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Team Member Benefits

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  • #39117

    Solo
    Member

    In an effort to implement a reward program, my company has asked me to provide them with benchmark data in regards to Six Sigma team member rewards, specifically for non-belt/Green Belt team members.  Does anyone know where information such as this may be compiled?
    Some useful data might include static reward levels, percentage of project benefits, non-monetary compensations, by company size (employees and/or total sales $’s), etc.  I have found articles that promote team rewards, but none that specify at what level, or present examples from established Six Sigma programs such as GE or Motorola…
    Also, if anyone is willing to share information about your own company it would be greatly appreciated.
    -Solo

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    #118311

    Jeepurzs
    Participant

    Hello Solo,
     
    We are a company of approximately 228 employees. We really don’t reward per se. We are compensated or Rewarded through a ESOP (Employee Stock Ownership Plan) plan. Contributions are made on the employees behalf based on profit for the year. First time to respond on the forum, wish I could help you more. One other tidbit. We do receive the second Friday of the Month off (except those with conflicting holidays). Not compensated though. The work week is adjusted to maintain production hours.
    James

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    #118343

    Mikel
    Member

    At GE and Motorola the reward is they tell you thanks and you get to keep your job. Participation in improvement is an expectation of employment (as it should be).

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    #118350

    Obiwan
    Participant

    While I do not yet know our esteemed colleague, Stan, I do agree with him on this.  While I think that rewards for attending and completing a GB, BB or MBB are ok, just participating on a team that improves the process that you use every day is part of the job.  When are we all going to grow and realize that this is part of the deal?
    Besides, oftentimes, the reward comes in the guise of a team member having an easier job to perform, once the process is improved!
    Obiwan

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    #118384

    Solo
    Member

    Thank you all for the interesting replies.  I understand that improvement should be a daily goal; however, the training that I received stressed the importance of team rewards for project success.  While they did not specifying precisely what those rewards should be I am confident that some organization took their advice, and I am still hoping that forum members will share data on this topic in order to get both sides of the story.
     
    Thanks again!
     
    -Solo

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    #118387

    Jlee
    Participant

    Solo-
    If you are curious about what rewards are presented after a completed project, I have a few that we have used in our organization.  They are small, but really allow for project closure, and celebrate the successes of the team.  We have given quality personalized pens, had dinner with the team and champion, we also had embroidered fleece pullovers made. (It gets very cold in our office!) The cost was not to exceed $30- $40 per team member.  This cost was calculated into the NB, and was not a major factor. As the BB, I would handwrite notes of appreciation and thanks to each team member and hand it with the gift.
    Yes, participation is expected, however at our organization, we view it as a privilege to participate (as they are the top performers or innovative) and we drive very intense projects, so it was a nice conclusion to hard work and documented results.
    If you need further details, feel free to email me at [email protected].
    Jacqueline

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    #118388

    Mikel
    Member

    Your training should have stressed team recognition, not team rewards.

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    #118393

    McD
    Participant

    I’ve seen team jackets, various little desk trinkets, gift certificates, dinners, etc.  By far, the most effective seem to be team outings.  It can sometimes be hard to find a venue that everyone can enjoy, but it tends to be a lot more memorable than a project baseball cap or whatever.
    –McD
     

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    #119250

    Deanb
    Participant

    Solo,
    I would be hesitant to blindly apply the rewards practices of others unless you had a viable internally validated rationale to back it up.
    Before rolling out any new rewards I recommend you first consider what your reward related needs are. For example, is worker satisfaction, motivation, retention, or initiative sustainability a problem, or an expected problem? Is the required extra effort for participating on improvement teams getting harder to demand from the troops?  Are there conflicting objectives and time demands? Are key team players getting increasingly dissatisfied?
    When needs are not diagnosed properly, rewards can easily get wasted on situations where they are not needed, while other needs go unmet. Both errors are expensive to the organization and to their improvement journey. Hence, the first step is internal diagnosis.
    Also, rewards can be irrelevant if risks are out of line. Risks can take the form of too much effort for the reward, or too many dissatisfyers (independent to satisfyers). This is why worker satisfaction and dissatisfaction needs to be monitored, and improvements for both need integrated into the process designs. Some experts believe that if you are doing this, few additional rewards are necessary.
    For your benchmark question, I have used a balance of monetary (in the form of bonuses and salary reviews),  non-monetary (as team shirts, tickets to company box seats at sporting events, team dinners, etc), and intrinsic (as helping team players improve their on the job satisfaction level). Whatever reward scheme you end up with, I recommend you balance between risks and monetarty, nonmonetary and intrinsic rewards; design risk-reward improvements into the processes themselves where possible; and make changes based on internal data and diagnosis more than external benchmarking.
    Good luck.

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    #119252

    flattop
    Participant

    We provide a shirt, lunch out and a Friday afternoon off. We also take a photo and hang it along with the project description and metrics in our 6 Sigma Conference Room.

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