lecture 13b – managing quality improvement teams and projects (chapter 14) benefits of teams,...

LECTURE 13B – MANAGING QUALITY IMPROVEMENT TEAMS AND PROJECTS (CHAPTER 14)

Benefits of teams, Employee empowerment, Implementing teams, Projects (Tools), Project Manager characteristics

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Topics

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Why employees enjoy teams. Leading teams for quality improvement. Types of teams Implementing teams Managing and controlling projects Project manager characteristics

WHY PEOPLE ENJOY TEAMS

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Benefits of Teams

• Broad range of skills• Workload sharing• Increased flexibility• Synergy• Increased organizational learning• Balanced decision making

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Five Motivators

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1. Mutuality2. Recognition for personal

achievement3. Belonging4. Bounded power5. Creative autonomy

Employee Empowerment and Involvement - (1)

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Greater control over your work No penalty for making decisions that

don’t pan out Management is changing and

becoming more contemporary Management is committed to quality

improvement over the long haul

Employee Empowerment and Involvement - (2)

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Management will concede more control over company systems to you

Management values your ideas Management trusts you and is

worthy of trust in return You will be rewarded for making

decisions that benefit the company

Labor is capable of making decisions

Preconditions Necessary for Empowerment - (1)

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Clear authority and accountability Participation in planning at all

levels Adequate communications and

information for decision making Responsibility with authority

Preconditions Necessary for Empowerment - (2)

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Flattening Hierarchies for improved effectiveness

Team leader roles and responsibilities

Team rules

Types of Quality Improvement Teams

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Process improvement teams Cross-functional teams Tiger teams Natural work groups Self-directed work teams Technology teams Virtual teams

IMPLEMENTING TEAMS

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Facilitation

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Helping or aiding teams by maintaining a process orientation

Team Building

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

Examples of Teams

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Navy Seals Massachusetts General

Hospital Emergency Room Penske Racing NASCAR team Hewlett-Packard ERP

implementation teams

Meeting Management

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1. Developing meeting objectives2. Developing an agenda3. Designing the agenda activity

outline4. Using process techniques5. Parking lot

Conflict Resolution in Teams

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

Conflict Resolution in Teams – (1)

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There are 4 stages in conflict resolution:

1. Frustration2. Conceptualization and orientation3. Interaction4. Outcome

Conflict Resolution in Teams – (2)

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Leaders resolve conflict in different ways:

1. Passive conflict resolution2. Win-win3. Structured problem solving4. Confronting conflict5. Choosing a winner6. Selecting a better alternative7. Preventing conflict

Conflict Resolution in Teams – (3)

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Three alternative techniques: Avoidance Diffusion Confrontation

IMPLEMENTATION METHODOLOGY

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Process Improvement Methodology – (1)

• Management responsibility• Develop process improvement plan• Determine process or area to examine• Form and train Process/Quality Improvement Team

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Process Improvement Methodology – (2)

• Team: use coarse tools• Process flowchart• Check sheets and histograms• Pareto analysis <--- (iterative• Fishbone chart ---> steps)

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Process Improvement Methodology – (3)

• Team: use fine tools• Process control charts• Run diagrams• Scatter diagrams• + Failsafing

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Process Improvement Sequence – (4)

• Team• Determine process changes• Implement pilot process improvement • Measure and evaluate results• Repeat if results unsatisfactory; deploy full implementation if results

satisfactory

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PDCA (or PDSA) Cycle

• Also known as the Deming wheel, or Deming/Shewhart cycle or wheel

• 4 parts to the cycle• Plan - document and analyze

• Do - implement “improvement”• Check (or Study) - compare to desired state• Act - correct or standardize

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MANAGING PROJECTS

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Project Characteristics

• Definite beginning• Definite end• Long duration (often months or years)• Very low product quantity • Very high variety of tasks• Multiple tasks often being performed concurrently

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Tools

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Qualifying projects Project Charters Force Field Analysis Work Breakdown Structures Network Diagrams (PERT/CPM) Gantt Charts

Qualifying Projects

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Cost Benefit Analysis (CBA) Ct = Σ(Cd + Ci)

C = cost, t = total, d = direct, i = indirect

Payback Period PP = Ct/Ba

PP = payback period in time, Ba = annualized benefits

Difference between soft costs and hard costs (focus on hard costs)

Project Charters

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Help teams identify objectives, participants and expected benefits

Force Field Analysis

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

Score and sum the + and – forces

Draw a force field diagram

NETWORK DIAGRAMMINGWork Breakdown Structures, Pert/CPM Tools, Gantt Charts

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Work Breakdown Structures (WBS) and Task Analysis

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Create work breakdown structure (WBS)

Identify Outcome Measures (activities)

Identify Task (Activity) Times (estimates)

Single estimate vs. three estimates (O,P,M) Optimistic completion time Most likely completion time Pessimistic completion time

Identify Precedence Relationships

Planning Complex Projects - Work Breakdown Structure

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Project XProject X

Level 1

Level 2

Level 3

Level 4

Operations Management, Seventh Edition, by William J. Stevenson

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

PERT/CPM Conventions

• One starting point• One ending point• No looping back• Activities and events

• Activity on arrows vs. activity on nodes

• “Dummy” activity used to preserve integrity• Zero time and zero resources

• All activities entering a node must be complete before starting the next activity

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Activity-on-arrow Pert chart

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1

2

3

4

5 6

Locatefacilities

Orderfurniture

Furnituresetup

InterviewHire andtrain

Remodel

Move in

Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB)

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Activity-on-node Pert chart

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1

2

3

5

6

Locatefacilities

Orderfurniture

Furnituresetup

Interview

RemodelMove in

4

Hire andtrain

7S

Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB)

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Network Conventions

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a

b

c ab

c

a

b

c

d

a

b

c

Dummyactivity

Operations Management, Seventh Edition, by William J. Stevenson

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

PERT/CPM Steps - 1

• Develop the work breakdown structure• Identify all tasks from the WBS; identify resources• Sequence tasks, determining dependency• Estimate time duration of each task

• Single estimate vs. three estimates (O,P,M)

• Create the network (PERT) diagram

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Critical Path

• Longest duration path in project• Determines the length of the overall project• Slippage on critical path will delay project completion• Focus on shortening the critical path to shorten the project• “Crashing” may result in creation of new critical path

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PERT/CPM Steps – 2

• Identify critical path (see previous slide)• Determine ES, EF, LS, LF dates• Calculate slack

• LS – ES or• LF – EF

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Activity Network Diagrams – (1)

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Pert Chart steps:1. List all tasks (activities)2. Determine task times3. Determine which tasks depend on

the completion of others4. Draw the network diagram

Network Diagram (PERT Chart)

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B

12

E

3

C

6

D

5

A

15 I

7

J

14

H

9

F

8

End

Start

K

6

G

8

Activity Network Diagrams – (2)

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Pert Chart steps (continued)5. Determine the critical path6. Compute early-start and early-finish

times7. Compute late-start and late-finish

times8. Compute slack times Slack time = late start – early start or

= late finish – early finish

Path Lengths (+ critical path)

Path Length

A-B-C-E 36

A-B-D 32

F-G-I 23

F-H-J-K 37 (critical)

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Calculate ES, LS, EF, LF and Determine slack

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B

12

E

3

C

6

D

5

A

15 I

7

J

14

H

9

F

8

End

Start

K

6

G

8

ES, LS, EF, LF, and Slack - 1

Activity

ES EF LS LF Slack

F 0 8 0 8 0

H 8 17 8 17 0

J 17 31 17 31 0

K 31 37 31 37 0

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ES, LS, EF, LF, and Slack - 2

Activity

ES EF LS LF Slack

A 0 15 1 16 1

B 15 27 16 28 1

C 27 33 28 34 1

E 33 36 34 37 1

D 27 32 32 37 5

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ES, LS, EF, LF, and Slack - 3

Activity

ES EF LS LF Slack

G 8 16 22 30 14

I 16 23 30 37 14

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Planning Simple Projects - Gantt Chart

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MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Locate new facilities

Interview staff

Hire and train staff

Select and order furniture

Remodel and install phones

Move in/startup

Facility Move

Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB)

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Crashing

• The compression of one or more tasks on the critical path

• Why crash?• Avoid penalties• Earn incentives

• Cost-benefit trade-off analysis• How crash?

• Additional resources• Overtime• Alternative processes

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Controlling the Project

• PERT/CPM charts little use for control• Gantt charts widely used• Project cost reporting also useful• Tools

• Microsoft Project• Others

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Planning & Controlling the Schedule – Gantt Chart

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MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Locate new facilities

Interview staff

Hire and train staff

Select and order furniture

Remodel and install phones

Move in/startup

Facility Move

Operations Management, Seventh Edition, by William J. Stevenson (Mod. 11/11/02 DAB)

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

CHARACTERISTICS AND QUALITIES OF A GOOD PROJECT MANAGER?

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Characteristics/Qualities of a Good Project Manager

• Planning• Organizing• Delegating• Communicating

• Oral• Written

• ______________• ______________

• Using people skills• Customers/users• Team members

• Analytical• Time sensitive

• Milestones• Deadlines

• _______________

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Summary

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Teams and collaboration as a means of improvement

Behavioral aspects of building and leading effective teams

Movement towards teamwork

Teams evolving through stages

Project planning fundamentals