1.
g
Team
Culture
Learning through
“The Shinkansen Theatre”

2.
INTRODUCTION
• Madhumanti is a Scrum Master specializing in driving “0 to 1”
and digital transformation projects.
• Worked across BFSI, Oil & Gas, Retail, Bioinformatics and
Healthcare sectors leading cross-functional teams and managing
stakeholders from multiple continents, time zones and cultures.
• Currently working in Zemoso Technologies, India - an innovation
studio and help in the incubation of multiple “0 to 1" products.
• Passionate about agility and helps teams optimize to
respond to change.

3.
ABOUT TESSEI
ATTAINING BUSINESS
AGILITY
TESSEI UNDER STRESS THE V.A.L.U.E FRAMEWORK
THE 7 MINUTE MIRACLE STORY OF “TEAM Z”
01
02
03
04
05
06
TODAY’S AGENDA

4.
FOOD FOR THOUGHT
Let us think through a bit
“Treat people asif they were what
they ought to be,
And youhelp them become what
they arecapableof being”
- Johann Wolfgang von Goethe

5.
1
A famous cleaning
company in Japan,
focused on Japan’s
transportation
network.
DESIGNED FOR:
DESIGNED BY:
DATE:
ITERATION:
2
The staff, who do
cleaning, call their
jobs “The
Shinkansen
Theater” .
4
• The average age of
employees is 52
years old.
• The proportion of
employees who are
women is about 50
percent
3
7
8
Offers “a comfortable travel space to customers”, who use the
Shinkansen.
Customers would like good memories of their trips.
9
• 120 Shinkansen trains.
• 1300 railroad coaches a day.
• Each team has 22 members,
cleans twenty railroad
coaches a day.
• TESSEI activates four
hundred staff on a typical
working day.
• The trains run seven days
per week from 6:00 am until
11:00 pm.
In 7 minutes, TESSEI
staff have to clean
the interior of the
Shinkansen.
5
Each train has :
• 17 cars
• 2 teams of 44
staff members in
charge of
cleaning them.
6
Mission:
• Passengers’ satisfaction is the most important outcome.
• If they make the staff happy, they will make customers happy.
Total number of
employees is
about 820 people,
including part-time
workers.

6.
TESSEI UNDER STRESS
Operational
Challenges
01
• High Monthly Turnover rate .
• Employee satisfaction low.
• Low pride in work.
• Behavioral etiquette not followed by
supervisor.
• Due to high turnover and excess
overhaul cost, the revenue has been
decreasing.
Customer
Complains
02
• No communication or interaction
with customer.
• Decreasing Revenue & Budget:
• Lower budget leading to lesser
cleaning supplies causing customer
complaints
Safety
Issues
03
• Increase in accidents as employees
are not following safety measures
because of much rush.

7.
7
THE 7 MINUTE
MIRACLE
BY THE CLEANING ANGELS
Final quality check
Staff welcome customers who are waiting to board.
6m 00s – 7m 00s
In all one hundred seats on twenty lines per car,
Rotate seats 180 degrees to face the direction of travel.
Sweep between the seats and move all trash to the aisle
1m 30s – 3m 00s
In all one hundred seats on twenty lines per car,
Wipe seat-back trays
Open all curtains
Wipe all windows
Change dirty seat covers
3m 00s – 5m 00s
Sweep aisles
Take all trash off the train
5m 00s – 6m 00s
Staff greet customers getting off the train
Collect large pieces of trash
Check luggage racks / gaps between the seats for
forgotten items
0m 00s – 1m 30s
Staff wait for arrival of the Shinkansen three minutes in
advance. They wait in a line on the platform, bow when the
train enters station.
0m 00s – 3m 00s

8.
SOLVING THE ‘HOW’ PUZZLE
• TESSEI’s meeting
• Reward and penalty system.
Responsibility Assignment
• Suggestions taken from the cleaners
and implemented.
Feed Forward
• Open conversations between cleaners
and passengers
• Cleaners put their technique on public
display.
Communication and Clarity
• Angel Report
• The change of personnel
management system
People Management

9.
1 2 3 4 5
ATTAINING BUSINESS AGILITY FROM TEAM AGILITY
Increased transport
volume
Relatively-small
increase in expenses
International
Exposure
High
profitability
High fares

10.
THE “V.A.L.U.E” FRAMEWORK
V
A
L
U
E
Provide VISIBILITY.
ACCEPT as is.
LAUD efforts.
UPLIFT to enhance skills.
ENGAGE to make changes stick.

11.
“TEAM Z” – THE JOURNEY
• It is the Team “DNA” that plays a
pivotal role in making a
difference.
• Built the Team “DNA” using the
“V.A.L.U.E Framework”
NOV DEC JAN
25%
PHASE 1
• Lack of acceptance
• Team had no visibility
• Could not perform
per standards
FEB MAR APR
50%
PHASE 2
• Trying to know every team
member individually
personally and the problems
they face
• Lot of virtual team building
activities
MAY JUN JUL
75%
PHASE 3
• Aligning team to
complement each
other
• Appreciating their
minuscule efforts
AUG
100%
PHASE 4
• Team becoming
self-organized
• Team synergy at its
peak.
SEP OCT

12.
FOOD FOR THOUGHT
“Treat people asif they were what
they ought to be,
And youhelp them become what
they arecapableof being”
- Johann Wolfgang von Goethe

13.
DISCUS
SION

14.
THANK YOU ALL