LECTURE 13B – MANAGING QUALITY IMPROVEMENT TEAMS AND PROJECTS (CHAPTER 14) Benefits of teams, Employee empowerment, Implementing teams, Projects (Tools), – ppt download
Presentation on theme: “LECTURE 13B – MANAGING QUALITY IMPROVEMENT TEAMS AND PROJECTS (CHAPTER 14) Benefits of teams, Employee empowerment, Implementing teams, Projects (Tools),”— Presentation transcript:
1
LECTURE 13B – MANAGING QUALITY IMPROVEMENT TEAMS AND PROJECTS (CHAPTER 14) Benefits of teams, Employee empowerment, Implementing teams, Projects (Tools), Project Manager characteristics SJSU Bus. 142 – David Bentley 1
2
Topics SJSU Bus. 142 – David Bentley 2 Why employees enjoy teams. Leading teams for quality improvement. Types of teams Implementing teams Managing and controlling projects Project manager characteristics
3
WHY PEOPLE ENJOY TEAMS SJSU Bus. 142 – David Bentley 3
4
Benefits of Teams Broad range of skills Workload sharing Increased flexibility Synergy Increased organizational learning Balanced decision making SJSU Bus. 142 – David Bentley 4
5
Five Motivators SJSU Bus. 142 – David Bentley 5 1. Mutuality 2. Recognition for personal achievement 3. Belonging 4. Bounded power 5. Creative autonomy
6
Employee Empowerment and Involvement – (1) SJSU Bus. 142 – David Bentley 6 Greater control over your work No penalty for making decisions that don ’ t pan out Management is changing and becoming more contemporary Management is committed to quality improvement over the long haul
7
Employee Empowerment and Involvement – (2) SJSU Bus. 142 – David Bentley 7 Management will concede more control over company systems to you Management values your ideas Management trusts you and is worthy of trust in return You will be rewarded for making decisions that benefit the company Labor is capable of making decisions
8
Preconditions Necessary for Empowerment – (1) SJSU Bus. 142 – David Bentley 8 Clear authority and accountability Participation in planning at all levels Adequate communications and information for decision making Responsibility with authority
9
Preconditions Necessary for Empowerment – (2) SJSU Bus. 142 – David Bentley 9 Flattening Hierarchies for improved effectiveness Team leader roles and responsibilities Team rules
10
Types of Quality Improvement Teams SJSU Bus. 142 – David Bentley 10 Process improvement teams Cross-functional teams Tiger teams Natural work groups Self-directed work teams Technology teams Virtual teams
11
IMPLEMENTING TEAMS SJSU Bus. 142 – David Bentley 11
12
Facilitation SJSU Bus. 142 – David Bentley 12 Helping or aiding teams by maintaining a process orientation
13
Team Building SJSU Bus. 142 – David Bentley 13 Follows a process that identifies rules for team members and helps them become competent
14
Examples of Teams SJSU Bus. 142 – David Bentley 14 Navy Seals Massachusetts General Hospital Emergency Room Penske Racing NASCAR team Hewlett-Packard ERP implementation teams
15
Meeting Management SJSU Bus. 142 – David Bentley 15 1. Developing meeting objectives 2. Developing an agenda 3. Designing the agenda activity outline 4. Using process techniques 5. Parking lot
16
Conflict Resolution in Teams SJSU Bus. 142 – David Bentley 16 Team leaders and project managers spend 20% of their time resolving conflict
17
Conflict Resolution in Teams – (1) SJSU Bus. 142 – David Bentley 17 There are 4 stages in conflict resolution: 1. Frustration 2. Conceptualization and orientation 3. Interaction 4. Outcome
18
Conflict Resolution in Teams – (2) SJSU Bus. 142 – David Bentley 18 Leaders resolve conflict in different ways: 1. Passive conflict resolution 2. Win-win 3. Structured problem solving 4. Confronting conflict 5. Choosing a winner 6. Selecting a better alternative 7. Preventing conflict
19
Conflict Resolution in Teams – (3) SJSU Bus. 142 – David Bentley 19 Three alternative techniques: Avoidance Diffusion Confrontation
20
IMPLEMENTATION METHODOLOGY SJSU Bus. 142 – David Bentley 20
21
Process Improvement Methodology – (1) Management responsibility Develop process improvement plan Determine process or area to examine Form and train Process/Quality Improvement Team SJSU Bus. 142 – David Bentley 21
22
Process Improvement Methodology – (2) Team: use coarse tools Process flowchart Check sheets and histograms Pareto analysis <— (iterative Fishbone chart —> steps) SJSU Bus. 142 – David Bentley 22
23
Process Improvement Methodology – (3) Team: use fine tools Process control charts Run diagrams Scatter diagrams + Failsafing SJSU Bus. 142 – David Bentley 23
24
Process Improvement Sequence – (4) Team Determine process changes Implement pilot process improvement Measure and evaluate results Repeat if results unsatisfactory; deploy full implementation if results satisfactory SJSU Bus. 142 – David Bentley 24
25
PDCA (or PDSA) Cycle Also known as the Deming wheel, or Deming/Shewhart cycle or wheel 4 parts to the cycle Plan – document and analyze Do – implement “improvement” Check (or Study) – compare to desired state Act – correct or standardize SJSU Bus. 142 – David Bentley 25
26
MANAGING PROJECTS SJSU Bus. 142 – David Bentley 26
27
Project Characteristics Definite beginning Definite end Long duration (often months or years) Very low product quantity Very high variety of tasks Multiple tasks often being performed concurrently SJSU Bus. 142 – David Bentley 27
28
Tools SJSU Bus. 142 – David Bentley 28 Qualifying projects Project Charters Force Field Analysis Work Breakdown Structures Network Diagrams (PERT/CPM) Gantt Charts
29
Qualifying Projects SJSU Bus. 142 – David Bentley 29 Cost Benefit Analysis (CBA) C t = Σ(C d + C i ) C = cost, t = total, d = direct, i = indirect Payback Period PP = C t /B a PP = payback period in time, B a = annualized benefits Difference between soft costs and hard costs (focus on hard costs)
30
Project Charters SJSU Bus. 142 – David Bentley 30 Help teams identify objectives, participants and expected benefits
31
Force Field Analysis SJSU Bus. 142 – David Bentley 31 Tool designed to identify and quantify all of the forces for and against organizational change Score and sum the + and – forces Draw a force field diagram
32
NETWORK DIAGRAMMING Work Breakdown Structures, Pert/CPM Tools, Gantt Charts SJSU Bus. 142 – David Bentley 32
33
Work Breakdown Structures (WBS) and Task Analysis SJSU Bus. 142 – David Bentley 33 Create work breakdown structure (WBS) Identify Outcome Measures (activities) Identify Task (Activity) Times (estimates) Single estimate vs. three estimates (O,P,M) Optimistic completion time Most likely completion time Pessimistic completion time Identify Precedence Relationships
34
Planning Complex Projects – Work Breakdown Structure SJSU Bus. 142 – David Bentley 34 Project X Level 1 Level 2 Level 3 Level 4 Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
35
PERT/CPM Conventions One starting point One ending point No looping back Activities and events Activity on arrows vs. activity on nodes “Dummy” activity used to preserve integrity Zero time and zero resources All activities entering a node must be complete before starting the next activity SJSU Bus. 142 – David Bentley 35
36
Activity-on-arrow Pert chart SJSU Bus. 142 – David Bentley 36 1 2 3 4 56 Locate facilities Order furniture Furniture setup Interview Hire and train Remodel Move in Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB) Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
37
Activity-on-node Pert chart SJSU Bus. 142 – David Bentley 37 1 2 3 5 6 Locate facilities Order furniture Furniture setup Interview Remodel Move in 4 Hire and train 7S Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB) Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
38
Network Conventions SJSU Bus. 142 – David Bentley 38 a b ca b c a b c d a b c Dummy activity Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
39
PERT/CPM Steps – 1 Develop the work breakdown structure Identify all tasks from the WBS; identify resources Sequence tasks, determining dependency Estimate time duration of each task Single estimate vs. three estimates (O,P,M) Create the network (PERT) diagram SJSU Bus. 142 – David Bentley 39
40
Critical Path Longest duration path in project Determines the length of the overall project Slippage on critical path will delay project completion Focus on shortening the critical path to shorten the project “Crashing” may result in creation of new critical path SJSU Bus. 142 – David Bentley 40
41
PERT/CPM Steps – 2 Identify critical path (see previous slide) Determine ES, EF, LS, LF dates Calculate slack LS – ES or LF – EF SJSU Bus. 142 – David Bentley 41
42
Activity Network Diagrams – (1) SJSU Bus. 142 – David Bentley 42 Pert Chart steps: 1. List all tasks (activities) 2. Determine task times 3. Determine which tasks depend on the completion of others 4. Draw the network diagram
43
Network Diagram (PERT Chart) SJSU Bus. 142 – David Bentley 43 B 12 E3E3 C6C6 D5D5 A 15 I7I7 J 14 H9H9 F8F8 End Start K6K6 G8G8
44
Activity Network Diagrams – (2) SJSU Bus. 142 – David Bentley 44 Pert Chart steps (continued) 5. Determine the critical path 6. Compute early-start and early-finish times 7. Compute late-start and late-finish times 8. Compute slack times Slack time = late start – early start or = late finish – early finish
45
Path Lengths (+ critical path) Path Length A-B-C-E 36 A-B-D 32 F-G-I 23 F-H-J-K 37 (critical) SJSU Bus. 142 – David Bentley 45
46
Calculate ES, LS, EF, LF and Determine slack SJSU Bus. 142 – David Bentley 46 B 12 E3E3 C6C6 D5D5 A 15 I7I7 J 14 H9H9 F8F8 End Start K6K6 G8G8
47
ES, LS, EF, LF, and Slack – 1 Activity ES EF LS LF Slack F 0 8 0 8 0 H 8 17 8 0 J 31 17 31 0 K 37 31 37 0 SJSU Bus. 142 – David Bentley 47
48
ES, LS, EF, LF, and Slack – 2 Activity ES EF LS LF Slack A 0 15 1 16 1 B 15 27 16 28 1 C 27 33 28 34 1 E 33 36 34 37 1 D 27 32 37 5 SJSU Bus. 142 – David Bentley 48
49
ES, LS, EF, LF, and Slack – 3 Activity ES EF LS LF Slack G 8 16 22 30 14 I 16 23 30 37 14 SJSU Bus. 142 – David Bentley 49
50
Planning Simple Projects – Gantt Chart SJSU Bus. 142 – David Bentley 50 MARAPRMAYJUNJULAUGSEPOCTNOVDEC Locate new facilities Interview staff Hire and train staff Select and order furniture Remodel and install phones Move in/startup Facility Move Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB) Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
51
Crashing The compression of one or more tasks on the critical path Why crash? Avoid penalties Earn incentives Cost-benefit trade-off analysis How crash? Additional resources Overtime Alternative processes SJSU Bus. 142 – David Bentley 51
52
Controlling the Project PERT/CPM charts little use for control Gantt charts widely used Project cost reporting also useful Tools Microsoft Project Others SJSU Bus. 142 – David Bentley 52
53
Planning & Controlling the Schedule – Gantt Chart SJSU Bus. 142 – David Bentley 53 MARAPRMAYJUNJULAUGSEPOCTNOVDEC Locate new facilities Interview staff Hire and train staff Select and order furniture Remodel and install phones Move in/startup Facility Move Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB) Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
54
CHARACTERISTICS AND QUALITIES OF A GOOD PROJECT MANAGER? SJSU Bus. 142 – David Bentley 54
55
Characteristics/Qualities of a Good Project Manager Planning Organizing Delegating Communicating Oral Written ______________ Using people skills Customers/users Team members Analytical Time sensitive Milestones Deadlines _______________ SJSU Bus. 142 – David Bentley 55
56
Summary SJSU Bus. 142 – David Bentley 56 Teams and collaboration as a means of improvement Behavioral aspects of building and leading effective teams Movement towards teamwork Teams evolving through stages Project planning fundamentals