Chapter 05

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Transcript Chapter 05

Chapter 11 Managing Quality Improvement Teams and Projects

S. Thomas Foster, Jr.

Chapter Overview

• • • •

Leading Teams for Quality Improvement Types of Teams Implementing Teams Managing and Controlling Projects

Introduction

• • • •

The need for employee participation as a key element in managing changing organizations in an increasing complex world.

There are several reasons. One of the biggest is

collaboration

complexity

in the workplace.

Also, business is transforming itself from a “

command and control

” environment to one of

Introduction

• •

Such collaboration is needed as complexity drives workers from routine work to knowledge work, or work that involves the development and transmission of knowledge and information.

•

Figure 11.1 shows that the difference between routine work and knowledge-based work.

Knowledge work is effective when workers are given a certain amount of autonomy and decision-making authority.

Introduction

•

Figure 11.1 Differences between routine and knowledge work

Programmed Repeated patterns Analyzable Well understood Static

Routine Work

Emergent Varied, unique Interdependent Uncertain Dynamic

Knowledge Work

Transparency 11-5

Introduction

•

As more collaborative practices are being adopted in business, teamwork is the natural result.

• •

team

is defined as a finite number of individuals who are united in a common purpose.

These team approaches are used in conjunction with the tools of quality as discussed in chapter 10.

•

Joseph Juran stated that the improvement of quality should be approached on a “ project-by-project basis, and in no other way.”

Introduction

• •

Philip Crosby also supports the use of teams in improving quality.

This is such a widely practiced approach to quality improvement.

Introduction

•

Why Employees Enjoy Teams -- Well-led teams often lead to improved employee morale.

-- Employees like teams for many reasons with five motivators emerged.

Mutuality

Recognition for personal achievement

Belonging

Bounded power

Creative autonomy

Why Employees Enjoy Teams

Slide 1 of 3 • • •

Mutuality

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The need for mutual support and encouragement . Recognition for Personal Achievement

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The opportunity for personal development as well as recognition for personal achievement through rewards, incentives, or status.

Belonging

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The individual’s need for supportive, cohesive, and friendly team relations.

Why Employees Enjoy Teams

Slide 2 of 3 •

Bounded Power

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The need for authority and control over project resources and people, personal accountability and challenge, individuals’ abilities to influence decision that affect the project, and opportunities for personal growth and development.

Why Employees Enjoy Teams

Slide 3 of 3 •

Creative Autonomy

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The need for individuals to have the opportunity to use their creativity and potential during the course of a project and to enjoy good working conditions.

Leading Teams for Quality Improvement

Slide 1 of 10 • •

Employee Empowerment

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Empowerment means giving power to team members who previously had little control over their jobs.

Implicit in Empowerment is a Series of Promises to Employees. Examples include:

– –

You will have greater control over your work.

You will not be penalized for making decisions that don’t pan out.

–

and more ( see page 325)

Leading Teams for Quality Improvement

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The Baldrige criteria encourages employee participation adding that is shown on page 325.

Leading Teams for Quality Improvement

Slide 2 of 10

Preconditions Necessary for Empowerment Clear authority and accountability Adequate Communication and Information for Decision Making Participation in Planning at all Levels

Responsibility With Authority

Transparency 11-14

Leading Teams for Quality Improvement

•

Many issues surround empowerment and teamwork that must be addressed (see A Closer Look at Quality 11.1).

•

This issues range from operations and behavior to organization design.

Leading Teams for Quality Improvement

Slide 3 of 10 •

Organizational Learning

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Organizational learning implies change in organizational behavior in a way that improves performance.

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The type of learning takes place through a network of interrelated components.

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These components include teamwork, strategies, structures, cultures, systems, and their interactions.

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Corporate learning relies on an open cultures where individuals can engage in learning, questioning, and not remain constrained by “taboos” or existing norms.

Leading Teams for Quality Improvement

•

Flattening Hierarchies for Improved Effectiveness

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Along with the emphasis on teamwork and empowerment, there has been a move toward flattening hierarchies in organizations.

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Too many layers of management can also impede creativity, stifle initiative, and make empowerment impossible.

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With fewer layers of management, companies tend to rely more on team.

Leading Teams for Quality Improvement

•

Flattening Hierarchies for Improved Effectiveness

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Time will tell whether eliminating levels of management in an organization actually results in long-term competitive improvement.

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It is clear that this is a trend that will continue for some time.

–

The movement toward fewer levels of management and greater emphasis on collaborative learning has increased the emphasis on teamwork.

Leading Teams for Quality Improvement

Slide 4 of 10

Team Leader Role and Responsibility

-- Quality professionals are unanimous – to be successful in achieving teamwork and participation, strong leadership both at the company level and within teams is essential.

-- We know that leaders are responsible for setting team direction and seeking future opportunities for the team.

Leading Teams for Quality Improvement

•

Leaders -- reinforce values and provide a system for achieving desired goals.

-- establish expectations for high levels of performance, customer focus, and continual learning.

-- are responsible for communicating effectively, for evaluating organizational performance, and for providing feedback concerning such performance.

Leading Teams for Quality Improvement

Slide 5 of 10 •

Situational Leadership Model

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According to this model, situational leadership is based on interplay among the following:

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The amount of guidance and direction a leader gives (task behavior).

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The amount of socioeconomic support a leaders provides (relationship behavior).

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The readiness level the followers exhibit in performing a specific task, function, or objective.

Leading Teams for Quality Improvement

• • •

If team members are trained and prepared so they are “task ready,” leadership will be more effective.

Readiness

is the “extent to which a follower has the ability and willingness to accomplish a specific task.”

•

Readiness is a function of two variables. Theses are ability and technical skills, and self-confidence in one’s ability.

Effective leadership helps employees become competent and instills confidence in employees that they can do the job.

Leading Teams for Quality Improvement

Slide 6 of 10 •

Situational Leadership Model (continued)

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Figure 11.2 shows the situational leadership model with four different styles of leadership.

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As the model shows, different contingencies drive different styles of leadership.

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According to the model, the best approach to leading depends on the readiness of employees to perform tasks and functions or accomplish objectives.

Leading Teams for Quality Improvement

Slide 7 of 10

Figure 12.2 Situational Leadership Model Guidance (Structure) Low High High Participating Emotional Support (Consideration) Low

Delegating Selling Telling

Transparency 11-24

Leading Teams for Quality Improvement

• • • •

As it relates to quality management, leadership is especially difficult.

To many leaders this implies a laissez-faire, or a hands-off approach to management.

Many leaders feel that they are to provide resources but that they should not be involved in overly controlling employee behavior.

Quality management is not a vehicle by which leaders abdicate their responsibility.

Leading Teams for Quality Improvement

• • • •

Employees want leaders who provide clear direction, necessary information, feedback on performance, insight, and ideas.

The single most important attribute of companies with failed quality management programs is lack of leadership.

A close second is poor communication, which is related to leadership.

Effective leaders are people who are able to provide visions, ideas, and motivation to others to achieve the greater good.

Leading Teams for Quality Improvement

•

Team Roles and Responsibilities --Meredith Belbin provide a widely adopted typology of team roles.

-- Table 11.1 contains names and profiles for each of these roles.

-- Each of these roles may be more relevant at different stages during a project.

-- These roles are not mutually exclusive. This means that one person can fulfill different roles on a team.

Leading Teams for Quality Improvement

Slide 8 of 10 •

Stages of a Team’s Development ( please see Figure 11.3)

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Forming

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Where the team is composed and the objective for the team is set.

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Storming

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Where the team members begin to get to know each other and agreements have not been made that facilitate smooth interaction between team members.

Leading Teams for Quality Improvement

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Stages of a Team’s Development (continued)

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Norming

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Where the team becomes a cohesive unit and interdependence, trust, and cooperation develop.

Leading Teams for Quality Improvement

Slide 9 of 10 •

Stages of a Team’s Development (continued)

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Performing

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Where a mutually supportive, steady state is achieved.

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Mourning

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Where team members regret the ending of the project and the breaking up of a team.

Leading Teams for Quality Improvement

Slide 10 of 10

Figure 11.3 Stages of Team Development Mourning Storming Forming

Performing Norming

Transparency 11-32

Leading Teams for Quality Improvement

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Team Rules -- During the norming stage, teams develop ground rules. Such ground rules can forestall conflict.

-- Common ground rules for teams in projects are shown in Table 11.2.

-- It is often useful to establish ground rules first in order for a team to be functional.

Leading Teams for Quality Improvement

Types of Teams

• • • •

Continuous process improvement often requires small teams that are segmented by work areas.

Projects with multiple departments in a company require cross-functional teams.

The literature is full of different types of teams and approaches to teamwork.

Table 11.3 contains a list of a few of the major types of teams found in the literature.

Types of Teams

Slide 1 of 4

Table 11.3 Types of teams

Team Type Scope

Process Improvement team Local or single department Cross-function team Tiger team Multiple departments Organization-wide Natural work team Customer- or region-centered Self-directed work team Narrow or broad

Types of Teams

Slide 2 of 4 •

Process Improvement Teams

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Are teams that work to improve processes and customer service.

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These teams may work under the direction of management or may be self-directed.

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In either case, process improvement teams are involved in some or all of the following activities: identifying opportunities for improvement, prioritizing opportunities, selecting projects, gathering data, analyzing data, making recommendations, implementing change, and conducting post-implementation reviews.

Types of Teams

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Cross-Functional Teams

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Are teams that enlist people from a variety of functional groups within the firm.

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Such teams often work on macro-level, quality related problems such as communication or designing company-wide processes.

Types of Teams

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Tiger Teams

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A high-powered team assigned to work on a specific problem for a limited amount of time.

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These teams are often used in reengineering efforts or in projects where a specific problem needs to be solved in a very short period of time.

Types of Teams

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Natural Work Group

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Are teams organization around a common product, customer, or service.

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These teams are cross-functional and include marketers, researchers, engineers, and producers.The objective of these teams includes tasks such as increasing responsiveness to customers and market demand. A great deal of effort is typically expended relating to organizational redesign and systems redesign, to improve job design, to improve work life for employees, to improve service by focusing work units in an organization on the customer.

Types of Teams

Slide 3 of 4 •

Self-Directed Work Teams

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A team chartered to work on projects identified by team members themselves.

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Self-directed teams are identified as either

little s big S

teams.

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Little s self-directed work teams are made up of employees empowered to identify opportunities for improvement, select improvement projects, and complete implementation.

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Big S self-directed work teams are involved in managing the different functions of the company without a traditional management structure,

Types of Teams

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Technology and Teams

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New tools for teamwork are constantly emerging.

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The model for team effectiveness in Figure 11.4 shows how team use information systems tools and demonstrates that organizational integration and simultaneity methods are important components of team effectiveness.

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This model amplifies that more and more, team effectiveness is assisted by integrated tools and technologies, and the impact of technology should increase.

Types of Teams

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Virtual Teams

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Are teams that rarely or never physically meet, except in electronic meetings using group decision software.

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Internet and intranet-based applications call

team ware

are emerging that allow us to access the WWW and build a team, share ideas, hold virtual meetings, brainstorm, keep schedules, and archive past results with people in far-flung locations around the world.

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Hectic schedules and the difficulty in finding convenient times to meet to solve problems will make teams of this type more important in the future ( see A Closer Look at Quality 11.2).

Implementing Teams

Slide 1 of 3 • •

Facilitation

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Is helping or aiding teams by maintaining a process orientation and focusing the group.

Team Building

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Is accomplished by following a process that identifies roles for team members and then helps them to become competent in achieving those roles.

Implementing Teams

• • •

The role of facilitator is very important in managing teams, particularly when team members have little prior experience with teamwork.

The role of facilitator is to make it easy for the group to know where they are going, know why they want to get there, know how to get there, and know what they’re going to do next.

Successful facilitation does not mean that the group always achieves its desire results.

Implementing Teams

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The facilitator should: -- plan how the group will work through a task, -- help the group stay on track and be productive, -- draw out quiet members, -- discourage mono-polizers, -- help develop clear and shared understanding, -- watch body language and verbal cues, -- help the group to achieve closure, -- remain neutral on content, -- help key members reach points of agreement.

Implementing Teams

Slide 2 of 3 •

Meeting Management

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Effective meeting management is an important skill for a facilitator of quality improvement teams.

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Tools for successful meting management include an agenda, pre-determined objectives for the meeting, a process for running the meeting, process for voting, and development of an action plan.

Implementing Teams

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Meeting Management

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The steps required for meeting management are: 1. Defining an agenda.

2. Developing meeting objectives.

3. Designing the agenda activity outline.

4. Using process techniques.

Implementing Teams

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We wish meetings to stay focused: -- to involve deeper exploration, -- to separate creative from evaluative activities, -- To provide equal opportunity for contribution, -- to encourage reflection, -- to provide objective ground rules to reduce defensiveness, and -- to separate the person from the idea.

. Figure 11.5 identifies some meeting structured process techniques.

Implementing Teams

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Figure 11.5 Structured process activities

Implementing Teams

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Tools such as flipcharts, sticky dots, whiteboards, and Post-its are commonly used in structured process activities.

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Another useful meeting tool that was pioneered by HP is the “

parking lot

” ( please see Figure 11.6).

Implementing Teams

Slide 3 of 3 •

Figure 11.6 Parking Lot

Conflict Resolution in Teams

• • • •

Conflict resolution as an organizational means to create a quality culture, and also a hugely important topic for team leaders and members.

It is claimed that team leaders and project managers spend more 20% of their time resolving conflict.

Some conflicts are internal or external.

It is interesting to note that these are also some of the reasons teams are successful.

Conflict Resolution in Teams

Slide 1 of 3 •

Stages in the Conflict Resolution Process

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Frustration.

People are at odds, and competition or aggression ensues.

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Conceptualization and Orientation.

Opponents identify the issues that need to be resolved.

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Interaction.

problems.

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Outcome.

Team members discuss and air the The problem is resolved.

Conflict Resolution in Teams

• •

Given the conflict-handling styles such as competing, accommodating, avoiding, compromising, and collaboration, we have ways of handling conflict.

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Figure 11.7 presents different styles of handling conflict.

Some methods for solving conflict are presented in Table 11.4.

Conflict Resolution in Teams

Slide 2 of 3

Figure 11.7 Modes of Conflict Behavior High

Competing Collaborating

Desire to satisfy our own customers Low

Compromising Avoiding Accommodating

Low Desire to satisfy other party’s concerns High

Transparency 11-57

Conflict Resolution in Teams

Slide 3 of 3

Table 11.4 Methods for Resolving Conflict Non-attention Avoidance Physical separation Limited interaction Defusion Confrontation Smoothing Compromise Problem-solving

Saving Quality Teams From Failure

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Sometimes quality improvement teams embark on improvement projects and for whatever reason, things begin to fall apart and the team risks failure.

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Figure 11.8 shows the diagnosis-intervention cycle that must be undertaken by the facilitator, team leader, of the team members themselves.

Saving Quality Teams From Failure

Managing and Controlling Projects

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Too often, companies attempt to implement teams and projects in a poorly planned manner.

We introduce the tools used in controlling projects in order of sequence.

Managing and Controlling Projects

Slide 1 of 4 •

Project Charters

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Are simple tools to help teams identify objectives, participants, and expected benefits from projects.

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The charter includes spaces for signatures to identify reporting relationships for planning purposes.

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Figure 11.9 shows a charter for an actual project.

Managing and Controlling Projects

Slide 2 of 4 •

Work Breakdown Structure (WBS)

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After chartering the project, the next step is to begin planning the project.

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The work breakdown structure that was introduced in Chapter 10 is an excellent tool for determining the tasks to be done.

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Figure 11.10 shows an outline of a WBS for a project.

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The task for an actual project are listed in Table 11.5.

Managing and Controlling Projects

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Figure 11.10 Work breakdown structure

Managing and Controlling Projects

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It is important to note that with large projects, it is often best to develop a separate WBS for each of the major tasks because separate individuals or group may be involved in different tasks.

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In the end, these WBSs must be combined into an overall WBS for the project.

Managing and Controlling Projects

• • •

Identifying Precedence Relationships Identifying Outcome Measures Identifying Task Times

Expected time  (a  4m  b)/6  t 2  ((



) / 6 ) 2 

2 



t n

  1 

2  

Managing and Controlling Projects

Slide 3 of 4 •

Arrow Gantt Charts

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Tool used for controlling team projects. Most college textbooks treat PERT charts separately from Gantt charts. In Chapter 11, both PERT and Gantt charts are demonstrated

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Using the data given in Table 11.5, the PERT chart for the document checklist project is as shown in Figure 11.11.

Managing and Controlling Projects

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PERT Charts

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PERT charts and the critical path method (CPM) are introduced in Chapter 10 with the new seven tools of quality.

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PERT/CPW continues to be the preferred tool for controlling projects.

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The PERT charts shows a project is likely to be completed on time.

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PERT/CPM was very useful in improving quality at one publishing company.

Managing and Controlling Projects

Slide 4 of 4 •

Managing Multiple Projects

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At times, several projects occur simultaneously in a firm.

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The multiple projects control form in Figure 11.12 is a management tool to aid in the coordination of multiple projects in a firm.

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Notice that the form identifies participants with varying levels of responsibility as well as the project managers.

Chapter 05

Transcript Chapter 05

Chapter 11 Managing Quality Improvement Teams and Projects

Chapter Overview

Introduction

Introduction

Introduction

Figure 11.1 Differences between routine and knowledge work

Introduction

Introduction

Introduction

Why Employees Enjoy Teams

Why Employees Enjoy Teams

Why Employees Enjoy Teams

Team Leader Role and Responsibility

-

Types of Teams

Types of Teams

Types of Teams

Types of Teams

Types of Teams

Types of Teams

Types of Teams

Types of Teams

Types of Teams

Types of Teams

Implementing Teams

Implementing Teams

Implementing Teams

Implementing Teams

Implementing Teams

Implementing Teams

Implementing Teams

Implementing Teams

Implementing Teams

Conflict Resolution in Teams

Conflict Resolution in Teams

Conflict Resolution in Teams

Conflict Resolution in Teams

Conflict Resolution in Teams

Saving Quality Teams From Failure

Saving Quality Teams From Failure

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Figure 11.10 Work breakdown structure

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

Managing and Controlling Projects

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