7. Total Quality Business Projects
Speaking with facts as purpose of business
project planning
Fact-finding steps, Cycles and Tools
QC steps PDCA/SDCA process/mgt QC project tools
cycles planning tools
1. Select theme/ KJ method, matrix Check sheet,
problem data analysis, display graphs,
relations diagram Pareto chart,
histogram, scatter
PLAN diagram, control
chart
2. Collect and Matrix diagram,
analyze data flowcharting
3. Analyze causes Flowchart analysis
8. Total Quality Business Projects
Speaking with facts as purpose of business
project planning
Fact-finding steps, Cycles and Tools
QC steps PDCA/SDCA process/mgt QC project tools
cycles planning tools
4. Plan and Tree diagram,
implement DO matrix diagram,
solution arrow diagram,
PDPC diagram
5. Evaluate effects CHECK Check sheet,
display graphs,
Pareto chart,
histogram, scatter
diagram, control
chart, SPC
9. Total Quality Business Projects
Speaking with facts as purpose of business
project planning
Fact-finding steps, Cycles and Tools
QC steps PDCA/SDCA process/mgt QC project tools
cycles planning tools
6. Standardize Arrow diagram, Poke Yoke
solution ACT PDPC diagram
7. Reflect on KJ analysis
process (and
next problem)
(provides steps) (provides repetitions) (Provides tools) (provides tools)
10. Total Quality Business Projects
Alternating interaction between SDCA cycle
and PDCA DO Improvement
Improvement
activities CHECK
PLAN Improvement Improvement results
Initiate improvement Standardization
Know the
STANDARD
ACT to improve work
against standard DO the work
Daily Work according to the
standard
CHECK the work against
standard
11. Total Quality Business Projects
Project Planning for Kaizen and Competitive
Parity
Level 3
Road Map for process improvement
through project teams
12. Total Quality Business Projects
Project Planning for Breakthrough Dominance
and Reengineering
13. Total Quality Business Projects
PROJECT MANAGEMENT
D
e
c
i
s
i
o
n
Information m gathering
a
k
i
n
g
Four basic
subcultures
14. Total Quality Business Projects
Phases and Stages of Project Life Cycle
P Feasibility
H Formulation
l
na tum A
ter en
In om
Implementation
m S
Installation
E
Sustaining
S
Stages Gestation Growth Independence Declining Death
External organizational
support
15. Total Quality Business Projects
Project Management and Teams
PERFORMANCE
RESULTS
AC
CO
UN
ABT
ILI
T
S
Y
ILL
SK
COLLECTIVE COMMITMENT PERSONAL
WORK PRODUCTS GROWTH
20. Total Quality Organization Development Projects
Planning and Factors in Team Empowerment
Factors in team empowerment:
• Micro and macro stage of system
development along the team involvement
continuum
• Matching of leadership styles with follower’s
maturity levels to promote team empowerment
26. Matching of leadership styles with follower’s
maturity levels to promote team empowerment
27. Total Quality Organization Development Projects
Project Planning for Organization Development
Consulting
Engagement Initiation
The Consulting Process
29. Total Quality Organization Development Projects
Comparison of Conventional Consultant
Approaches vs. Total Quality Approaches
Stages of consulting Selected conventional Selected total quality
engagement consultant OD consultant
approaches approaches
Recognition of business • Focus on consulting • Focus on customer
need needs need
• Emphasis on • Emphasis on client
consultant values values
• Ignoring baseline • planning on baseline
variables variables
• short-term perspective • Long-term perspective
on engagement
Client /consultant • tendency to overlook • Recognizing
Engagement need to qualify clients importance of qualified
• Loss of f bid is a failure clients
30. Total Quality Organization Development Projects
Comparison of Conventional Consultant
Approaches vs. Total Quality Approaches
Stages of consulting Selected conventional Selected total quality
engagement consultant approaches OD consultant
approaches
Client /consultant • tendency for teams to • Loss of bid is a learning
Engagement be underprepared for opportunity
engagement • fully prepared team
• inadequate client members on
understanding and buy-in engagements
on deliverables • Clear client
• Lack of empowerment understanding and buy-in
of team members on deliverables
• Little or no access to • Full empowerment of
client work areas/staff team members
• Limited use of • free access to client
information technology to work areas /staff
transfer knowledge •Extensive use of IT to
transfer knowledge
31. Total Quality Organization Development Projects
Comparison of Conventional Consultant
Approaches vs. Total Quality Approaches
Stages of consulting Selected conventional Selected total quality
engagement consultant approaches OD consultant
approaches
Consultant Performance • lack of communication • Frequent
with client on project communication with client
status, value added and on project status
issues • Timely assistance to
• Inadequate assistance client in making interim
to client in making interim decisions
decisions • Use of issue logs to
• Lack of a means of keep track of issues and
keeping track of issues their resolution
and their resolution • Emphasis on “delighting”
• Emphasis on just the client, not just meeting
meeting the client’s needs needs
32. Total Quality Organization Development Projects
Comparison of Conventional Consultant
Approaches vs. Total Quality Approaches
Stages of consulting Selected conventional Selected total quality
engagement consultant approaches OD consultant
approaches
Completion/follo-on/Exit • Failure to identify • Continuous effort to
follow-up projects identify follow-up projects
• Inadequate follow-up on • Timely follow-up on
project results project results
• Failure to seek client • Use ofestablished client
feedback on projects feedback methods on
• Waiting until final stage project
to assess quality • Measures used to
continually assess quality
all during the engagement
The pillar of speaking with facts is the outcome of a process of sound design, developed in the cornerstone of project planning, reinforced by a process of effective implementation, delivered in the foundation of project management
Quality project involvement is undertaken for many reasons such as: To achieve world-class quality project success, teams and entire organizations must learn to speak with facts To speak with facts means that the organization has the resources and methods to determine what is factually true and structures itself to ensure that members give voice to the truth
Speak without facts – individuals or groups make themselves heard in the (traditional) organization through various ways of voicing their opinions (ex. Committees, policy meetings, newsletters, open-door policies, training sessions, and suggestions), this normally protect /preserve the power of those who currently manage the organization, allowing to voice ideas is a form of empowerment and some persons delight in the use of voice power, even when they “do not know what they are talking about”; persuasive personalities and powerful groups that speak without facts put the organization’s survival and success at risk for their own benefit Not knowing the facts and not speaking with facts – do not know the truth, do not have adequate statistical documentation (evidence) or do not speak up. Personal fear and climate of fear in the workplace paralyze these individuals or groups and prevents them from getting the facts and assertively voicing them, sometime they intuitively know what has to be done but they do not have the confidence or training to transform/present statistical information that decision makers would regard as credible Knowing the facts but not speaking with facts – statistical data could be available to the groups but there is no mechanism in the organization to voice or be heard Speak with facts – recognize as essential to successfully carrying out total quality business projects. It requires the disciplines use of tools and techniques to obtain facts and the responsibility to voice those findings, whether they be good news or bad news. When employees are routinely empowered to use a variety of voice mechanism, valuable learning form successes and failures occurs. Total quality firm that wants the facts to provide ongoing training in technical, teamwork and communication skills can be expected. Reward and recognition process that reinforces this environment can be provided.
Total quality OD professional can play key role in linking team members and managers in business projects planning and implementation.
Total quality OD professional can play key role in linking team members and managers in business projects planning and implementation.
First step - Problem has to be perceived (difference between “what is” and “what is should be” must be identified). Problem must be formally stated Second and third steps – requires collection and analysis of data, analysing cause without jumping to conclusions Remaining steps – with the use of appropriate tools, must arrive at a solution with sufficient process documentation to standardize it. To achieve and maintain quality project success, alternating cycles of process control, standardizing routine daily work, structured improvement activities, and measurement recording processess must be performed
First step - Problem has to be perceived (difference between “what is” and “what is should be” must be identified). Problem must be formally stated Second and third steps – requires collection and analysis of data, analysing cause without jumping to conclusions Remaining steps – with the use of appropriate tools, must arrive at a solution with sufficient process documentation to standardize it. To achieve and maintain quality project success, alternating cycles of process control, standardizing routine daily work, structured improvement activities, and measurement recording processess must be performed
First step - Problem has to be perceived (difference between “what is” and “what is should be” must be identified). Problem must be formally stated Second and third steps – requires collection and analysis of data, analysing cause without jumping to conclusions Remaining steps – with the use of appropriate tools, must arrive at a solution with sufficient process documentation to standardize it. To achieve and maintain quality project success, alternating cycles of process control, standardizing routine daily work, structured improvement activities, and measurement recording processess must be performed
SDCA cycle: (S) – standard that is used to do the process (D), results are checked (C), and appropriate action is taken (A) If results are within specification, the appropriate action is to continue to use the standard and repeat the cycle. If results are beginning to drift or are out of specification, standard corrective actions are to be taken SDCA – run existing process, compute natural variation, thus highlighting uncontrolled variation PDCA – find and eliminate sources of uncontolled variation SDCA – continue running the new or now process accurately followed process eliminate source of any out-of-control condition that begins to occur PDCA – use 7 QC steps to find and reduce the largest source of controlled variation SDCA – continue running new process; eliminate source of any out-of-control condition tht begins to occur Therefore, speaking with facts requires disciplined application of quality control steps, cycles and tools to the system itself
all processes are classified as level 1 (unknown status) until sufficient data have been collected to determine their true status Level 2 – when some basic data were gathered; signifies that process design is understood by the process improvement team and is operating according to the prescribed documentation Level 3 – process at this level is called the effective process; has a systematic measurement system in place to ensure that customer expectations are met; streamlining of the process started; project team at this level will have helped document the overall process, develop customer-related measures, establish feedback systems and been involved in appropriate training, benchmarking, and improvement activities Level 4 – process is called efficient process; streamlining activities on the process have been completed and there has been a significant improvement in the efficiency of the process; able to meet requirements of level 2 & 3 more;project teams ensured that customer requirements were consistently met, process control and OD measures were showing steady improvement, critical supplier requirement achieved and training, benchmarking and continuous improvement targets were met and new goals developed Level 5 – process is called error-free; processes are highly effective and efficient; both external and internal customer expectations are met; problems are barely encounter; schedules are met and stress level is low; project team assisted in making processes consistently excellent Level 6 – highest level where process is one of the 10 best practices of its kind or it is in the top 10% of similar processes; process at this level is called world-class processes; processes are benchmark target for other organization; ultimate goal is to go beyond world-class to become the best-of-breed process
after attaining level 6, the next goal is going beyond world-class, to attain “breakthrough” This requires major changes in corporate culture, infrastructure and the way projects are conceived and carried out in the organization
Team members of adhocacy and market cultures make it easy for them to adapt to participation in project teams Team members from Clans and bureaucracies normally have greater difficulty joining project teams because of their focus on individual performance. Information gathering activities – separate members from different subcultures by their focus on individual details and organizational patterns Decision making – tend to separate such team members into short-term and long-term thinkers Project leaders need to integrate diverse skills , personalities, and subcultural orientations into a focused, fact-finding
Effective total quality project management also requires competence in coordinating phases and stages of the project life cycle
Goal of quality-centered organization project management is to attain process excellence by empowering individuals to exercise and continuously develop his/her skills and talents within the framework of effective teams Teams normally consist of fewer than 25 people with complementary technical/functional problem-solving and interpersonal skills Must develop commitment to a shared, meaningful purpose; must own and translate that purpose into specific and action oriented goals Teams require individual and joint accountability for performance; team accountability is about sincere promises made to reach other for which there is a pledge of committed action; when promises are followed through, the team preserves and extends the trust upon which it is built.
Team accomplishments often can exceed even the original goals of the group or its sponsor…performance tends to increase significantly as groups progress through the 4 phases
Traditionally focused on organization structure, thus organizational change project assignments, opportunities and rewards for OD practitioners have been designed around structural changes This contributes to : power plays, competition, favoritism, and self-centeredness which collectively counter the 2 most important function of quality organization: customer satisfaction and continuous improvement
Fundamental shift to team role to benefit from team skills such as cooperation (breaking silos), interpersonal communication, cross-training, and group decision making is now a challege. To respond to quality project planning challenge, OD practitioners
As OD practitioners, there is a need to be aware of at least 4 types of teams that exist in most total quality firms which correspond to organization levels and tasks: Lead team – highest team level; also called as quality council; responsible for the strategic mgt of quality process; acts as steering committee to set policy , establish guidelines, and handle overall logistics and communications; coordinate, and generally review and approve activities of the other 3 teams Functional team – consist of members from single work or functional area Cross-functional – consist of people from more than 1 work area, function, or department Task Team – generally include people from one or more functional area; generally formed to solve a specific problem or group of problems, and are then disbanded OD team development, will necessarily entail balancing empowerment and responsibility
Micro system level
Table 5.2, page 232
Micro system level
Table 5.2, page 232
Table 5.2, page 232
Work empowerment is characterized by high task competence and wide experience, high commitment to achieve and ability/willingness to accept responsibility, and high moral commitment to use power to enhance justice, trust and case in the workplace. Premature empowerment of leaders and/or followers can lead to poor business decisions being made more quickly and more oftern ---a recipe for disaster To avoid premature team empowerment, this situational leadership grid provides a road map.. shows: four appropriate leadership style - managerial directing, coaching, participating (supporting), and delegating (empowerment) Directing Style is for people who lack competence but are enthusiastic and committed. They need direction and supervision to get started. Coaching Style is for people who have some competence but lack commitment. They need direction, inspiration , and supervision because they are still relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment. Supporting Style is for people who have competence, but lackconfidence of motivation . They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation. Delegating Style is for people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support.
Consist of 4stages: Recognition of business need – occurs when client / consultant recognizes that a change must occur and there is a business need for consultative assistance Client/consultant engagement – process aimed at developing a contract with consulting; Client /consultant performance – requires participation by both client and consultant Completion /follow-up/exit -
