Challenge
BAE Electronic Solutions (ES) in Manassas, Virginia, was using multiple troubleshooting approaches with inconsistent, time-consuming results; and clients were noticing.
Team Development
Collaboration under pressure
Team development initiatives can help move employees from a fire-fighting mentality to a team with purpose and structure. Effective programs provide teams with a common language and set of skills to resolve issues, make decisions, plan ahead, and execute responsibilities.
By training teams and facilitating their use of new skills, teams become more self-sufficient, and organizations operate more efficiently. Team development increases the ability to collaborate under pressure and leverages the team’s collective brainpower to resolve problems and manage risk.
Building powerful teams improves business outcomes
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Collaborative cultures outperform all others
Collaboratively addressing daily operational issues is clearly the way forward. Providing team members with a common approach and language for issue resolution helps team members effectively contribute every day.
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Empowerment needs enablement
Delegating responsibility is not enough. Teams become empowered by addressing gaps in their knowledge, skills, and support infrastructure. This begins by identifying specific needs and how teams can better meet them.
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Team development provides skills for:
Fast resolution of day-to-day issues × Structured meetings that drive effective action × A shared approach that leverages brainpower × Practices that separate assumption from facts × Analytic problem-solving and decision-making abilities × Risk management discipline.
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Good teams need good leaders
Teams require leaders who advise, facilitate and coach their colleagues as they collaborate. Leadership training helps them to role model and support their colleagues, sustaining improvements to the way work is done.
Build a more agile, competitive organization
Team development produces tremendous results in organizations – from start-ups to Fortune 500 companies. Whether team members are working side-by-side, remotely, or from distant global locations, when teams are primed to identify and set their priorities, apply analytic thinking to resolving issues, and to tackle difficult business challenges, the promise of today’s flatter, global and more agile organizations is within reach.
Success Stories
$2M+
savings from 10 largest applications
68
applications in 18 months
Results
In 18 months, BAE Manassas documented 68 applications with the 10 largest yielding over $2 million in savings. Positive cultural changes came from increased interaction among the technical team, improved productivity, and better morale. Customer quality assurance audits reported marked improvements in BAE’s ability to troubleshoot issues quickly.
Challenge
At a medical equipment plant in North America, the plant produces top-selling, high-tech products. When a quality issue halted production of an expensive, high-demand product, efforts to solve the problem quickly were derailed by the sheer quantity of relevant data and alternatives.
8-10%
increase in product output
Results
Product output climbed 8-10%. Improved quality reduced warranty costs. Time spent solving problems fell. Many future problems were avoided because areas of variability were identified and process improvements were made.
Challenges
Deutsche Bank has more than 78,000 employees, more than 2,700 branches in 70 countries and assets of almost $2 trillion. With teams of problem managers at multiple locations across the globe, the challenge was each siloed group of problem managers was using different root cause analysis (RCA) and incident management tools to address client incidents at a local level - but they couldn’t seem to reduce the number of incidents or the time required to solve them.
50%
reduction in client-facing incidents
20%
reduction in year two
Results
Within the first year following KT training and the introduction of problem management tools, client-facing incidents (Priority 1, Severity 1) were reduced by 50%, and an additional 20% reduction was realized during the second year.
39%
increase in productivity
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