The KPTec SDWT journey is divided into three zones:

• Preparation – aligning the leaders and formation of the Steering Committee.
• Implementation – awareness training and formation of teams.
• Transition – working on empowerment.

• 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

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.

KPTec SDWT model has gone through many transitions since its inception:

• 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

• 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

• 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

• 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

• 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

• 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

• New initiatives introduced to improve coaching systems in KPTec
• Consolidated all team development efforts (operation, operation support, non operation) under one committee

• 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

We are now embarked on SDWT Generation 9. Our present focus is on:

• 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

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.