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Transcript of © 2007 Pearson Education 11- 1 Managing Quality Integrating the Supply Chain S. Thomas Foster...
11- 1© 2007 Pearson Education
Managing QualityIntegrating the Supply Chain
S. Thomas Foster
Chapter 11Managing Quality Improvement
Teams and Projects
11- 2© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Chapter 11
Why employees enjoy teams.Leading teams for quality improvement.Types of teams.Implementing teamsManaging and controlling projects
11- 3© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Why Employees Enjoy Teams
In a study of Project Managers, five motivators emerged:
1. Mutuality2. Recognition for personal
achievement3. Belonging4. Bounded power5. Creative autonomy
11- 4© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Leading teams for Quality Improvement
Employee Empowerment and Involvement
You will have greater control over your work
You will not be penalized 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
11- 5© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Leading teams for Quality Improvement
Employee Empowerment and Involvement
Management will concede more control over company systems to you
Management values you 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
11- 6© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Leading teams for Quality Improvement
A number of preconditions are necessary for empowerment:
Clear authority and accountability
Participation in planning at all levels
Adequate communications and information for decision making
Responsibility with authority
11- 7© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Leading teams for Quality Improvement
A number of preconditions are necessary for empowerment:
Flattening Hierarchies for improved effectiveness
Team leader roles and responsibilities
Team rules
11- 8© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Types of Teams
Process improvement teams Cross-functional teams Tiger teams Natural work groups Self-directed work teams Technology teams Virtual teams
11- 9© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Facilitation
Helping or aiding teams by maintaining a process orientation
11- 10© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Team Building
Follows a process that identifies rules for team members and helps them become competent
11- 11© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Examples of Teams:
Navy Seals Massachusetts General Hospital
Emergency Room The Childress NASCAR team
11- 12© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Meeting Management
1. Developing an agenda2. Developing meeting objectives3. Designing the agenda activity
outline4. Using process techniques5. Parking lot
11- 13© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Conflict Resolution in Teams
Team leaders and project managers spend 20% of their time resolving conflict
11- 14© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Conflict Resolution in Teams There are 4 stages in
conflict resolution:1. Frustration2. Conceptualization and
orientation3. Interaction4. Outcome
11- 15© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Conflict Resolution in Teams Leaders resolve conflict in
different ways:1. Passive conflict resolution2. Win-win3. Structured problem solving4. Confronting conflict5. Choosing a winner6. Selecting a better alternative
11- 16© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams
Conflict Resolution in Teams Avoidance Diffusion Confrontation
11- 17© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams
Tools:
Qualifying projects Project Charters Force Field Analysis Work Breakdown Structures
11- 18© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams
Qualifying Projects Cost Benefit Analysis (CBA) Payback Period Difference between soft
costs and hard costs
11- 19© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams
Project Charters
Help teams identify objectives, participants and expected benefits
11- 20© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams
Force Field Analysis
Designed to identify and quantify all of the forces for and against organizational change
11- 21© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams
Work Breakdown Structures WBS
Identify Precedence Relationships Identify Outcome Measures Identify Task Times
Optimistic completion time Most likely completion time Pessimistic completion time
11- 22© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams
Activity Network DiagramsPert Chart:1. List all tasks2. Determine task times3. Determine which tasks depend on
the completion of others4. Draw the network diagram5. Compute early start ald late
finish times
11- 23© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams
Activity Network DiagramsPert Chart:5. Compute early-start and early-
finish times6. Compute late-start and late-
finish times7. Compute slack times and
determine the critical path Slack time = late start – early start
11- 24© 2007 Pearson Education
Strategic Quality PlanningManaging Quality Improvement Teams and Projects Summary
I. Teams and collaboration as a means of improvement
II. Behavioral aspects of building and leading effective teams
III. Movement towards teamworkIV. Teams evolving through
stages.V. Project planning
fundamentals