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8.2.3 INITIAL TRAINING AND INTRODUCTORY MEETING
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The team will require initial training before beginning the project. The goals should be clearly outlined, including the metrics, timeline, and budget. The team should also have the opportunity to give input to the team charter and help in its development. The purposes of the training and introductory meeting are to
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Introduce the team and exchange contact information/work schedules Establish clear SMART goals (simple, measurable, agreed to, reasonable, and
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time-based) De ne initial team member roles Finalize the budget Finalize the timeline Create the team charter
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The technical expert should take the lead role in this process to ensure an adequate training and a clear understanding of the project goal and the path ahead. The training itself should focus details on the 14-step process mentioned in Table 8.1.
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8.2.4 PROJECT, GOALS, AND METRICS
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The goals of the project should be clearly expressed as soon as possible. This will provide the team with much needed direction and serve as the gauge to evaluate all team activities and accomplishments. The goals should provide a speci c direction for the project and not vague generalized improvement slogan such as to become an environmental
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THE GENERAL APPROACH FOR A SOLID WASTE ASSESSMENT
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leader in the automobile engine manufacturing eld or to reduce the organization s carbon footprint. A more speci c, SMART goal, such as the following should be set:
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Reduce the amount of solid waste generated per year by 5 percent from the base-
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line year of 2009. Increase the recycling rate for metals and paper products by 10 percent from the baseline year of 2009. Utilize environmental improvements as a strategic weapon to provide a cost-bene t of 10 percent versus the baseline year of 2009 for expenditures and revenues solid waste removal and recycling efforts. For the case study project, the goal established was to reduce solid waste generation by 7 percent over a 12-month period versus the same period last year without increasing operating or disposal costs. Such a clear goal provides a speci c target for the team and the constraints to achieve it. In this case, the metrics were solid waste tons generated and dollars.
8.2.5 TEAM CHARTER
The team charter is a statement of the scope, objectives, and participants in a project. It provides a preliminary description of roles and responsibilities, outlines the project objectives, identi es the main stakeholders, and de nes the authority of the project manager. It serves as a reference of authority for the future of the project. The purpose of the team and project charter is to document:
Reasons for undertaking the project Objectives and constraints of the project Directions concerning the solution Identities of the main stakeholders The three main uses of the project charter:
1 To authorize the project Using a comparable format, projects can be ranked and
authorized by return on investment. 2 As a primary sales document for the project It provides stakeholders with a oneto two-page summary to distribute, present, and keep handy when fending off other projects that may attempt to consume the allocated resources. 3 As a focus point throughout the project The charter may be used as an introductory document for new team members, provide a focal point during team meetings, and use in control or review meetings to ensure tight scope management. For the case study, a sample team charter is shown in Fig. 8.3.
8.2.6 PROJECT TIMELINE
The project timeline is one of the key deliverables from the de ne stage. The timeline tracks project performance versus established goals and serves as the strategic
STEP 1: ESTABLISH THE TEAM AND DEFINE THE PROJECT
Solid Waste Minimization Team Charter Purpose Statement and Team Objectives: The mission of the team is to reduce solid waste emissions by 7 percent versus 2006 generation without added expenses. The team is committed to working effectively together by monitoring process effectiveness, following through on commitments, and helping one another learn. The mission will be accomplished with the following objectives: To complete the 14-step assessment process for the company by 31 March. To prepare first draft proposals, and present to CEO by 15 April. To refine proposals, and present to regional management meeting on 25 April. To present the final plan to the CEO by 15 May.
Team Composition and Roles The team will be made up of representatives from each functional area in the plant including management and craft employees. This range of skills and knowledge will enable the team to understand the issues relating to individual countries, as well as developing solutions to the problems outstanding. Jack Smith will take the role of team leader. In this role he is responsible for: Ensuring this team charter is abided by; Managing the day-to-day operations of the team and the team s deliverables; Managing the budget; Providing support and assistance to individual team members; and Providing status reports to the CEO on a weekly basis.
Authority and Empowerment Jack, as team leader, has the authority to direct and control the team s work, and team members are allocated full time to this project, for its duration. Resources and Support Available A budget of $4000 is available to cover travel and initial supplies to launch the program. The CEO will meet with Jack Smith at 4:30 p.m. every Monday afternoon for a progress update and to provide support and coaching appropriately. Operations The first team meeting will be on Monday, 28 February at 2:00 p.m. The team will meet every Monday afternoon from 2:00 p.m. to 3:30 p.m. for the duration of the project. Each member is expected to present a short status report for the aspect of the project they are working on. If a member is unable to attend, a notification must be sent to the team leader and someone else designated to report on the status and communicate further expectations. A summary of each meeting will be prepared by Jack and emailed to all members by the morning following the meeting.
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