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IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
ConcurrentConcurrent
TeamsTeams
IGDS Concurrent Engineering Module, 25th February 2003
Duncan GreenmanDuncan Greenman
Engineering Capability Development Manager, Airbus UK
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
What are “concurrent teams?”
What elements should they contain?
Should all disciplines be involved?
What type of people do we need?
Do different levels of teams need different disciplines and/or types of people?
for example …….
2
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 3
FUNCTIONAL INVOLVEMENT THROUGH PRODUCT LIFE
ProjectInception
Research and Technology, Engineering Processes & Methods
Design / Structures
Flight Physics
Future Projects
Product Integrity
Production
Supportin service
Planning and Control
Human Resources, Engineering Resource Development
Manufacturing Engineering
FirstFlight
Entry intoService
Procurement / Supply Chain Management
Out ofService
Systems
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
Some Issues ……..
How are team members chosen?
How are teams formed or disbanded?
Are internal team dynamics important?
How do we deal with multi-layered matrix management?
How do teams accommodate individual accountabilities and responsibilities?
Do modern electronic forms of communication make
co-located teams obsolete?
What skills do today’s engineers need?
What are today’s “scarce” skills?
4
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
How are team members chosen?
Why do you want a particular person in your team?
5
A close friend ? Someone you admire ? Good technical skills ? Good people skills ? Makes decisions quickly ? Experienced ? Female / Male ? Easy to boss around ?
Too challenging ? Too aggressive ? Not a team player ? Too “tech-ie” and sad ? Too new to the company ? Female / Male ? Too senior for available role ? Friend of the boss ?
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
How are team members chosen?
Why do you want a particular person in your team?
6
Source - Meredith BelbinTeam Roles At Work, 1993
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
How are teams formed (and disbanded)?
7
Do they just join the team when they are available? Are they the people you want or are they the ones that
are available? How do you get the person you really want, but who is
being under-used in another role?
Do you have a formal team launch event? Do you invite your customer? Do you invite your suppliers? How do you find out if your suppliers can actually do the job?
Do you hang on to good people “just in case”? Do you hold a celebration event on disbanding?
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
Are internal team dynamics important?
Belbin - Team Roles
8
Source - Meredith BelbinTeam Roles At Work, 1993
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
Are internal team dynamics important?
Belbin – Styles of Leadership
9
Source - Meredith BelbinTeam Roles At Work, 1993
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 10
Source – Margerison & McCannTeam Management, 1990
Are internal team dynamics important?
Margerison and McCann
The TeamManagement Wheel
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 11
How do we cope with multi-layer matrix management ?
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 12
How do we cope with multi-layer matrix management ?
CMITComponent ManagementIntegration Team
Wing box
Slats/Flaps
EquippedWing
AileronsSpoilers
WingACMTAircraft Component
Management Team
Landing Gear
RibsInboard Covers
Outboard Covers
CDBTsComponent Design& Build Teams
J-NoseMid FLE Bathtub
Fixed Leading Edge
Fixed Trailing Edge
MidboxStage 1
and 2IDBTsIntegration Design& Build Teams
Management and integration
oriented teams
Design & Build oriented teamsA380
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 14
How do teams accommodate individual accountabilities and responsibilities?
To be successful, each team should have :
• A clear set of objectives and timescales.
• A single person accountable for the team’s deliverables.
• A person who takes responsibility for resource issues.
• A person who takes responsibility for project management.
• Some innovative team members.
• Appropriate technical experts.
• People who are simply “workers” – probably the majority.
• Good visibility of their suppliers and customers.
• Mutual tolerance and respect.
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 15
Do modern forms of communication make teams obsolete?
Electronic data vaults - Single source of the latest data. Enables dispersed working. Permits “follow the sun” working.
……. But …… makes quality and task management more difficult and is no use when “the system goes down”.
Electronic mail - No time restrictions on communications. Copy can be stored in paperless form.
……. But …… product liability dangers; relies on good common language writing skills; useless if “the system is down”.
People still need to meet and to see for themselves.
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 16
What (skills) do today’s engineers need?
High level technical skills. For some, leadership skills. Good business understanding. Good interpersonal and team working skills. The ability to think innovatively. The ability to challenge. Speak at least one other modern language. The desire to develop themselves. Adaptability, and …………..
A sense of humour. A sort of“Concurrent People”
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 17
What (skills) are “scarce” today?
High level technical skills. For some, leadership skills. Good business understanding. Good interpersonal and team working skills. The ability to think innovatively. The ability to challenge. Speak at least one other modern language. The desire to develop themselves. Adaptability, and …………..
A sense of humour.
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams 18
Is knowledge management important?
No … in Airbus, it’s critical !!
Being world leaders, we can rarely recruit the skills we need, we have to develop our existing staff ourselves.
With a product life cycle that can be 70 years, we have to maintain all the skills to support our legacy aircraft.
We need to manage the exit of our staff, to ensure we minimise the loss of skill, experience, etc. through coaching our younger and/or less experienced staff.
Where possible, electronic knowledge management of processes is used.
IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
Concurrent People
Concurrent Teams
Concurrent Engineering
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IGDS Concurrent Engineering Module, 25th February 2003
Concurrent TeamsConcurrent Teams
AIRBUSAIRBUS