LECTURE 12: CONTINUOUS

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1 LECTURE 12: CONTINUOUS QUALITY IMPROVEMENT 1 INSE 6300: Quality Assurance in Supply Chain Management

2 TWO KEY THEMES Managing g Quality Improvement Teams and Projects Continuous quality improvement 2

3 ROUTINE VS KNOWLEDGE WORK 3

4 WHY EMPLOYEES ENJOY TEAMS? Mutuality Recognition i for personal achievement Belonging Bounded power Creative autonomy 4

5 LEADING TEAMS FOR QUALITY IMPROVEMENT Employee empowerment and involvement Clear authority and accountability Participation in planning at all levels Adequate communication and information for decision making Responsibility with authority Flattening hierarchies for improved effectiveness Well defined Team leader and Team s roles and responsibilities 5

6 LEADERSHIP 6

7 TEAM ROLES AND RESPONSIBILITIES 7

8 TEAM DEVELOPMENT 8

9 TEAM RULES 9

10 TYPES OF TEAMS 10

11 TECHNOLOGY AND TEAMS 11

12 VIRTUAL TEAMS Virtual teams are teams that rarely or never physically meet, except in electronic meetings using group decision software. 12

13 IMPLEMENTING TEAMS Team building Meeting management Parking lot Conflict resolution 13

14 MODES OF CONFLICT BEHAVIOR 14

15 SAVING QUALITY TEAMS FROM FAILURE 15

16 MANAGING AND CONTROLLING PROJECTS Qualifying projects Cost benefits (CBA) 16

17 EXAMPLE: COST BENEFIT ANALYSIS 17

18 PROJECT CHARTERS 18

19 FORCE FIELD ANALYSIS A useful tool for planning projects Steps List all forces for change in the first column and all forces against change in the third column. Assign a score for each force, where 1 = weak and 5 = very strong Sum the forces for and against the change and draw a diagram showing the forces. 19

20 FORCE FIELD ANALYSIS 20

21 WORK BREAKDOWN STRUCTURE (WBS) Steps Identifying precedence relationships Identifying outcome measures Identifying i task times 21

22 WORK BREAKDOWN STRUCTURE (WBS) 22

23 WORK BREAKDOWN STRUCTURE (WBS) 23

24 ACTIVITY NETWORK DIAGRAMS (AND) Steps in developing an Activity Network Diagram (PERT Chart) 1. Using the inputs from a tree diagram, list all tasks to be performed in the project. 2. Determine task times. 3. Determine the precedence relationships between the tasks; i.e. indicate which tasks depend on the completion of other tasks in the process. 4. Draw the network diagram. 5. Compute early start and early finish times by working from left to right in the next work. These are the earliest times that individual tasks can be started and finished. 6. Compute late start and late finish times by moving from right to left in the network. These times are the latest times that tasks can possibly be started t or finished. i 7. Compute slack times and determine the critical path. The critical path links activities with zero slack. Slack time = late start early start 24

25 EXAMPLE: ACTIVITY NETWORK DIAGRAM 25

26 EXAMPLE: ACTIVITY NETWORK DIAGRAM Step 1: Develop tree diagram listing all the tasks 26

27 EXAMPLE: ACTIVITY NETWORK DIAGRAM Step 2 & 3: Determine task times and precedence relationships 27

28 EXAMPLE: ACTIVITY NETWORK DIAGRAM 28 Step 4: Determine the network diagram

29 EXAMPLE: ACTIVITY NETWORK DIAGRAM 29 Step 5: Compute early start and finish times

30 EXAMPLE: ACTIVITY NETWORK DIAGRAM 30 Step 5: Compute late start and finish times

31 EXAMPLE: ACTIVITY NETWORK DIAGRAM Step 7: Compute slack times and critical path 31

32 MANAGING MULTIPLE PROJECTS 32 Implementation should be coordinated

33 MANAGING MULTIPLE PROJECTS 33

34 CONTINUOUS QUALITY IMPROVEMENT Building blocks for the system of quality improvement 34

35 THE THREE SPHERES OF QUALITY Quality Management Quality Control Quality Assurance 35

36 ALIGNMENT BETWEEN QUALITY SYSTEM AND STRATEGY Ford s timeline Mass Production Competitive Quality Global Goba Economy o Niche markets/acquisitions Back to basics vision Internal Validation vs External Validation 36

37 INTERNALLY VALIDATING THE QUALITY SYSTEM Documenting and assessing the quality system 37

38 CONTINUOUS IMPROVEMENT: TRAINING Training needs analysis Training program design Hierarchical Training needs Organizational training model 38

39 ORGANIZATIONAL TRAINING 39

40 TRAINING TOPICS 40

41 EFFECTIVELY PLANNING QUALITY TRAINING Evaluating training The learning effect Pay-for-learning programs Knowledge growth Multiple skills 41

42 TRAINING TOOLS Multiple programs Cross training Internet/Intranet Computer based training and CD ROM Distance Learning Electronic Performance Support Systems (EPSS) Multimedia Other 42

43 UNDERSTANDING PROCESS FLOWS Tools: Flowcharts, Process Maps, Value Stream Maps Essential to identify waste and redundancies A flow indicates the direction of a process from one action to another 43

44 UNDERSTANDING WORK FLOWS Tool: Workflow diagrams 44

45 AUDITING An auditing standard is a measurement of performance or a criterion establishing professional authority and consent. Quality audit process is a stepwise process Types of audits Operational Performance Supplier, Certification, Award, Consultant, Presidential, Qualitative 45

46 QUALITY AUDITS Quantitative and Qualitative audits 46

47 QUALITY AUDITS IN ACTION Quality Maturity Analysis 47

48 SELF-ASSESSMENT PROCESS 48

planning Customer and market focus Measurement, analysis

49 EXTERNALLY VALIDATING THE QUALITY SYSTEM State quality awards Malcolm Baldrige criteria Leadership Strategic planning Customer and market focus Measurement, analysis and knowledge management Human resource focus Process management 49

PMP PMBOK Guide Sixth Edition Training Course Agenda

PMP PMBOK Guide Sixth Edition Training Course Agenda 1. Introduction What are PMI and PMP Certification Application Requirements for the PMP Exam Guidelines to Complete the PMP Application About the PMP