and new employees the company expects to hire. Riordan management tasked the team superintendents with identifying the best strategy for team formation. This paper discusses identified the best suited

Riordan Manufacturing is launching a Card Care produce and in doing so is designing a team to care out the product launch. The company is looking to use some employees along with new hires to build the team needed to manufacture this new product. They will be using team building strategies to determine how to put to gather new team for this product and will also be looking at conflict management strategies and conflict management to handle any problems that may come about.

The appraisal process has incorporated an integrative approach, a mechanism to scrutinize efficiency as well as effectiveness of the player’s performance. The efficiency underweights the value added by the individual player in team performance and effectiveness evaluates the final result, i.e. overall team performance.

Employees will be evaluated utilizing the Performance Appraisal form attached. Each team member will be evaluated on a quarterly basis. Performance will be based on meeting sales goals, in addition to quality, product knowledge, communication, interpersonal skills, conflict resolution, teamwork, ethics, and initiative. Weekly team meetings will be held to ensure the sales team stays on track with the goals of the organization, as well as those of the team.

Bateman et al. (2002) identifies six areas of team effectiveness, which can be evaluated on an ongoing basis, at the end of a project or at a specific stage in the process. First, team synergy, there is a shared sense of purpose and identity within the team. Second, performance objectives, there are clear objectives in terms of budgets, activity levels, which are monitored. Third, skills, the team members are adequately trained and competent to do their work. Fourth, use of resources, resources including people, buildings and equipment are used effectively and to their full potential. Fifth, innovation, the team constantly looks for ways to improve products and systems of work. Sixth, quality, having a high level of customer awareness; standards are identified and monitored. Developing statements based off of the six areas and soliciting feedback from the team will assist with discussions and identifying areas that are of a concern that need to be addressed in order to reach the end goal.

• Data gathering and analysis. • Planning for team improvements. • Actions to improve team functioning. • Evaluation of results.

General Electrics’ Durham, North Carolina assembly employees have a unique work environment in which they build the GE90 jet engine for Boeing. The 9 engine build teams consist of approximately 18 employees who own the entire process of assembling some 10,000 parts perfectly to create one complete engine assembly. The teams are self managed, doing everything from ordering parts and tools to scheduling vacation and overtime. The success of the teams comes from their founding method of agreement by consensus decisions making. In fact,