Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 14- 1 Chapter 14 Managing...

Chapter 14

Managing Quality Improvement

Teams and Projects

Strategic Quality PlanningManaging Quality Improvement Teams and Projects Chapter 14

Why employees enjoy teamsLeading teams for quality improvement.Types of teams.Implementing teamsManaging and controlling projects

Strategic Quality PlanningManaging Quality Improvement Teams and Projects Why Employees Enjoy Teams

In a study of Project Managers, five motivators emerged:

1. Mutuality

2. Recognition for personal achievement

3. Belonging

4. Bounded power

5. Creative autonomy

Strategic Quality PlanningManaging Quality Improvement Teams and Projects Leading teams for Quality Improvement

Employee Empowerment and Involvement You will have greater control over your

own work You will not be penalized for making

painful change Management is changing and becoming

more contemporary Management is committed to quality

improvement over the long haul

Employee Empowerment and Involvement Management will concede more control

over company systems to you Management values you ideas and

opinions and will give them serious consideration

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

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

Flattening Hierarchies for improved effectiveness

Too many layers of management Impede creativity Stifle initiative Make empowerment impossible

Team Leader Roles and Responsibilities Situational Leadership Model

Team Roles and Responsibilities Belbin’s Team Roles

Team Formation and Evolution Stages of a Team’s Development

Team Rules Ground Rules for Effective Teams

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 Virtual teams

Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams

Facilitation

Helping or aiding teams by maintaining a process orientation

Team Building

Follows a process that identifies rules for team members and helps them become competent

Examples of Teams:

Navy Seals Massachusetts General Hospital Emergency

Room The Childress NASCAR team

Meeting Management Steps required to planning a

meeting1. Defining an agenda

2. Developing meeting objectives

3. Designing the agenda activity outline

4. Using process techniques Parking lot

Conflict Resolution in Teams

Team leaders and project managers spend 20% of their time resolving conflict

Conflict Resolution in Teams Modes of Conflict Behavior

Conflict Resolution in Teams

There are 4 stages in the conflict resolution process:

1. Frustration

2. Conceptualization and orientation

3. Interaction

4. Outcome

Conflict Resolution in Teams 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

Conflict Resolution in Teams Avoidance Diffusion Confrontation

Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Projects

Tools:

Qualifying projects Project Charters Force Field Analysis Work Breakdown Structures

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

Project Charters Help teams

identify objectives, participants and expected benefits

Force Field Analysis

Designed to identify and quantify all of the forces for and against organizational change

Work Breakdown Structures WBS

Identify Precedence Relationships Identify Outcome Measures Identify Task Times

Optimistic completion time Most likely completion time Pessimistic completion time

Work Breakdown Structure

Activity Network DiagramsPert Chart:

1. List all tasks

2. Determine task times

3. Determine which tasks depend on the completion of others

4. Draw the network diagram

5. Compute early start and early finish times

Activity Network DiagramsPert Chart:

6. Compute late start and late finish times

7. Compute slack times and determine the critical path

Slack time = late start – early start

Tree Diagram of Tasks

Activity on Node (AON) Network

Activity on Node (AON) Network with Early Times

Activity on Node (AON) Network with Late Times

Arrow Gantt Charts

MS Project Gantt Chart

Managing Multiple Projects

Multiple-Project Control Form

Strategic Quality PlanningManaging Quality Improvement Teams and Projects Summary

Why employees enjoy teamsLeading teams for quality improvement.Types of teamsImplementing teamsManaging and controlling projects

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