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SDWT Journey |
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The KPTec SDWT Journey in a Snapshot |
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The KPTec SDWT journey is divided into three zones:
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- Preparation – aligning the leaders and formation of the Steering Committee.
- Implementation – awareness training and formation of teams.
- Transition – working on empowerment.
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KPTec SDWT Start-up |
- Started in March of 2003 with the establishment of cross functional teaming to create a platform for the employees to work together
- The primary goal of cross functional teaming was to create teamwork
- Two types of teams were structured in the beginning:-
- Firstly, there were teams called KIT (KPTec Improvement Teams)
- KIT was a problem solving team which used the 7QC tools
- Secondly, there were the KFT (KPTec Football Teams)
- KFT was a high power task-force set up to immediately solve an issue or problem
- The SDWT process started in October 2003 with a pilot run consisting of 120 (approximately 15%) employees from the total population of 780 people.
- Six (6) teams were formed, 4 from the Operation, 1 from Training, and 1 from Technical Group. These 6 teams went through the following processes:
- SDWT Awareness
- Team Synergy
- Team Communication
- Developing the Team Scorecard
- Self Governance System
- Developing Starcaps
- The Company-Wide SDWT was launched on 18th February 2004
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The Asia HRD Congress Award |
KPTec was the winner of the Asia HRD Congress 2004 Award for the successful company-wide implementation of SDWT - a proven process that transformed the organization with the spirit of ownership, yielding better quality, productivity and business results.
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Endless Journey |
KPTec SDWT model has gone through many transitions since its inception:
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Generation 1 |
- Formation of sub committees to implement SDWT tools
- Bringing change from old practices to team practices
- Stabilizing teams on the shop floor was first priority
- Training employees on advantages of teams and to cope with disadvantages
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Generation 2 |
- Plant wide implementation, more sub committees formed to cope with the speed of implementation
- Built depth in knowledge about SDWT and customized program for each team
- Specific attention was given to teams who were not able to cope with implementation speed
- Training of facilitators to facilitate SDWT teams
- Introduction of performance-based pay
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Generation 3 |
- Propagate SDWT to the Support Teams
- Redesign performance-based pay from its initial form
- Merging of TSC parameter and performance-based pay to refine measurement and enhance performance
- Specific attention provided to roles played by team members
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Generation 4 |
- A New subcommittee “Quality Engine” introduced for superior product quality
- Plant-wide skill improvement program “SBPS” and skill matrix given more attention
- Empowering teams to make decision
- Enhanced facilitator’s role in team building
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Generation 5 |
- Consolidation of sub committees after plant-wide implementation
- Sub committees playing sustenance role
- Facilitators subcommittee was replaced by coach sub committee
- SDWT roadmap transformed to organization road map
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Generation 6 |
- Further consolidation of subcommittee into four decision-making committees
- Skill-based progression system (SBPS) was put on hold due to operational expansion.
- Roadmap for company-wide progression and calendar introduced
- More focus was given to development of Support Teams and re-alignment of teams
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Generation 7 |
- New initiatives introduced to improve coaching systems in KPTec
- Consolidated all team development efforts (operation, operation support, non operation) under one committee
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Generation 8 |
- Team Synergy and Team Empowerment at the appropriate and optimal level
- Explored a new way of coaching to develop team competency and to achieve team performance par excellence
- Put in place new and innovative communication channels for greater team effectiveness and efficiency
- Enhanced the Team Performance Management System to ensure a well-structured and fair process for rewarding performance of individuals and teams
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KPTec SDWT Now |
We are now embarked on SDWT Generation 9. Our present focus is on:
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- SDWT Organization Structure and Succession Planning
- Optimal Coverage and Scope of SDWT
- Making Coaching a competency requirement for promotion to managerial level
- Team Captain’s Career Path
- Setting Stretch Goals for Teams
- Making Communication Effective
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For KPTec, we will continuously develop our Self Directed Work Teams to be highly committed, competent, empowered and self driven, working synergistically towards achieving business excellence.
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