Role model a tool towards cross training in improving team performance

Abstract

Manufacturing (Globally and in India) is saturating and there are no breakthrough innovations and hence sales is under pressure. While we wait for innovation new products to take over, the manufacturing is focusing for competitiveness and optimize the resources. TPM (Total Productive Maintenance) is an important tool to bring the change, the tool ensures that by total participation and by effective implementation of TPM concepts Resource optimization can be achieved. There are 34641 Companies in the world and 3692 in India who have been certified by JIPM (Japan Institute of planned maintenance) for effective use of TPM and achieving the change in the form of results.7 plants has been certified in Hindustan Coca-Cola Beverages Pvt Ltd. These companies are building High performance teams to move TPM to next levels. The challenge is labour flexibility and hence Labour flexibility is important issue in the design and development of “High performance teams ". TPM has many training tools and focuses more on relay training, Cross training builds on relay training. Hindustan Coca-Cola beverages pvt ltd has used the cross training in 2 plants and in 4 lines. A group of 15 operators were formed as Shilpakar (Architect),they were positive, influencing others and some of them were individualistic and not team player, some of them were also union leaders. This team was rejuvenated with their self-esteem, and with right attitudes, Team work, Sincerity and discipline which was hidden got exposed and blossomed. One of the executive (coach) lead the activities with behavioural training programs - they were then rewarded with the leadership appreciation, this followed with Multi Skilling and bought team- work, self-respect and trust within the team. The team also had social side of family trekking and Training the Street vendor in FSSAI (Food safety & authorities of India) requirements. This team then was adequately recognised, rewarded and had achieved special status in the plant. Looking at this team, next set of operators had aspirations and were readily agreed to learn from this role model team. The role model team could train 4 more groups. Executives were mentors and reviewed the progress and review the progress of the new team. Once done they were recognised and appreciated.