Article: Autonomous teams
Self-directed work teams lead to higher involvement
Higher levels of autonomy and self-steering lead to higher involvement and motivation and is a natural way to use the skills of employees to a greater extent. The leader of direct reports also goes through a change: his function evolves from controlling to coaching.
The concept of self-directed work teams came up in the 90’s. But the main ideas behind the concept are much older. Name-giving changed according to the flavour of each decade: task groups, mini-company, production cells, improvement teams, result oriented teams, etc.
“It takes a number of important basic conditions to be successful with working in self–directed teams. Developing a self-directed team takes time. Do not expect immediate results on yield and output, these come later”. (Nick Vanhalst, Stanwick Management Consultants)
Self-directed teams consist of team members with a high level of independence and empowerment. The team members work together in an intensive way, and frequently plan their own work, solve problems, take decisions influencing their production or administrative processes.
“Working with autonomous teams helps us to make the link between shop floor and our technological developments and market changes”. (Jan Willems, Philips Turnhout)
“A central concept of self-directed teams is that the team works with a clearly defined process. The task of the team is to manage, control or improve this process. Another key theme is that team members need each other and complement each other in performing their tasks. Contributions to the process are not evaluated on an individual basis but as a result of teamwork”, says Nick Vanhalst, Partner of Stanwick Management Consultants, and author of the book “Steering towards Self-Steering (Sturen naar zelfsturing)”.
Higher involvement
There are many advantages in working with self-directed working teams (SDWT). “Implementing self-directed teams has a positive effect on bottom line results. Higher autonomy also means higher involvement and thus higher motivation of the team members. As a consequence, one can observe lower rates of illness and less work accidents. More opportunities for self-development mean better use of the skills of people within the organization. Employees become more polyvalent and thus help to make the organization more flexible”, says Nick Vanhalst.
Why do companies choose for implementing self-directed work teams? Independent surveys show that improving flexibility is highest on the list. Also the improvement of involvement and higher productivity is seen as important. Indeed, Stanwick realizes these aims in the projects it facilitates. More positive effects are cost improvement, a lower number of management levels and a more reliable process of delivery. Respondents also mention less absence due to illness. Self-directed teams are becoming common on production shop floors, but are also applied in other environments. “Also in office environments or in research & development these self-directed teams flourish. And even in the health care sector projects are initiated, e.g. in the operation room or care assisted living”, adds Nick Vanhalst.
Short communication lines
Philips Lightning Turnhout is an early adopter of working in teams. Some ten years ago, the choice was made to implement self-directed work teams in several production departments. “We are the most innovative lighting factory, not only on products but also on the level of work-organization. Working with autonomous teams helps us to make the link between shop floor and our technological developments and market changes. As market leader we initiate new developments. Therefore we need an efficient organization and engaged and motivated people. They are our source of added value”, says Jan Willems, Project leader Organizational Development at Philips Lighting Turnhout. Another reason to go for self-directed work teams is to create a flat organization. “Self-directed teams support shorter communication lines between the shop floor and the internal customers. Being an innovative company means a lot of product development and communication between all stakeholders. The flow of information is simply quicker with self-directed teams than with the classical hierarchical organization structure. And supports a customer-driven way of working, including tailor-made solutions”, says Willems.
The level of autonomy in the teams is high. For example, the teams organize their work planning and holiday planning. Even production planning is worked out. “This is realized in cooperation with internal customers and suppliers. Operators also participate in proposals for development of new products. They have the better view on how new designs can be realized in practice. The team members train each other and decide upon the skills needed”, says Willems.
Continuous improvement
Philips Lighting Turnhout values the involvement of team members in the production process. “Operators should have the feeling that they have a real impact on the end-product”, says Willems. This does not mean that a mild kind of anarchy exists. “An essential point for self-steering is consulting the external customers”.
Further improvements on the concept of self-steering are on its way for Philips Lighting Turnhout, e.g. the pilot project financed partially by the European Social Fund (ESF). “With “Self-steering 2008” we focus on the interface work & business context. Aim is to reach out for higher levels of self-fulfilment, and to maximize development and use of skills and competences. This also incluces self-control, taking up responsibilities, higher motivation & work pleasure in performing your tasks. The teams have a certain degree of freedom to decide where to focus next. This enables a better link with the real workplace and –context”, adds Willems. In practice, this pilot project lead to fine-tuning of communication channels and an improved approach to introduce self-steering.
No immediate improvement of efficiency
A number of basic conditions should be taken into account when working with self-directed teams. “Introducing self-directed teams is a process of mid-long term nature; do not expect immediate efficiency jumps”, warns Nick Vanhalst. “Not only the teams themselves must be assigned, trained and coached for their new tasks, but it really also comprises a considerable change. Top-management support is crucial”. Also Willems agrees on the long term aspects: “Focus is on working in teams, and how to introduce this, but at the same time normal production must be continued. This concept of self-directed teams is not “acting as we please”. Autonomy does not mean working in a vacuum with a team. Communication, consulting each other and feedback are crucial”, says Willems.
Working with self-directed working teams means openness form the side of the management. “Especially the role of the first line-management is changing drastically. They were selected on technical skills and many a times promoted for that reason. Now we expect them to become coach, and social skills become important. There are also some feelings of anxiety, since part of their control and impact on the production process is lost. In this situation, it is important to offer alternatives for the middle-management”, says Vanhalst. Also team members are not fighting for more autonomy. “This is not illogical, also for team members these social skills are expected. The contribution of each team member becomes more visible, there is no place to hide. We advise to introduce self-directed work teams in steps; during the first steps the operators should feel how work becomes more easy with autonomy added. In this way, team members will go for the change”, adds Vanhalst.
Project-approach
Another condition for success is the ability and resources to improve and manage the process. “Time and meeting opportunity should be included. For example, the production process could be stopped at predefined time points (or operators temporary backed-up on the line) to make moments of mutual consultation possible. This is not evident in around-the-clock operations. The production process should be understood, stable and robust. In pre-production research environment, the self-directed work team concept will not work”, adds Vanhalst.
Due to the mid-long term nature of introducing self-directed work teams, the introduction should be seen as a project with a clear phasing of each step. There should be room for intermediate successes. But there is no standard blue print to introduce self-steering. Moreover such a project does not mean breaking completely with the past. In each company, communication and working together already exists; self-directed teams are a next step: teamwork becomes an organizational principle”, says Vanhalst.
