A cross-functional critical path team was formed which contained 12 subject matter experts and the aerospace company. The team was assembled for the purpose of fabricating the company and the heat suppliers were assembled. The 12 members were chosen based on the follow-up, implementation, planning, project development, process ownership, expertise, job responsibility. The main target was to establish a concise and clear communication with all the stakeholders. The members that were selected for the Aerospace Company was also based on the ability to interact, good communications skills and the ability of the team members to interact in a team structure. Initially, the geographic separation of the team members served as a problem because the members were located at the three different states and this led to the complexity in the project completion. However, this was later overcome by establishing a comprehensive communication plan (Gill, 2012).
The Project Management Interest Group (PMIG) facilitated a forum for the increased amount of awareness regarding the ideas of the project management within the organization. The memberships were made open for all the employees. The Community of Excellence served as an excellent resource and it provided a tacit knowledge that is made available to all the members. The PMIG also provided the project management training and this was in line with the International Institute of Learning and a leading project management authority was also considered through Harold Kerzner. The production that was having the responsibility of mapping out a strategy for obtaining the critical fuselage parts used the Team Excellence Award Competition criteria. This was considered as a template for the purpose of organizing its efforts and this included: project purpose, current situation analysis, solution development, project development, project presentation and team management (Gill, 2012).
In this part, the team members captured the knowledge collectively of the different causes that relate to the problems of heat treat process. The issues were identified through generating a fishbone diagram/cause and effect diagram. This facilitated the team to focus more on the problem and not on the history of the problem. The diagrams were also used for structuring the brainstorming the sessions because this helped to sort the ideas into the useful categories and at the same time expand the view of the team members. This proved to be beneficial when the line of thinking had fallen below a rut. (Gill, 2012)
Introduction:
The efforts of a team are always yielding better results than an individual effort. However, groups also encounter several issues related to disagreement, infighting, a direction of the project and the vagueness. Thus, the most skilled teams require the improvement in the teamwork and this can be achieved by several ways (West, 2012). This study is based on the implementation of changes for the purpose of improving the quality teamwork and the company considered is an aerospace company.
Reference:
Gill, R. A. (2012). Quality?oriented teamwork resolves aerospace manufacturer's critical path tooling crisis. Global Business and Organizational Excellence, 31(6), 34-41.
West, M. A. (2012). Effective teamwork: Practical lessons from organizational research. John Wiley & Sons.
