MGMT 4240 test 3

Conditions for a team

1. Agreement exists as to the teams mission 2. Members adhere to team ground rules 3. Fair distribution of responsibility and authority exists. Teams do not eliminate structure and authority, everybody treated as equals. 4. People adapt to change

Understanding nonverbal communication

1. Body factors = posture, poses, facial expressions, gestures, and dress convey a message. Manages should be aware of these. Key idea is CONGRUENCE. Incongruence is when words say one thing but verbal cues say another, confront incongruence gently, message and nonverbal message should align 2. Voice Factors = Listen for things like volume, tone, pitch, and rate of speech. They can indicate anger, fear, impatience, unsureness, interest, acceptance and other things. Look for congruence. Groups of cues can be significant, dont take a single cue out of context 3. Proximity factors = Factors ranging from where you position yourself when talking to employees, how your office is arranged, color of the walls. Make your office send an inviting message use the following strategies: Have comfy chairs, sit beside visitors rather than behind desk, choose soft soothing colors, have refreshments and snacks.

Customer loyalty model

1. Business performance= customers consider these categories(Product quality, service quality, relationship quality, image strength, price perceptions) img quality important when other things are equal 2. Global perceptions 3. Loyalty behaviors(behaviors can be measured, benefits are financial outcomes) 4. Financial outcomes = Affected by key factors(market share, reduced costs, employee attitudes, profit, shareholder value)

Preparation phase

1. Commit to SPC 2. Form an SPC committee(unlike total quality, SPC can be delegated to a cross function team tasked to oversee implementation and execution, stats expert must be included. team will typically be composed of representatives from manufact, quality assurance, engineering, finance and stats. Forming the SPC committee is top mgmt's responsibility) 3. Train the SPC committee(training must be done by an expert before work starts, at conclusion the members aren't experts but will know enough to set objectives and determine which processes should be targeted first)

Character traits and teamwork

1. Honesty/Integrity= builds trust, cornerstone of teamwork 2. Selflessness= put team ahead of yourself 3. Dependability 4. Enthusiasm = promotes perseverance 5. Responsibility= held accountable for whats expected 6. Cooperativeness 7. Initiative= dont need to be told 8. Patience= working together is against human nature 9. Resourcefulness= find a way to get the job done 10. Punctuality = they can be depended on 11. Tolerance/Sensitivity 12. Perseverance = beacons of encouragement

Sources of training

1. In-house training = on the job trainnig, in house seminars/workshops and on site e learning 2. External training= college or university courses, workshops and seminars provided by colleges, universities and private training orgs., vendor sponsored training and technical, trade, and professional organizations 3. Combination = Most training is provided through a combination of both where in-house training is 2nd most used.

Types of training by industry

4 key industrial sectors in the U.S. are manufacturing, transportation, communication, and utilities. Training topics that are important in a total quality setting are technical skills(86% of aforementioned companies), supervision skills(supervisors become facilitators, coaches, communicators and leaders, 77% of companies), communication,(78%, communication can have a direct effect on competitiveness) new work procedures(important b/c of continual improvement of processes 71%), and customer relations

Training

An organized, systematic series of activities designed to enhance an individuals work-related knowledge, skills, and understanding or motivation. It can be distinguished from education by its characteristics of practicality, specificity, and immediacy, and it should relate specifically to the job performed by those being trained, and it should have immediate practical application on the job. Education is a much broader term that is more philosophical and theoretical and less practical than training, training is a subset of education. The purpose of both is LEARNING which is more theoretical in an education setting and more practical in a training setting. UNDERSTANDING is critical for both and it is what allows an employee to become an innovator, initiative taker and creative problem solver. Education and training have some overlap. Customer training is also very important and you must shape customer expectations, provide user support and involve marketing personnel in the customer training.

Making E-Learning work

Can be beneficial if used correctly with the following strategies: 1. Understand one of the strengths of e-learning is scalability(get info to people quickly) 2. Don't provide e learning without support, works best with coaches and mentors(not a way to economize by eliminating instructors) 3. Blend e learning and classroom instruction 4. Design student assessments of online learning where answers cant be copied out of books 5. Don't force employees to make a quick switch 6t. E learning is a TOOL NOT A STRATEGY

Identification of improvement needs

Devote resources to processes that will yield the most benefit if improved through the following strategies: 1. Apply multivoting(brainstorm and then vote on which processes to improve several times) 2. Identify customer needs(give customer a voice) 3. Study the use of time(study how employees spend time) 4. Localize problems(pinpointing exactly where, when, and how often it happens)

Inhibitors of effective listening

Effective listening means receiving the message, correctly decoding it, and accurately perceiving what it means. It occurs when the receiver naturally perceives the message, inhibitors that can prevent this are: -Lack of concentration(what is being said and how, and what tone. eliminate extraneous distractions) -Interruptions -Preconceived ideas(lead to preconceived judgements) -Thinking ahead(typically to wrong conclusion) -Interference(anything that distracts the listener, thereby impeding either hearing or perception/both) -Tuning out(focus your mind) Listen assertively, it is not a passive undertaking, block out distractions, concentrate and watch for nonverbal cues. An aspect of assertive listening is EMPATHY which increases the chances of correctly perceiving the message, it is when listeners put themselves in the shoes of the speaker, determining the "why". Empathetic listening is the highest level of listening(move from perceiving to understanding, not just the message, but the motivation)

Who is a customer

From a traditional perspective customers and suppliers are an external entities, customer were people who interact with company after product is produced, suppliers are before product is produced. In a total quality setting customers and suppliers exist inside and outside the organization, any employee whose work follows that of another employee and is dependent on it is a customer. Concept of dependency is important. A customer, whether internal or external depends on suppliers to provide quality work and produce quality products.

Team

Group of people with a common, collective goal, teamwork is essential for total quality. Collective goal aspect is key. A teams ability is more than just the sum of its individual parts. The rationale for teamwork is that teams satisfy the human social need to belong, two or more heads are better than one. The whole can be greater than the sum of its parts, people in teams get to know each other, build trust and as a result help each other. Teamwork promotes better communication, it multiplies the potential of individual members and produces positive peer pressure. Competence, trust, communication and mutual support are the foundations on which effective teamwork is built. Poor teamwork on part of the organization will show up when treating suppliers poorly, or treating customers poorly. Organizations must set a positive example if they expect teamwork.

Managers as trainees

In total quality, all some managers will be trainers but all will be trainees. All managers should complete training in: quality basics, strategic quality mgmt, quality planning, quality improvement, quality control. Factors undermining training for managers: lack of credibility on part of trainers, discomfort with training that mixes managers and nonmanagers. Common characteristics of managers should be taken into account:-managers like training sessions involving only managers and are uncomfortable with being trained by subordinates -Prefer to be trained by well known outsiders -Enjoy learning of the experiences of other managers from well managed companies and prefer off-site training and visiting companies with reputations for excellence.

Communicating by listening

Listening is one of the most important communication skills and the one people are less likely to have. Good listeners listen more than they talk. Interrupting people can have a negative effect on communication by lessening the listeners chances of perceiving what is said and it can turn the speaker off by saying "i dont have time for you". A tuned in listener should be able to digest a speaker's message, paraphrase it and repeat it back. In a total quality setting Managers need to hear what employees have to say. When messages aren't clear managers should ask questions which improves perception and tells speaker that you are tuned in. When asking questions wait until speaker pauses, or by politely asking them to stop and clarify. Don't daydream or make glances at your watch, or dont finish sentences for people. HEARING is the physiological decoding of sound waves and it is natural, LISTENING is not and it involves perception.

Improving learning

Many people don't know how to learn and it can be improved by teaching employees good study skills before putting them in a training program and by using humor to improve teaching in company sponsored training programs, the following strategies are recommended: -Make a schedule and stick to it -Have a quiet place to study -Listen carefully and take notes -Outline -study regularly don't cram

Common improvement strategies

No single roadmap standard strategies include: 1. Describe(boundaries, flowchart as it is, make a diagram of workflow, verify work, correct obvious problems) 2. Standardize(all employees must use same procedures, 1. identify best practices, 2. test best practices, 3. make sure everyone uses, 4. keep records of performance) 3. Eliminate(common or potential errors) 4. Streamline(cut out slack through inventory, reducing cycle time and unnecessary steps) 5. Reduce 6. Bring under statistical control 7. Improve ADDITIONAL Improvement strategies(pg 331) -Reduced lead time -Flow production -Group technology -Level production -Synchronized Production -Overlapped/Parallel production(small cells) -Flexible Schedules -Pull Control -Visual Control -Stockless Production -Jidoka(halting process immediately) -Reduced Setup Time -Control of Work in Process -Quality improvement(productivity and quality improvements are reciprocally supportive) -Total Cost Cycles -Cost Curves -Suppliers Partners -Total Productive Maintenance(poor maintenance can lead to shutdowns, increased setup time, unused uptime, below optimum speeds, increased variation waste and losses)

The scientific approach

One of the fundamental concepts separating total quality from other ways of doing business. It is making decisions based on data, looking for root causes, and seeking permanent solutions not quick fixes. 1. Collect meaningful data(data free from measurement errors with direct application to the issue. Decide what data are needed, how it can be collected, where it exists, how it will be measured, and how to test accurat) 2. Identify root causes of problems(problems not symptoms) 3. Develop appropriate solutions(not assumed) 4. Plan and make changes(look ahead, anticipate needs and problems and think about how to handle them) You must establish reliable performance indicators(pg. 329)

Control chart for Attributes Data

P chart is most common and attributes data are concerned not with measurement, but with something that can be counted like the number of defects. P chart is used when the data are the fraction defective of some set of process output, or the percentage defective where the points plotted are the fraction(percentage) of defective pieces found in the sample of n pieces. For attributes data, subgroup sample size should be larger and it needs to be large enough to include the defectives and allows us to see trends develop. Constructing a P chart we have several calculations: the fraction defective by subgroup(p), the process average(p bar), and the UCL and LCL. "np" is the number defective 1. "p" = np / n 2. "p bar" = total number defective by total number in subgroup 3. "UCL & LCL" = see slides, LCL cant be negative and must be set at zero if it is negative If p chart shows no special causes effecting the process, it is in statistical control

Factors inhibiting teams

People dont always work well together, the following are common reasons: 1. Personal identity of team members(work cant proceed until members feel like they fit in) 2. Relationships among team members(common ground can no longer be assumed, they must have solid relationships) 3. Identity within the organization(does team have whole companies support, will being on a team effect relationships with coworkers not on the team) -Ambition to get ahead coupled with fear of being held back by the team -Rapid change can cause employees to not trust anybody but themselves -employees who have a me-centered outlook can find it difficult to work with others -Employees stepped in traditions can feel that cooperation is not fitting for a vigorous person or organization -Egos that dont like to share credit.

Perceptiveness

Perceptive people are those who can perceive the real message from among the verbal, written and nonverbal cues they receive. Perceptive employees are more likley to be achievers and help others to be achives. This can be promoted through these strategies: -Value people(improving people and people-oriented processes is the best way to improve communication) -give people what you want to get back -Make cooperation a habit(coop = using we instead of I, showing employees they are valued by explaining why the answer must be "no")

Theory of Constraints and integrated TOC, Lean, Six Sigma(ITLS) approach

TOC introduces constraints as the force working against the desired performance. TOC is founded on the premise that an organization's performance against the goal can be determined and managed by the variations of 3 measures: Investment(money invested to be in the business), Operating expense(money spent converting investment to throughput), Throughput(money from sales). Premise is every organization faces constraints(anything that limits an organization from achieving higher performance). The idea is that just 1 or only a few constrain performance, they may be internal(machine, employees) or external to the organization(lack of customer demand). Constraints never include breakdowns. TOC, Lean, and Six Sigma are most effective when all 3 used together and the integrated model focuses on the few critical elements that limit performance, eliminates waste using lean tools, and reduces undesirable variability using six sigma tools. It approaches improvement projects in the following phases: 1. Apply TOC to focus on processes needing change 2. Apply Lean to remove waste form processes 3. Apply six sigma tools to control process performance and variability.

Plan-Do-Check-Act(IS0 9000 Operating principle)

The operating principle of ISO's management system standards, its function is to operate in a never-ending loop resulting in continual improvement for the products/services, processes, and systems of processes. 1. Plan(establish objectives and plans to achieve them) 2. Do(put plans into action) 3. Check(measure results of action) 4. Act/Adjust(learn from results, make changes, repeat the cycle)

ISO 9001 and industry specific standards

The standard is intentionally generic so that it can be applied to any given organization, but selected industries have found it helpful to tailor ISO 9001 standard specifically for their use and the benefits of this are that it encourages the training and deployment of auditors with industry specific knowledge rather than generalists and a more accurate interpretation of the standard for a given industry. Examples of industry specific applications: TickIT, AS 9000, PS 9000, ISO/TS 1949, TL 9000, ISO13485......

Improving listening skills

These can be improved when there is an awareness of the need to improve: 1. Listen more and talk less(learn as much as possible) 2. Ask clarifying questions(move speaker on to next point, gain an immediate summary of conversation before new point, obtain a summary of entire conversation) 3. Listen intuitively(beyond what, to "why") 4. Concentrate(make note of the errors you made that week and improve them)

Why training fails

Training is not automatically good and can often fail for the following reasons: poor teaching, inadequate curriculum materials, poor planning, insufficient funding, and a lack of commitment. Other more serious reasons include: Lack of participation in planning by management(management must be involved in order to make sure it is RESULTS ORIENTED), Too narrow in scope(proceed from broad and general to more specific). Know Juran trilogy it helps lead to consistency of performance

Leading multi-cultural teams

Workplace is becoming more diversified now more than ever leading to problems like: differing approaches to communicating, attitudes toward work, attitudes toward authority, approaches to decision making. U.S. is more direct and to the point/against hierarchical structure where Asia is more deliberate/likes hierarchy. Strategies for leading are: 1. ADAPTATION(most appropriate strategy, commit to adapting attitudes and practices to accomodate differences, its underlying assumption is willingness) 2. STRUCTURAL INTERVENTION(Effective for status issues, redesign team) 3. MANAGERIAL GUIDANCE(mgmt establishes ground rules) 4. EXIT(Least desirable but sometimes practical and necessary)

Identifying external customer needs

cant exclude customers from product development process, in a total quality setting customer needs are identified as a normal part of product dev. Six step strategy is: 1. Speculate about results(brainstorm, compare expectations with reality, are we in touch with customers) 2. Develop an information gathering-plan(what info is needed, who will be asked, preferable face-to-face) 3. Gather the information(smaller study with a few customers to determine flaws with info-gathering plan) 4. Analyze the results 5. Check the validity of conclusions(see if customers agree) 6. Take action 7. Obtain customer information from internet(use ethics, determine key players, who is in charge, who is best contact)

Listening Responsively

involves seeking to receive and affirm the messenger as well as the message. To listen responsively, managers must learn to simultaneously use their ears, eyes, brains, and hearts. Personal benefits of responsive listening are: 1) Barriers are broken down, 2) Valuable insights gained, 3) Communication encouraged, 3) Misconceptions cleared up, 4) Learning takes place. Pointers to become more responsive listeners include: 1. Slow down 2. Allocate listening time 3. Concentrate fully(verbal and nonverbal aspects) 4. Grant a fair hearing(avoid bias and prejudice) 5. Make it easy for the person to talk(reassuring nonverbal cues) 6. Understand completely 7. Clarify expectations

Communication and total quality

total quality is the engine, communication is the oil that keeps it running, total quality depends on effective communication. Many of the total quality elements(customer focus, employee involvement, leadership...) are dependent on effective communication. Customer focus involves listening, asking, observing and probing while being mindful of what is said and how it is said. Employee involvement and empowerment must have an environment with open communication. Effective leadership requires the communication about the organizations goals and how accomplishing them will help employees accomplish individual goals. Teamwork also depends on communication and members must continually communicate among themselves, with managers, and other teams. The dependance on communication also applies in decision making, problem prevention, problem solving, and conflict resolution. The role communication plays in total quality is FACILITATION

Critical decisions of training

-Should training be voluntary or required -How should training be sequenced(sequence should be TOP DOWN, managers receive less, but receive first) -What subjects should be taught Training tracks are important because needs differ for everybody, training should be arranged so that it is upwardly mobile in nature(training for front line supervisors should build on that provided for employees)

Relationship between ISO 9000 and TQM

1. ISO 9000 and TQM are not interchangeable(ISO is only concerned with design, development, purchasing, production, installation, and servicing of products, where TQM encompasses all business aspects it is more pervasive and demanding, PRIMARY DIFFERENCE= degree to which total organization is involved) 2. ISO 9000 is compatible with and can be viewed as a sub-set of TQM(if TQM exists, its easier to implement ISO) 3. ISO 9000 is frequently implemented in a non TQM environment(TQM is not a prereq to ISO) 4. ISO 9000 can improve operations in a traditional environment(Traditional meaning the old way of doing things, if ISO implemented poorly it can hurt) 5. ISO 9000 may be redundant in a mature TQM environment 6. ISO 9000 and TQM are not in competition(they complement each other and can both be implemented)

Benefits of ISO 9000

1. Organizational Benefits(translate to improved competitiveness beyond risk management and cost benefits) 2. Customer benefits(help organization meet customer requirements and at a competitive price because waste is minimized. Customers have more faith in the products/services of ISO registered organizations). ISO originated independently from TQM and ISO was developed in response to the need to harmonize dozens of national and international quality standards and the first version of ISO 9000 was released in 1987

8 Principles of IS0 9000

1. Understand the customer's needs, meet requirements and strive to exceed expectations 2. Establish unity of purpose and organizational direction and provide an environment that promotes employee involvement and achievement of objectives 3. Take advantage of fully involved employees, using all their abilities for the benefit of the organization 4. Recognize that things accomplished are the result of process and that they must be managed 5. The multiple interrelated processes that contribute to the organization's effectiveness are a system and should be managed as a system. 6. Continual improvement should be a permanent objective applied to its people, processes, systems, and products 7. Decisions must be based on the analysis of accurate, relevant and reliable data and info 8. Both the organization and the supplier benefiting from one another's resources and knowledge results in value for all.

ISO 9000

A family of standards and guidelines related to the quality management system, it sets the requirements for the assurance of quality and for managements involvement. The thrust is for organizations to implement a QMS conforming to the standard's requirements and through the consistent, rigorous employment of the QMS to improve customer satisfaction by fulfilling customer requirements, achieve continual improvement of performance and competitiveness, continually improve processes/products, and comply with customer requirements. ISO 9000 DOES NOT SPECIFY a level of quality or performance that is left to the organization. Its about standardizing the approach that organizations use to manage and improve the processes that ultimately result in their products and services. It applies to ALL ORGANIZATIONS and to those components that can have an impact on product or service quality(engineering/design, purchasing, manufact, quality assurance). Registration is done by 3rd parties and provides assurance to customers that products or services from the organization can be expected to meet customer requirements. Audits must be conducted to keep registration and it can be lost if it is concluded that the the organization is not conforming with its requirements of its QMS.

Future of ISO 9000

ISO 9000 is credible only as long as its registratinos are honestly and competently issued, to maintain this, it is important to maintain oversight of the registrars which has caused ISO and the International Electrotechnical comission to issue standards deisgned to assure confience in the registration process, placing rigourous requirements for competence and impartiality on registering bodies by reviewing registrar's operations/personnel and observing actual audits. ISO 9000 is frequently revised and updated

Motivation for ISO 90001

Inappropriate motive is to merely seek ISO registration for marketing advantage, appropriate motives include: 1. To improve operations by implementing ISO satisfying QMS requirements for mgmt responsibility, resource mgmt, product realization, and measurement analysis, and continual improvement. 2. create a QMS that will be recognized worldwide 3. Improve product/service quality or consistency of quality 4. Improve customer satisfaction 5. Improve competitive posture 6. Conform to requirements to major customer This approach is more likely to ensure commitment and participation by top mgmt. ISO 900 must be approached with a positive attitude and the unwavering commitment of top mgmt Because there is no worldwide certification for TQM, even the most mature TQM organizations may find it necessary to seek ISO registration to satisfy customer demands. ISO 9000 can be a good first step to TQM. ISO 9000 effort will benefit from the total quality preparation phase by having the following components: an executive level steering committee, a vision with guiding principles, a set of broad objectives, baselines on employee and customer satisfaction, an objective view of the organizations strengths and weaknesses, and indication of which employees can be counted on, as well as a well thought out means of communicating with employees and stakeholders

Tools and techniques of lean

Not just about the application, but about how they are applied and in what order 1. Five-S workplace organization 2. Visual workplace systems 3. Layout 4. Standardized Work 5. Point of use storage 6. Batch Size Reduction 7. Quick Changeover 8. Poka-Yoke 9. Self-inspection 10. Autonomation 11. Pull systems/Kanban 12. Cellular and flow 13. Just in time(JIT) 14. Total Productive maintenance(TPM) 15. Value Stream Mapping 16. Change management 17. Teamwork

DMAIC roadmap

Nucleus of six sigma, steps tools and outputs of each phase vary depending on the type of organization and exigencies of that organization. 1. Define(initiate project, define process, determine customer requirements, define key process output variables, leading to project charter, team, requirements) 2. Measure: understand the process, evaluate risks on inputs, develop and evaluate measurement systems, measure current performance leading to current state process maps, KPIVS, verifying measurement systems, capabilities 3. Analyze: Analyze data for KPIVs, identify waste. Lead to root causes of defects, prioritized input list and waste 4. Improve: Verify critical outputs, design improvements, pilot new process. Lead to final list of KPIVs, action plan, future state process map, FMEA, control plan, new process design and pilot study plan. 5. Control: Finalize control system, verify long term capability. Lead to control system, long term improvement, opps. for continual impr. new process handoff, team recognition

Six Sigma

Originally designed for high volume settings, Not just for manufacturing, One of the most innovative developments out of the total quality movement, with a purpose of improving processes to the point where the defect rate is 3.4 PER MILLION, making the company more competitive, profitable and successful with benefits like cost reduction, productivity improvement, market-share growth, customer retention, cycle-time reduction, culture change, and product/service development. One of its strengths is the emphasis on preparation of key personnel who will be responsible for its deployment and operation. It is an extension of TOTAL QUALITY and wants to achieve superior performance. Central core is a 6 step protocol: 1. Identify product characteristics wanted by customers 2. Classify characteristics by criticality 3. Determine if characteristics are controlled by part/process 4. Determine maximum allowable tolerance for each characteristic 5. Determine process variation for each characteristic 6. Change the design of the product/process to achieve six sigma performance. It is a subset of total quality, not a concept that replaces total quality. Champions are the most important in the deployment of six sigma and they must be efficient in business/operations interface, project selection, pace mediation, results implementation

The lean approach

Originally developed as a manufacturing approach and the purpose of it is to produce better products or deliver better services using fewer resources. As a concept it is based on the Just-In-Time Toyota production system and it is a generic version of this where a better product is developed using LESS of everything required(human, financial, tech, physical res).Its about being flexible enough to get the right things to the right place, at the right time in the right amounts. The heart of lean is the reduction of waste, and the improvement of work flow. The types of waste include: -Overproduction -Inventory -Motion waste -Transportation -Overprocessing(beyond customer requirements without creating additional value) -Defects -Waiting -Underutilization(underuse of talent and skills)

Aims of ISO 9000

Raised to a new level of customer focus and continual improvement intended to make organizations more competitive, essentially the same objective as TQM. Whether to adopt ISO is strictly up to to mgmt. ISO 9001 lays down the requirements for what a company's QMS must do, but not how which is up to the company and they must seek registration from an accredited firm. Once registered the organization must apply its QMS to its operations, continually assess the effectiveness of the QMS and make changes, Conduct periodic internal audits, submit to external 3rd party audits annually, submit to a new registration audit every 3rd year. Customer requirements for ISO certified companies have become widespread

Accreditation bodies

Registrars for ISO must be certified by accreditation bodies which are few in numbers, the authority of the accreditation bodies does not have to come from the International Organization for standardization(ISO) themselves, they are instead authorized by the International Accreditation Forum(IAF). Companies van implement QMS programs that align with ISO without being registered, but being registered provides significant advantages that make the process worth while

How is six sigma achieved

Six Sigma can be achieved by improving processes but this can be very difficult so it can be without improving the process at all if the specification limits can be loosened to correspond to 6SDs. The definition of what is acceptable can be changed. This can be used through robust design which seeks to design products that maintain there reliability, performance and other quality characteristics even when the component parts of the whole product have great variability of important characteristics, or Design for Manufacture(error-proofing steps).

ISO 9000 Quality Management System

The quality management system is composed of all the organization's policies, procedures, plans, resources, processes, and delineation of responsibility and authority, all deliberately aimed at achieving product or service quality levels consistent with customer satisfaction and the organization's objectives. When these policies, procedures, plans, and so forth are taken together, they define how the organization works and how quality is managed. The QMS will include this documentation: 1. Quality Policy(how org. approaches quality) 2. The quality manual(address each clause of ISO 9001 standard, organizing chart, quality procedures, mgmt responsibility) 3. Quality objectives(goals related to quality) 4. Quality procedures(step by step how company will meet quality policy) 5. Forms, records, and so on(proof of activities for auditors) This documentation ensures the necessary consistency for auditors to verify conformance

Lean Six Sigma

The synergistic combination of both lean and six sigma and the advantages include:-Elimination of the 8 wastes -Means of improving process flow(manufacturing, or office settings) -Structured means for identifying key factors determining performance of all processes -Ordered methods for establishing key factors at all levels -Disciplined means of sustaining key factors at best level -Systematic and sequential link of lean and 6 sigma. -Tying all these to financial health of organization The objective is to to make the organization better in its day-to-day work, its products/services, and business results. Combining both leads to gains in processes/products, services, employees, customer sat, and business bottom line. Proven system for continual improvement in all business aspects.

4 step approach to team building

1. Assessing team needs = what are strengths and weaknesses, must first assess developmental needs. companies that dont assess these first can waste resources on other characteristics that are strong. They need clear direction, team players, and understood accountability 2. Planning team building activities = planned around results of needs assessment. Provide activities based on priority 3. Executing team building activities = Just in time basis, don't rush. Best time for training is after a team has been formed and given its charter because of immediate application. It is an ongoing process, based on results of needs assessment and planning process 4. Evaluating team building activities = if effective, weaknesses from needs assesment should be strengthened. If improvement is shown, nothing more required, if not, additional team building activities are needed.

Implementing innovation partnerships

1. Develop a tool kit for customers that is easy to use(repeated trial and error, familiar design tech, library of standard designs, tech tied into manufact. processes) 2. Increase the flexibility of your production processes 3. Carefully select the first customers to use your tool kit(critical need for custom products developed quickly) 4. Continually improve your tool kit and do so quickly to satisfy your best customers 5. Adapt your business practices to accomodate the innovation partnership Innovation is the key to providing SUPERIOR VALUE. It is also how they reduce cost of doing business while increasing volume.

Inhibitors of communication

1. Differences in meaning(different backgrounds, education and cultures. Important to get to know employees) 2. Lack of trust(might be overly sensitive and guarded) 3. Information Overload(more prominent now than ever because of technology, receive more info than they can handle, prevent by screening/organizing/summarizing) 4. Interference(external distraction= background noise, satellite communications. it distorts and blocks out messages) 5. Condescending tone(people dont like being talked down to, respond more to tone than actual message) 6. Poor listening skills 7. Premature judgements(they interfere with listening, when a judgement is made, listening stops) 8. Inaccurate assumptions(shut down communication before it gets started) 9. Kill the messenger syndrome(hear what they want to hear)

Providing training

1. Internal approaches: Used to provide training on site in the organizations facilities and they include one-on-one(less skilled employee with more skilled employee, good for finding replacement) on-the-job training, computer based training(self paced, individualized, immediate feedback, best for general knowledge), formal group instruction(number of people share common training, lectures, demonstrations, multimedia use and media based instruction), Media based training(DVDs) 2. External approaches: involve enrolling employees in programs or activities provided by public institutions, private institutions, professional organizations, and private training companies. 2 widely used are enrolling emps. in short-term training, and long-term training like college courses. Encompass methods from seminars to college courses, and are typically used for developing broad generic skills. 3. Partnership approaches: Universities and technical schools provide customized training for companies utilizing internal and external characteristics. This is becoming very common of colleges, and managers should know the administrator responsible for continuing education at all colleges in their communities. There are advantages to these because these representatives are education and training professionals who know how to deliver instruction and have lots of instructional support systems, they can develop valid and reliable systems of evaluation and utilize results. These can also reduce the cost of training for companies, and provide credibility, formalization, and flexibility. Credibility is built through grade reports, transcripts and completion certificates. STANDARDIZATION is big and is done through train the trainer workshops PEOPLE LEARN BEST WHEN THE LEARNING APPROACH USED INVOLVES THEM SEEING, HEARING, SPEAKING AND DOING

Improving communication

1. Keep up to date 2. Prioritize and determine time constraints 3. Decide who to inform 4. Determine how to communicate(Combination will probably be more effective) 5. Communicate and follow up 6. Check information and obtain feedback

Building teams and making them work

1. Makeup and size of teams = composed of people most likely to satisfy the mission. Depends on type of team, departmental-within a department, process improvement- cross departmental lines. Membership should be open to any level, the greater the mix, the better. 2. Choosing team members = more volunteers than openings, choose a broad mix 3. Responsibilities of team leaders 4. Other team members = most teams will need a team recorder and quality adviser. Recorder takes minutes and assists with correspondence. Quality adviser focuses on products and how decisions are made, breaks down tasks into component parts, plan and prepare for meetings, help team learn to use scientific approach, help team members convert their recommendations into presentations to upper mgmt. Keep team focused on peak performance of processes and products/continual improvement of all 3. 5. Creating the team's charter = charter explains team's reason for being and ground rules(mission and ground rules). Goals follow mission statement in quantifiable terms. Ad hoc teams include goals, permanent don't 6. Developing mutually supportive peer relationships= collegial relationships can be the difference between a high performing team and a mediocre one. "We" rather than "me" 7. Promoting diversity in teams= managing diversity, more diverse than ever. Diversity in teamwork can be promoted through - continually assessing circumstances, give team members opportunities to learn(people naturally distrust those who are different)

Communication levels

1. One-on-one = involves one person communicating with one other person through face to face, telephone call, or even a simple gesture or facial expression 2. Team or unit level = communication within a peer group(all team members involved at once) 3. Company level communication = communication among groups(meeting with various company departments) 4. Community-level communication = Groups both inside and outside a company(sales force communicating with clients, purchasing department communicating with vendors)

Resolution strategies for team conflict

1. Plan and work to establish a culture where individuality and dissent are in balance with teamwork and cooperation. SEE BOOK

Four step teaching model

1. Preparation: encompasses all tasks necessary to get participants prepared to learn, trainers prepared to teach, and facilities prepared to accomodate the process. Preparing participants means motivating them to want to learn can be personal or facility based 2. Presentation: Presenting the material participants are to learn(demonstration, lecture etc...) 3. Application: Giving learners opportunities to use what they are learning, can be simulation activities, or hands-on activities. 4. Evaluation: Matter of determining the extent to which learning has taken place, doesnt need to be a complicated process if objectives were measurable and observable. Preparing instruction involves: preparing the instruction, preparing the facility, preparing the learners(important to accomplish all 3 before presenting). Course outline(statement of purpose and list of outcomes) must exist summarizing major topics and explaining what listener should be able to do after completion as well as a brief statement of purpose. LESSON PLANS = road maps or blueprints for actual instruction, they standardize instruction(all include lesson title/number, statement of purpose, learning objectives, and training aids list, instructional approach, application assignments, evaluation methodology) When applying instruction, learners must be given opportunities to apply what they are learning

Customer driven organization

1. Promptly follows through on promises 2. Can be trusted 3. Has credibility 4. Attends to even the smallest details 5. Responsiveness These exemplify the following mgmt characteristics: 1. effective communication with customers and their personnel concerning customer needs 2. use of customer specific metrics 3. Systematic use of customer feedback 4. Customer-focused organizational structure

Innovation and customer retention

1. Target the opportunity 2. Explore the idea 3. Develop alternatives 4. Optimize the solution 5. Commercialize the innovation Creativity by itself is not an innovation. Creativity is the idea, invention is the prototype, but innovation has not occurred until the product is produced and marketed.

Planning Phase

4. Set SPC objectives(set by committee, measure against them, review from time to time to ensure validity, must be in place and understood by all) 5. Identify Target processes(cant apply SPC to all processes at once, select a few pilot processes for initial impl. Pick the ones that are most understood and have meaning, best chance of quick success. Consider chronological flow and start at front) 6. Train appropriate operators and teams(training must make clear the significance and the objectives of the work to be undertaken, participants will be operators engineers and quality specialists, only employees involved in the initial SPC projects should be trained first) 7. Ensure repeatability and reproducibility of gauges and methods(instruments calibrated and certified and produce the same results for different operators) 8. Delegate responsibility for operators to play a key role(make operators aware that they are in charge of maintaining SPC control charts, collecting and plotting data, and taking appropriate action)

Execution phase

9. Flowchart the process(only when graphical representation exists can process be fully understood, development of charts should be responsibility of special teams composed of process operators internal suppliers and customers and support members like engineers and other specialists) 10. Eliminate special causes of variation(best with use of cause and effect diagram, should be a team effort among process operators, internal process suppliers, engineers etc... Keep operators at center of the activity and give them OWNERSHIP) 11. Develop control charts(statistics expert) 12. Collect and plot SPC data; Monitor(plots should be inside control limits with random variation around process average, no tweaking) 13. Determine process capability 14. Respond to trends and out of limits data(respond to runs above process average or control limits, these indicate error with the data or special cause variation. Process should be stopped until cause is identified preventing production of defective units) 15. Track SPC data(provides adequate picture of production capability, quality of processes, trends, where resources are needed) 16. Eliminate the root cause of any new special causes of variation(help must be readily available) 17. Narrow the limits for continual improvement(process average centered on specification average and 3SD limits are narrowed)

Process capability

A process is capable if its frequency distribution is a bell-shaped curve centered on the specification average and with the 3SD spread coincident with, or narrower than the specification limits. If specification limits are INSIDE the 3SD spread, the defect rate will be higher; if they are OUTSIDE, the defect rate will be lower. Two methods exist, the first assumes the bell curve is centered on the specification average called Cp, the second does not assume alignment of the process average and the specification average called Cpk. It is possible to have a process in control and not capable of meeting customer specifications. Cpk = (USL - Xbar)/3SD & (Xbar- LSL)/ 3SD, and take the SMALLER of the two. IF it is =1, spec limits and average are coincident with process limits, <1 specification limits are tighter than the process spread and high defect rate, vice versa for >1

Statistical Process Control(SPC)

A statistical method of separating variation resulting from special causes from variation resulting from natural causes in order to eliminate the special causes and to establish and maintain consistency in the process, enabling process improvement. Everything done in the workplace is a process and they are all effected by the FIVE M's(environment and machines, materials, methods, measurements, manpower). If all of these are perfect and in congruence then the process will be in statistical control meaning there are no special causes adversely affecting the process's output, but this will not mean all output will be perfect because NATURAL VARIATION still exists. SPC does not eliminate all variation in the process but it allows workers to separate the special causes of variation(five M) from the natural variation. When this is achieved in a 3 sigma process, 99.73% of output can be within statistical control limits and improvement can begin. NATURAL VARIATION can never be eliminated, but its range can be continually narrowed. Elimination of special causes is NOT process improvement. SPC starts when someone starts cleaning up the process, and quality tools can be used to eliminate special cause as well as improving processes that are in control

CEDAC approach

Acronym for cause and effect diagram with addition of cards. Based on 3 conditions: a reliable system, A favorable environment, Practicing as teams. Improvements may come only in small increments which is acceptable and desirable. Steps are: 1. Draw the basic diagram 2. Select the focus of improvement efforts 3. Name a project leader 4. Establish a measurement method 5. Establish an improvement goal and date 6. Format the effect side of the diagram 7. Collect fact cards for cause side 8. Collect improvement cards 9. Implement and test improvement ideas 10. Select cards for standardization

Structural inhibitors of teamwork

An administrative procedure, organizational principle, or cultural element that works against a given change. Organizations often make the mistake of espousing teamwork without removing structural inhibitors which guarantees failure. Structural inhibitors that are commonly found: -Unit structure= teams work best in cross functional vs traditional structure -Accountability = must feel accountable to customers, not mgmt, MANAGERS should be internal emissaries for consumers -Unit goals = overall processes vs task oriented -Responsibility = responsible for team performances not individual tasks - Compensation and recognition = two most common stumbling blocks, work best when both team and individual merits are compensated -Planning and control = managers and teams should work together to plan and control the work. Managers shouls be diligent in rooting out others that exist in the organization. Focus groups of employees should be used to identify structural inhibitors because they are the closest to them everyday.

C-Chart

Another method for attributes data, these are used when the data are concerned with the number of defects in a piece. Data are collected by inspecting samples on a scheduled basis and logging the number of defects detected, they can also be logged by type. C-chart data are the simple sum of all the defects found in each sample piece, samples for this chart are units that may have multiple defects. 1. "c bar" = total number of defects/number of samples 2. UCL = c bar + 3(sq rt of c bar) 3. LCL = c bar - 3(sq rt of c bar) As process improvements are implemented and verified, recalculating the average and limits will be necessary, when a process is really improved, it will have less natural variation and the original average and control limits will no longer reflect the process and their continued use will invalidate the control chart.

Rewarding team and individual performance

Attempts to institutionalize teamwork will fail unless the proper rewards are in place, the proper rewards should combine both individual and team compensation, and have Base individual compensation, individual incentive compensation, as well as team-based incentive compensation(can be based on level of effort). Proportionality is a very important concept with rewards. 4 step implementation process consists of 1) decide what performance to measure, 2) Determine how to measure performance, 3) Identify the rewards to be offered, 4) Integrate related processes. Things other than money can be used, non-monetary rewards can be an effective incentive, but you must be aware of individual preferences.

Rationale for SPC

Can be explained related to 5 key points: 1. Control of variation: with no special causes, 99.73% of process output will be within 3 SD's and the variation is a result of natural causes and it can be represented by a bell curve. Goal is to narrow the curve. Variation is the enemy of quality. If special causes remain, improvement is pointless because results will be masked by effects of special variation. Control charts have limited value until special causes are eliminated all TQM tools should be included, all of these help control variation 2. Continual Improvement: in terms of processes which yields product improvement, can reside in engineering department. It is crucial to understand a process before it can be improved. Without SPC process improvement takes a hit-or-miss strategy, SPC lets improvements be applied in a controlled environment measuring results scientifically. 3. Predictability of processes: Lets managers know capabilities and its clear whether customer requirements can be met. Unpredictable processes make it hard to live up to commitments. Orgs. must have predictable, stable, consistent processes achieved through SPC 4. Elimination fo waste: inspections are waste, which is expensive and result from processes being out of control. When waste is reduced, COGS decreases and quality increases. SPC is key to eliminating waste 5. Product inspection: inspection is expensive and if it can be reduced and quality maintained, money can be saved and competitiveness enhanced. 100% or sampling inspection can be done. Sampling inspection is cheaper but processes MUST be in control for them to be used, SPC must first be in place.

Affinity diagrams

Can be very useful for analyzing large amounts of customer feedback to develop trends and make improvements, the steps for developing are: 1. Form a cross-functional team from all key functional areas 2. Ask team to investigate what customers dislike most about the product 3. Study data from feedback and develop categories 4. write all feedback categories on flipchart 5. sort all categories into related groups 6. develop header categories 7. using header cards draw an affinity diagram From the feedback it can be determined if changes in the manufacturing process, packaging process or other key processes are needed.

Teams response to conflict

Can depend on psychological makeup, the quality of the team leadership, status of relationships within the team and even seemingly unrelated outside factors like financial or domestic problems. Positive responses resolve conflict in a way that builds team unity and support team's mission. 1. Personally negative responses- harmful to individual in question but not other team members(denial= draw them out and let them vent, retreat= walking away from conflict without engaging mental retreat is more common, and suicide= rarest happens with continual conflict with no end in sight)Very important for team leaders to know their team members well to eliminate personal negative response. Acting immediately is key

Establishing a customer focus

Common characteristics of companies that do this: -Vision, commitment, and climate(Customer satisfaction is focus of all organizations actions) - Alignment with customers("we", customers involved in selling, never overpromised, customer valued attributes understood, feedback and input incorporated with product devel.) -Willingness to find and eliminate customers' problems(processes with no value eliminated, feedback sought continually, complaints analyzed) -Use of customer information(emps. know customer defined quality, "real customers", understand needs) -REACHING OUT TO CUSTOMERS(easier for customers to do business, beyond call of duty, resolve all complaints, convenient for customers to complain) -COMPETENCE, CAPABILITY, AND EMPOWERMENT OF PEOPLE(employees knowledgeable) -CONTINUAL IMPROVEMENT OF PRODUCTS/PROCESSES companies must figure out which of these are present and which are missing

Communicating with customers

Continual communication is required because customer needs change rapidly. Must extend to both internal and external customers(outside and within). This wont eliminate risk, but it will ensure that products get the best possible reception in the marketplace. It is critical to know your customers operations(how they use your product). Answering these questions can lead to benefits like product enhancements, improved productivity, and internal improvements. Customers dont always use products in the way a supplier assumes, if their operations are known, the greater the likelihood of long-term customers. Customer feedback should be used to supplement the data collected from input based processes.

Control charts for continual improvement

Control charts of all types are tools for continual improvement because they provide alerts when special causes are at work in the process, and they prompt investigation and correction. When special causes have been removed and data is between control limits, work can begin on process improvement, as process improvements are implemented, control charts will either ratify improvement or reveal that anticipated results were not achieved. It is impossible to know whether anticipated results were achieved unless the process is in control because any change you put into the process can be linked directly to any shift in the subsequent data. As the process is refined and improved it is necessary to update chart parameters, once charts are in control the charting does NOT STOP, data must be continuously collected and plotted as they become available so that the person managing the process will be alerted at the first sign of trouble. Control charts are the statistical device that enable SPC on the shop floor or the office.

Customer satisfaction process

Customer focus is part of a process that leads to continual improvements in the organization and in turn result in customer satisfaction. Because resources are limited, they must be applied where they will do the most to improve customer sat. and retention. The process is: 1. Identify customers 2. Identify product or service attributes valued by customer 3. Prioritize these attributes 4. Determine customer satisfaction with attributes 5. Tie customer feedback to your process 6. Develop metrics 7. Implement monitoring at the lowest levels 8. put the most effort into high value attributes 9. focus on process areas that have best opportunity for improvement 10. continually update customer feedback and input 11. Communicate continually with stakeholders 12. ensure management review of metrics continually.

Customer defined quality

Customers define quality in a total quality setting meaning they must be the organization's top priority. Reliable customers are the most important customers(they buy repeatedly from the same organization), they are reliable if they are satisfied with the quality of their purchase making customer satisfaction important. Customer satisfaction must be renewed with every new purchase, satisfaction implies continual improvement its the only way to keep customers satisfied and loyal. Organizations must have an outward looking approach with a customer focus. The key to establishing a customer focus is putting employees in touch with customers and empowering employees to satisfy customers(in person contact, phone, data)

Evaluating training

Evaluating training begins with a clear statement of purpose, the broad purpose is different from more specific objectives which translate the purpose into more specific measurable terms. Purpose of trainnig is to improve the knowledge, skills, and attitudes of employees and the overall quality of the organization increasing competitiveness. Must know these things to know if training improved performance: Was the training valid(consistent with objectives), Did employees learn, Has the learning made a difference. Evaluating validity is a two step process where first step is comparing written documentation for the training with the objectives and the 2nd is determining whether actual training provided is consistent with documentation. Determining whether employees have learned is a matter of building evaluation into the training, if this is true and training is valid, then performance should be effected(quality and productivity). Know whether employees can perform new tasks, has quality improved, is setup time down, is process time down and throughout time down.

Benefits of training

It is critical to competitiveness that employers understand the need for training that results from such factors as intense international competition, rapid and continual change, technology transfer problems and changing demographics. Only 30% of companies train skilled personnel which is bad. The benefits of training build upon themselves, focusing too intently on direct applicability is a mistake any kind of learning can be beneficial. Benefits include: -fewer production errors -Increased productivity -Improved quality -Decreased turnover rate -Lower staffing costs -Improved safety and health -Fewer accidents -Minimized insurance costs -Increased employee flexibility -Better response to change -Improved teamwork -More harmonious employee relations

Communicating verbally

Extremely important in a total quality setting, managers can improve these skills by focusing on these factors: -Show interest(look in the eye, spread eye contact) -Be friendly(patient, friendly and smile) -Be flexible -Be tactful(hammer in the nail without breaking the board, thinking before talking, delicate messages) -Be courteous(show concern for receivers needs, don't monopolize, allow questions and clarification) MANAGERS should also be effective in asking questions its how managers get at what employees really think and feel. General rules for questioning are:-Drop your defenses(what is said rarely matches what is felt, dropping defenses first encourages employees to follow) -State your purpose(let receivers know why you are asking) -Acknowledge emotions(nonjudgemental acknowledgement, elephant in living room) - Use open ended questions and phrase questions carefully(questioned does most of the talking, you do most listening)

Communicating in writing

Crucial for total quality 1. Plan before you write(planning sheets) 2. Be brief(avoid overload, state purpose, points and tell recipients what you want them to do) 3. Be accurate(avoid vague phrases, identify specific dates, numbers and quantities) 4. Practice self editing(first draft= what, 2nd draft = how) You must also be able to WRITE BETTER REPORTS: 1. Define the problem(problem statement brief, to the point) 2. Develop a workplan(list of tasks to be completed and projected date, develop table of contents) 3. Gather relevant data 4. Process findings(Information =data converted into a useful form, convert data into information from which recommendations can be made, analysis and synthesis) 5. Develop conclusions(what caused problem, based on hard facts, stated objectively, no personal opinions) 6. Make recommendations(arrange in order of priority, specific and detailed with people responsible, costs and time frames)

Personality and communication

Describes a relatively stable pattern of behavior, thought, motives, emotions, and outlook that are distinctive to a given individual and that characterize the individual throughout life. Everyone's personality is different, but the following characteristics are central to most people: -Introversion vs extroversion -Neuroticism vs emotional stability= describe how emotionally stable, more neurotic means more anxiety -Agreeable vs stubborn = good natured or irritable -Conscientious vs undependable= persevering or fainthearted, and steadfast or fickle -Open to experience vs preference for the familiar = extent to which somebody is creative, imagining, questioning, artistic, and capable of creative thinking or is conforming and predictable.

Identifying internal customer needs

Ensuring that employees and departments who depend on another communicate their needs to each other continually. Can't assume communication will just happen, must be encouraged and facilitated through quality circles, self-managed teams, cross-departmental teams and improvement teams. Training that promotes communication and helps improve communication skills is important.

Reduce sources of varaition

First step is identifying sources of variation that can be traced to differences among people(level of capability, training/education, experience and motivation), machines(age design, and maintenance), measurement instruments, material sources, operating conditions and time of day. Use control charts to eliminate special variation and a plan for continual improvement is developed. Best way to improve the design of a process is through an active program of experimentation designed through: 1.Define the objectives of the experiment 2. Decide what factors to be measured 3. Design an experiment that will measure critical factors and answer relevant questions 4. Set up experiment 5. Conduct Experiment 6. Analyze results 7. Act on results

Rationale for training

Found in the need to compete, to survive globally, organizations must be able to compete globally. These companies must have world class employees to win the competition for market share. Several factors combine to magnify the need for training including: 1. Quality of the existing labor pool(preparedness and potential. High quality pool is where members are well schooled with fundamental skills like reading writing listening speaking. American companies must focus on the basics before higher level material. U.S. gets less for its money) 2. Global competition 3. Rapid and continual change(change is rapid and employees knowledge must be updated accordingly, relative literacy of workforce determines ability to keep up, very big obstacle if employees are illiterate) 4. Technology transfer problems(diffusion is training dependent it is moving new technologies into the workplace where they can be used to enhance productivity, quality and competitiveness, new technologies by themselves don't enhance productivity. 2 inhibitors to technology transfer are fear of change and lack of know-how) 5. Changing demographics(know how to work with diverse groups)

Rationale for continual improvement

Fundamental to success on the global marketplace, company that just maintains the status quo in areas like quality, new product development, adoption of new tech, and process performance is like a runner who stands still. Customer needs are not static

Responsibilities of team leaders

Highest level employee is not automatically team leader, when choosing the leader must perform: -Serve as the official contact between the team and the rest of the organization -Serve as the official record keeper(even if not taking, still must distribute and file) -Serve as a full fledged team member but exercise care to avoid dominating team discussion. -Implement team recommendations that fall within the team leader's realm of authority and work with upper management to implement those that fall outside of it -motivate, monitor, and mentor

Workforce literacy

Illiteracy is becoming more of a problem because of technological advances and the need to compete internationally, it hinders competitiveness. Broader definitions of literacy go beyond just reading and writing to include speaking, listening and mathematics. Old views of what constitutes literacy no longer apply. Basic skills necessary for effective workers are increasing the number of people able to fill high skilled jobs is decreasing. Impacts of illiteracy are: -difficulty filling high skilled jobs -Lower levels of productivity and competitiveness -Higher levels of waste -Higher potential for damage to sophisticated tech systems -Greater number of dissatisfied employees in the workplace To improve this companies are providing remedial education through universities or private organizations.Functional literacy differs for every company

Quality function deployment

Important for using customer feedback and making Continual improvements. This was to know that a product will meet customer needs before it is put in production. It is an integrated approach to product development and quality in all preproduction activities, and its a model for incorporating customer input and feedback into product development. It establishes an operational structure for building in quality. Even a perfectly manufactured product may not satisfy the customer. It allows for the systematic incorporation of customer needs, production capabilities and capacity, and consists of the following basic activities: -Deployment of customer requirement -Deployment of measurable quality characteristics -Determination of the correlation between quality needs and characteristics -Assignment of numerical values to each quality characteristic -Integration of quality characteristics into the product -Detailed design, production, and quality control for the product

Team Negative response

Individuals involved attack each other. Can be covert backstabbing, grievances, lawsuits, physical assault, or murder. Can lower team morale, important to act quickly because they are cumulative in nature

The Kaizen Approach

Japanese name for continual incremental improvement, means making changes for the better on a continual never-ending basis. Improvement aspect refers to people, processes, and products. If this is in place, all aspects should be improving all the time, good enough is never good enough. -Kaizen Value system: continual improvement of all things, at all levels, all the time, forever. Exec managers, middle managers, supervisors and line employees all have key roles. -Role of executive mgmt: responsible for establishing Kaizen as the overriding policies ensuring full deployment and establishing systems procedures and structures promoting Kaizen. -Role of middle managers: implement policies established by executives, maintain and improve work standards, make sure employees have needed training -Role of supervisors: apply kaizen in functional roles, improve workplace communication and morale, take and make suggestions -Role of employees: teamwork activities, suggestions, self improvement Five S approach is taken: Sort, Store, Shine, Standardize, Sustain as well as the FIVE W'S and One H, AND FIVE M(man, machine, material, methods, measurement)

Customer loyalty vs profitability

Loyalty is desired but profitability cannot be overlooked. The goal is to have customers that are loyal and contribute to organizations profitability. There is not an automatic positive correlation. Customers who are profitbale are not always loyal and wont always remain profitable. Different customers need to be treated different ways. Four strategies for dealing with different customers: 1. Butterflies(High prof/short-term) = transactional satisfaction, work as long as they are active, be wise about when to break relationship 2. True friends(High Prof/long term) = communicate consistently don't overdo, attitudinal and behavioral loyalty, create customer delight 3. Strangers(Low prof/Short term) = make the most profit on little transactions, dont invest in relationship 4. Barnacles(Low prof/Long term) = determine buying potential, if they have high potential up sell and cross sell, if low potential impose strict cost control

Customer retention

Measuring customer satisfaction alone is not enough to measure success, customer retention is another important measure. Even satisfied customers will migrate to a competitor. This is a more accurate measure of customer loyalty than customer satisfaction, it is the desired end. To retain customers over the long term, organizations must turn them into partners and proactively seek their input rather than waiting for and reacting to feedback provided after a problem has occurred. The following strategies can be used: -Be proactive-get out in front of customer complaints(feedback processes are weak because they are activated by past problems, based on the assumption that dissatisfied customers will lodge complaints, information is often sketchy) -Collect both registered and unregistered complaints(go beyond what is said, use follow-up interviews, use sales representatives) The best way to keep a customer loyal is to CONSISTENTLY PROVIDE SUPERIOR VALUE(cost quality and service). Loyalty is a measurable behavioral concept

Customer input

Much more efffective than customer feedback, it is customer information provided before a problem occurs. It can be collected through focus groups(customers who agree to meet periodically to point out issues before they become problems). Focus groups can help overcome all 3 weaknesses of the feedback process. Focus groups do not depend on the willingness of customers to provide complaints(preemptively agree). There is discussion, debate, and give-and-take. Focus groups must consist of participants who understand what they are being asked to do and input from one often sparks input from another, members should change periodically for fresh ideas. Input groups differ because it is from individuals, not groups. Other methods include test customers(people who do business with organization and report opinions, employees shouldnt know who these people are but they should be aware of tests), and customer surveys(brief and should be different customer group every time)

Management's role in continual improvement

Must actively participate, can not promote simply through words or hand off to subordinates to execute. Management must play the necessary leadership role through:-establishing an organization wide quality council and serving on it -Working with the quality council to establish specific quality improvement goals with timetables and target dates -Providing necessary moral(commitment) and physical support(resources needed to accomplish objectives) -Scheduling progress reviews and giving recognition -Building continual quality improvement into reward systems

Communicating corrective feedback

Must be communicated properly to be effective using these guidelines: -Be positive -Be prepared(focus on behavior, no personality traits) -Be realistic(don't expect change from something they cant control) -Don't be completely negative Two approaches that can be used are: 1. Talk-question-listen = tell employee about behavior, ask for for input, and listen to input. Success if employee leaves feeling issues are important and is appreciative of input 2. Listen-question-talk = Listen first, might need open ended questions and when employee starts talking, listen. Ask what you think they think can be done to improve

Recognizing teamwork/Team players

Recognition is one of the strongest human motivators and people NEED to be recognized. Exs include writing letters, employee of the month, wall of fame. When developing recognition options, the following rules of thumb should be used: 1) Involve employees in identifying the types of recognition activities they want, 2) Change the list of recognition activities periodically, 3) Have a variety of recognition options for each level of performance.

Inhibitors of SPC

Must be management commitment because of start up costs with implementation, most common inhibitor is lack of resources: 1. Capability in statistics: good statistician is necessary many companies don't have this, might have to hire externally. The danger of not having one is developing SPC program that is statistically invalid 2. Misdirected responsibility for SPC: The owner of the process in question should be the person responsible for SPC and should be the one who can make the best use of SPC, they should also be responsible for collecting and logging data ensuring validity. Must not simply be "checking in", Statisticians should not receive ownership, process operators are the right choice 3. Failure to understand target process(use flowcharts) 4. Failure to have processes under control 5. Inadequate training and discipline(trained in data acquisition, plotting, and interpretation for control charts, and the use of the 7 tools, SPC and tweaking don't make a good pair, let process run hands off no tweaking only acceptable means of reducing variation is permanent improvement) 6. Measurement repeatability and reproducibility(different operators same readings) 7. Low production rates(SPC is definitely possible for low production processes)

Structure for quality improvement

Must be undertaken in a systematic, step-by-step manner Mobilizing for quality improvement involves 3 steps: 1. Establish a quality council(has overall responsibility for improvement, must launch coordinate and institutionalize improvement, must include executive level decision makers) 2. Develop a statement of responsibilities(formulate policy, set benchmarks, establish team and project selection processes, provide necessary resources, launching quality improvement projects, establishing quality measures, establishing quality measures for monitoring progress and undertaking monitoring efforts, implementing an appropriate reward and recognition program) 3. Establish the necessary infrastructure(subcommittees assigned responsibility for specific duties, project improvement teams, quality improvement managers, quality training program, structured improvement process)

Identifying training needs

Must know what training is needed, training just the managers is like training only the coaches not the players. In a total quality setting eery employee needs continual training but key to ROI is to place training on who needs it most and that it promotes the goals of the organization(quality, productivity and competitiveness). BOTTOM UP, second criterion involves assessing training needs: what knowledge/skills do employees need to be world class vs what knowledge/skills do they currently have, the difference between the two identify training needs.Assessing training needs done at two levels:individual and organizational. OBSERVATION is a key method in recognizing training needs. A more structured way to identify is to ask employees to state needs in terms of job knowledge, as well as brainstorming sessions focusing on needs(beneficial when employees are comfortable speaking out). The most structured method is JOB TASK ANALYSIS SURVEY where surveys are created and distributed identifying which skills they have and which they need. Involve employees in the development of the surveys. Another method is to use quality circles which are more open to admitting there needs. AFTER NEEDS ARE RECOGNIZED, WRITE TRAINING OBJECTIVES(manager), make them specific and in behavioral terms containing action verbs

Essential improvement activities

Not about solving problems as they occur(putting out the fire), must find causes of them. Do the following 5 activities: 1. Maintain communication(share before during and after attempting to improve all people effected should be informed about what why and how) 2. Correct obvious problems 3. Look upstream(look for causes not symptoms) 4. Document problems and progress 5. Monitor changes(sometimes solutions wont fix problems, no interference with monitoring)

Instructional methods

Numerous methods exist with the most common being lectures and e learning. Technology is often used with other methods to enhance the quality and retention instruction(lecture supplemented with ppt). 1. Lecture/discussion method: oldest, most familiar and most used/abused. Planned, structured and sometimes illustrated method of communicating info to a group of people. One-way by itself, discussion helps overcome this. It is an effective way to communicate to large groups, it allows instructor to generate enthusiasm. Can be used when dealing strictly with data(no skills development), participants need to be motivated, not available in print, sharing will enhance learning, interaction is dessired. DON'T USE when subject matter deals with skills development/how-to info, student-teacher interaction is possible, no need for interaction. Participants must be throughly prepared for lectures(outline, note unclear ideas, annotated outline). Opening, Body, Closing. Don't dominate, facilitate 2. DEMONSTRATION method: instructor shows participants how to perform certain skills or tasks key is preparation. Checklist in book pg(189). Showing is important but ppl learn best by doing so must follow up with hands on activities. 3. CONFERENCE method: good for corporate training settings, less formal than classroom and requires trainer as a facilitator not teacher. Problem-solving teaching method, must be good at defining the problem. Should result in well informed participants and solution for problem 4. Multimedia Methods: Simulation(structuring training activity to simulate live situation), DVDS, Programmed instruction(individualized, info presentation/info review, questions/problems, self-test), Online instruction(not passive, requires active participation)

Positive responses

One that resolves the conflict in a way that promotes team unity and serves the team's mission. Most positive response is when team members work out their differences like adults. The important thing is that they settle differences in a positive way, and they settle differences without involving other team members or the supervisor. If not possible, conflicts should be taken to the team leader. What makes it a positive response is NOT involving other members of the team becasue it can lead to side choosing and detract from peak performance. Team leaders can use mediation, or arbitration where leaders are the judge. Taking conflict to team leader can let down the team, it is the worst of the positive responses. Teams function best when they can disagree without being disagreeable and without conflict becoming personal

Management's role in SPC

Only management can establish the production quality level, and SPC and the continual improvement that results from it will transcend department lines, making it necessary for top management involvement.Budgets must be established and spent, something that can be done only by management. 1. Commitment: absolute necessity, SPC is typically a new culture and nobody can mandate it except mgmt. Departments address their own agendas, making top management commitment necessary. 2. Training: must provide the necessary training for SPC the minimum mgmt involvement involves providing sufficient funding but mgmt will usually conduct some of the training allowing them to learn it better and employees understand SPC is a priority 3. Involvement: if employees see mgmt involved, they see its a powerful activity and they tend to align efforts with things they perceive as important to top mgmt. When it comes to process improvement, mgmt must be involved as they are the only ones who can spend money for new machines or authorize changes to the procedures and processes. Without mgmt involvement, neither process or product improvement will occur.

Authority over processes and production

Operators using SPC must have the authority to stop the production process when SPC tells them something is wrong. As long as control chart points vary about the process average but dont penetrate a control limit, the process is in control, but once a penetration is made or a run of several plots all on one side occurs, the process might need some attention, and the operator should be able to stop the process immediately. Eliminate implies that the problem is corrected for good. Under SPC and total quality the emphasis is not on maintaining production regardless, but on eliminating any cause of substandard quality the moment it comes up making it necessary for operators to be able to stop processes as needed.

Customer Value analysis

Organizations that dont know what their customers value run the risk of wasting valuable resources and improve the wrong things. The process used to determine what is important to customers uses the following steps: 1. Determine what attributes customers value most(surveys, no priority assigned yet) 2. Rate the relative importance of the attributes 3. Assess your organization's performance relative to the prioritized list of attributes 4. Ask customers to rate all attributes of your product against the same attributes of a competitor's product or service(provides a relative basis for improvement) 5. Repeat the process periodically(customer preferences might change as well as competitors attributes)

Orientation training

Orientation is very important and it is often plagued by these errors: 1. Insufficient information 2. Too much information 3. Conflicting information These 3 problems can be prevented by: -Base orientation topics on a needs assesment(afford privacy, ongoing access to info/people/resources, reflect organizational culture) -Establish an organizing framework(logically and step-by-step) -Establish learner control(self-paced and individualized) -Make orientation a process not just an event(don't front load) -Allow people and personalities to emerge -reflect the organizations mission and culture -Have a system for improving and updating(successful organizations are not static)

Communication as a process

Process with several components including: The MESSAGE, the Sender, the RECEIVER, and the MEDIUM. Sender is the originator of the source or the message, the receiver is the person or group for whom the message is intended, the message is the information/idea/feeling/intent that is to be conveyed understood and acted on, the medium is the vehicle used to convey the message. Four basic categories of media: 1. Verbal(face-to-face, telephone, speeches,, public address, press conference, other ways to convey spoken word) 2. Nonverbal(includes gestures, facial expressions, and body language) 3. Written(letters, memorandums, billboards, bulletins, conveying written word) 4. Electronic(transmission of digital data as well as any other form of electronic transmission that can be converted into a message and understood by humans) Inhibitors still exist despite how advanced communication has become

Development of improvement plans

Project improvement team consisting of people closely associated with the problem including the process operator and representatives from every unit involved in carrying out improvement strategies will be established after a project is selected. First step is developing a mission statement, after this the plan can be developed in 5 stages: 1. Understand the process(flowchart to eliminate ambiguities and provide common understanding) 2. Eliminate errors 3. Remove slack(analyze all steps and determine whether they serve a purpose, few processes cant be streamlined) 4. Reduce Variation(common or special) 5. Plan for continual improvement(plan-do-check-adjust cycle)

Customers as innovation partners

Small amount of companies involve customers in innovation of products, the driver of this is the customization revolution. Customers demand products that are suited to individual needs and its difficult to determine what those are so they are involved in innovation. With this approach suppliers are still responsible for research and development, but design, prototyping and testing phases are turned over to the customer. This approach increases the rate of product change requiring manufacturers to be more flexible. This approach isnt appropriate in every case and is suitable when: -An organization has shrinking market segments and customers are demanding customization -Organization and customers need many iterations before the right solution -Organization and competitors use high-quality computer simulation and rapid prototyping to develop new products.

Coaches

Teams are COACHED not bossed. Coaches are facilitators of team development and continually improved performance. They take the perspective of leading the team in a way to achieve peak performance on a consistent basis through the following: -Coaches give teams a clearly defined charter - Coaches make team development and team building a constant activity -coaches are mentors -Coaches promote mutual respect between themselves and team members and among team members -Coaches make human diversity within a team a plus Discrimination by inertia is when the demographics of a team change but its habits, traditions, procedures, and work environment do not.

Characteristics of effective teams

Teams dont always work well, if ran poorly they can damage an organizations performance. Need these cahracteristics: -Mutual support(they are mutually dependent) -Challenge(dont expect too much or too little) -Singleness of purpose -Trust(wont work with people they dont trust) -Participation(all participate, nobody dominates) -People skills -Accountability(self assessment is constant) -Reinforcement(recognize and reward) Diverse employees, properly managed and trained can make high performance world class teams

Implementation and Deployment of SPC

The single most important issue faced when implementing SPC is the cultural change that is implicit in using SPC. With SPC, the process operator is the one who ensures product quality and the quality department must step aside, now process operators scope must be expanded into new areas and they must be helped to develop the skills needed to cope with new requirements. When SPC is used, individual functions will turn into team functions. Interpreting control charts, determining root causes and developing ways to improve processes are new tasks that rise with SPC. SPC implementation is one area in which retention of an expert consultant has merit and to provide any benefit, the program must be statistically valid. Implementation steps are divided into 3 phases: PREPARATION, PLANNING, EXECUTION

Communication

The transfer of a message(information, idea, emotion, intent, feeling, or something else) that is both received and understood. No communication has occurred until the message is understood by both sender and receiver, applies to all forms(verbal, nonverbal, and written). Telling and hearing don't always result in communication. Communication by itself is not necessarily effective communication. Effective communication is when the message is received, understood, and acted on in the desired manner, sender's responsibility to ensure this occurs. EFFECTIVE COMMUNICATION is a higher order of communication involving receiving, understanding and acting on the message, it may require persuasion, motivation, monitoring, and leadership from managers. The key to communication is PERCEPTION, technology has removed the element of human connections managers should be attentive to human interrelationships, interdependence, and interaction.

Customer defined value

The value of a product or service is the sum of a customers perceptions for the following factors: Product/service quality, service provided by the organization, organization's personnel and image, selling price of product/service, overall cost of product/service. Having a good product is not enough satisfaction will be affected by how effectively, courteously and promptly customers are served. Organizations must be concerned with both substance and appearances image is defined by what customers believe to be true. Selling price is easiest characteristic to compare. The issue is complicated by the fact that customers place a different priority on these factors, making close and continual contact with customers important

Statistical control vs Capability

There is a difference, statistical control relates to the absence of special causes where all 9.7% of output will be within 3 SD but the process still might not be capable of producing a product that meets customer expectations. Control charts can clearly alert you to a capability problem, special causes must be eliminated and process must be in control before process capability can be established

Establishing a conducive communication climate

These climates are where people feel free to communicate and are expected to do so, two way informational flow, continual, intended to give people the info needed to achieve peak performance and continual improvement. Bad climate is where info is pigeon-holed, people are afraid to ask questions, and leaders consider knowledge as power. These strategies will help establish a conducive climate: -Communicate often and openly(avoid knowledge is power, communicate to empower) -Condense info making it easy to absorb, understand and remember(avoid burying people) -Communicate with everyone who can benefit from info(dont leave people out) -Avoid one way communication(encourage questions, comments, opposition) -Listen assertively and objectively

Interpersonal skills

Those needed for people to work together in a manner that is conducive to both personal and corporate success, essential in a total quality setting. People who lack these skills typically don't communicate well. Steps to ensure sufficient interpersonal skills: 1. Recognition of the need(managers must recognize the need for interpersonal skills) 2. Careful selection(need patience, empathy, tact, open-mindedness, friendliness, and to be a positive agent in helping others get along) 3. Training(most people arent born with these skills) 4. Measurement and reward

Managers as trainers, Principles of learning

To be good trainers, managers should have a thorough knowledge of the topics to be taught, a desire to teach; a positive, helpful, cooperative attitude; strong leadership abilities; a professional attitude and approach and exemplary behavior that sets a positive example. Managers should also be knowledgeable about the fundamental principles of learning and the four-step teaching method. The four-step teaching method is a basic approach to conducting training that has proven effective over many years of use. The PRINCIPLES of learning summarize what is known and widely accepted about how people learn and they are: -People learn best when they are ready to learn(explain why emps. need to learn) -People learn more easily when what they are learning can be related to something they already know -People learn best in a step-by step manner(logically sequenced) -People LEARN BY DOING(most important principle) -The more often people use what they are learning, the better they will remember and understand it(repetition and application) -Success in learning tends to stimulate additional learning -People need immediate and continual feedback to know if they have learned

Corporate training in the U.S.

Training can be compared in different ways, one being the percentage of companies that provide training to employees in each category and the average number of hours of trianing received by employees in each category. In the U.S. more companies provide training for managers more than any other category. In a total quality setting training is A BOTTOM UP enterprise where people who do the work receive top priority in allocation of training dollars(spending money where it will do the most good, those most actively involved in producing). Total quality assigns lowest training priority to managers. In the U.S. production personnel receive less training than personnel in all other categories which neglects quality. The mission of corporate training is becoming the maximization of competitiveness through continuous improvements in all elements of value(quality, cost, and service). U.S. businesses place an alarmingly low priority on the skills of their employees. Education and training for non-college bound students is better in Germany, Japan, Sweden and Denmark, these countries reorganize work in ways that call for multiple abilities and high levels of reading, math, science, and problem solving skills. This allows for the introduction of new products on shorter cycle times because workers can adapt quicker.

Control charts for variables data

Variables data is measured values and the most common charts used are X CHARTS and R CHARTS which plot the mean of samples(X) and the variation in each sample(R) over time. Basic steps are: 1. determine sampling procedures: sample size may depend on the kind of product, production rate, measurement expense and ability to reveal changes in the process. Sample measurements are taken in subgroups of a specific size typically from 3 to 10, for new processes frequency for sampling is typically 25 or more but can be reduced to 10 for existing processes with a sample size of 3 to 5. 2. Collect initial data of 100 individual data points in k subgroups of n measurements: avoid tinkering and old data 3. Calculate mean values of data in each subgroup 4. Calculate data range for each subgroup (R) 5. Calculate average of subgroup averages: this is the process average and will become the centerline of x chart 6. Calculate the average of subgroup ranges: centerline for R chart 7. Calculate UCL and LCL: Use given table of factors, these represent the 3 SD limits of the process averages and are dashed lines on control charts 8. Draw the control chart to fit calculations 9. Plot the data A2 represents a confidence factor, as it increases, the farther apart UCL and LCL are. If charts have points outside control limits, get rid of those points and recalculate, if after 1 or 2 iterations and points till fall outside limits, then we must stop and the process is too unstable for control charts and must be cleared of special causes

Selecting the appropriate communication method

Written communication is generally more effective in communicating general information and information that requires action on the part of employees.(new company policies). Verbal communication is appropriate when reprimanding employees or attempting to resolve conflict between or among employees. Written communication is less effective when immediate action is required, when recognizing personnel for jobs well done, when reprimanding an employee, when resolving conflict between and among the personnel. Verbal communication is less effective when communicating a message requiring future action, when communicating complicated information like org. policies, when communicating progress reports to a superior, when communicating safety information. PROS OF ELECTRONIC COMMUNICATION:-instantaneous messaging -Sent to any number of people simultaneously -Easy and permanent storage -Acknowledged instantaneously -Forwarded to other parties, and can be prompted CONS: -Can't convey nonverbal aspects -People say things they regret and respond too quickly -Impersonal nature -Send too many messages because of convenience. It is second to only verbal communication as the most used