Page 365 - The Handbook for Quality Management a Complete Guide to Operational Excellence

352 C o n t i n u o u s I m p r o v e m e n t C o n t r o l / V e r i f y S t a g e 353

Success breeds success. Internal Web sites, company newsletters, and
Black Belt forums are effective ways to share this information.
Another important part of the team wrap-up is the recognition of their
efforts.

Performance Evaluation
Evaluating team performance involves the same principles as evaluat-
ing performance in general. Often the team’s performance in meeting
the project’s goals and objectives is a critical aspect of the evaluation.
However, if meeting the goal is the sole criterion for success, manage-
ment may well have a difficult time recruiting team members for any-
thing but the slam-dunk projects of the future. Rather, teams must be
praised for effort, assuming their effort was praise-worthy, even when
those efforts fail to achieve the stated objectives.
Performance measures generally focus on group tasks, rather than on
internal group issues. Typically, financial performance measures show a
payback ratio of between 2:1 and 8:1 on team projects. Some examples of
tangible performance measures are:
• Productivity
• Quality
• Cycle time
• Grievances
• Medical usage (e.g., sick days)
• Absenteeism
• Service

• Turnover
• Dismissals
• Counseling usage

Many intangibles can also be measured. Some examples of intangibles
affected by teams are:

• Employee attitudes
• Customer attitudes
• Customer compliments
• Customer complaints
The performance of the team process should also be measured. Project
failure rates should be carefully monitored. A p chart can be used to evalu-
ate the causes of variation in the proportion of team projects that succeed.
Failure analysis should be rigorously conducted.

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