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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
Topics
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Why employees enjoy teams. Leading teams for quality improvement. Types of teams Implementing teams Managing and controlling projects Project manager characteristics
WHY PEOPLE ENJOY TEAMS
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Benefits of Teams
• Broad range of skills• Workload sharing• Increased flexibility• Synergy• Increased organizational learning• Balanced decision making
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Five Motivators
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1. Mutuality2. Recognition for personal
achievement3. Belonging4. Bounded power5. Creative autonomy
Employee Empowerment and Involvement - (1)
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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
Employee Empowerment and Involvement - (2)
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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
Preconditions Necessary for Empowerment - (1)
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Clear authority and accountability Participation in planning at all
levels Adequate communications and
information for decision making Responsibility with authority
Preconditions Necessary for Empowerment - (2)
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Flattening Hierarchies for improved effectiveness
Team leader roles and responsibilities
Team rules
Types of Quality Improvement Teams
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Process improvement teams Cross-functional teams Tiger teams Natural work groups Self-directed work teams Technology teams Virtual teams
IMPLEMENTING TEAMS
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Facilitation
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Helping or aiding teams by maintaining a process orientation
Team Building
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Follows a process that identifies rules for team members and helps them become competent
Examples of Teams
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Navy Seals Massachusetts General
Hospital Emergency Room Penske Racing NASCAR team Hewlett-Packard ERP
implementation teams
Meeting Management
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1. Developing meeting objectives2. Developing an agenda3. Designing the agenda activity
outline4. Using process techniques5. Parking lot
Conflict Resolution in Teams
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Team leaders and project managers spend 20% of their time resolving conflict
Conflict Resolution in Teams – (1)
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There are 4 stages in conflict resolution:
1. Frustration2. Conceptualization and orientation3. Interaction4. Outcome
Conflict Resolution in Teams – (2)
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Leaders resolve conflict in different ways:
1. Passive conflict resolution2. Win-win3. Structured problem solving4. Confronting conflict5. Choosing a winner6. Selecting a better alternative7. Preventing conflict
Conflict Resolution in Teams – (3)
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Three alternative techniques: Avoidance Diffusion Confrontation
IMPLEMENTATION METHODOLOGY
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Process Improvement Methodology – (1)
• Management responsibility• Develop process improvement plan• Determine process or area to examine• Form and train Process/Quality Improvement Team
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Process Improvement Methodology – (2)
• Team: use coarse tools• Process flowchart• Check sheets and histograms• Pareto analysis <--- (iterative• Fishbone chart ---> steps)
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Process Improvement Methodology – (3)
• Team: use fine tools• Process control charts• Run diagrams• Scatter diagrams• + Failsafing
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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
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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
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MANAGING PROJECTS
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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
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Tools
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Qualifying projects Project Charters Force Field Analysis Work Breakdown Structures Network Diagrams (PERT/CPM) Gantt Charts
Qualifying Projects
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Cost Benefit Analysis (CBA) Ct = Σ(Cd + Ci)
C = cost, t = total, d = direct, i = indirect
Payback Period PP = Ct/Ba
PP = payback period in time, Ba = annualized benefits
Difference between soft costs and hard costs (focus on hard costs)
Project Charters
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Help teams identify objectives, participants and expected benefits
Force Field Analysis
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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
NETWORK DIAGRAMMINGWork Breakdown Structures, Pert/CPM Tools, Gantt Charts
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Work Breakdown Structures (WBS) and Task Analysis
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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
Planning Complex Projects - Work Breakdown Structure
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Project XProject 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.
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
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Activity-on-arrow Pert chart
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1
2
3
4
5 6
Locatefacilities
Orderfurniture
Furnituresetup
InterviewHire andtrain
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.
Activity-on-node Pert chart
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1
2
3
5
6
Locatefacilities
Orderfurniture
Furnituresetup
Interview
RemodelMove in
4
Hire andtrain
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.
Network Conventions
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a
b
c ab
c
a
b
c
d
a
b
c
Dummyactivity
Operations Management, Seventh Edition, by William J. Stevenson
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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
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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
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PERT/CPM Steps – 2
• Identify critical path (see previous slide)• Determine ES, EF, LS, LF dates• Calculate slack
• LS – ES or• LF – EF
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Activity Network Diagrams – (1)
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Pert Chart steps:1. List all tasks (activities)2. Determine task times3. Determine which tasks depend on
the completion of others4. Draw the network diagram
Network Diagram (PERT Chart)
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B
12
E
3
C
6
D
5
A
15 I
7
J
14
H
9
F
8
End
Start
K
6
G
8
Activity Network Diagrams – (2)
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Pert Chart steps (continued)5. Determine the critical path6. Compute early-start and early-finish
times7. Compute late-start and late-finish
times8. Compute slack times Slack time = late start – early start or
= late finish – early finish
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)
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Calculate ES, LS, EF, LF and Determine slack
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B
12
E
3
C
6
D
5
A
15 I
7
J
14
H
9
F
8
End
Start
K
6
G
8
ES, LS, EF, LF, and Slack - 1
Activity
ES EF LS LF Slack
F 0 8 0 8 0
H 8 17 8 17 0
J 17 31 17 31 0
K 31 37 31 37 0
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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 32 37 5
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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
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Planning Simple Projects - Gantt Chart
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MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
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.
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
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Controlling the Project
• PERT/CPM charts little use for control• Gantt charts widely used• Project cost reporting also useful• Tools
• Microsoft Project• Others
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Planning & Controlling the Schedule – Gantt Chart
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MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
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.
CHARACTERISTICS AND QUALITIES OF A GOOD PROJECT MANAGER?
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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
• _______________
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Summary
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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
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