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 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. 14- 1 Chapter 14 Managing Quality Improvement Teams and Projects.

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Presentation on theme: " Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. 14- 1 Chapter 14 Managing Quality Improvement Teams and Projects."— Presentation transcript:

1  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Chapter 14 Managing Quality Improvement Teams and Projects

2  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Chapter 14  Why employees enjoy teams.  Leading teams for quality improvement.  Types of teams.  Implementing teams  Managing and controlling projects

3  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Why Employees Enjoy Teams In a study of Project Managers, five motivators emerged:  Mutuality  Recognition for personal achievement  Belonging  Bounded power  Creative autonomy

4  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Leading teams for Quality Improvement Employee Empowerment and Involvement  You will have greater control over your work  You will not be penalized 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

5  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Leading teams for Quality Improvement Employee Empowerment and Involvement  Management will concede more control over company systems to you  Management values you 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

6  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Leading teams for Quality Improvement A number of preconditions are necessary for empowerment:  Clear authority and accountability  Participation in planning at all levels  Adequate communications and information for decision making  Responsibility with authority

7  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Leading teams for Quality Improvement A number of preconditions are necessary for empowerment:  Flattening Hierarchies for improved effectiveness  Team leader roles and responsibilities  Team rules

8  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Types of Teams  Process improvement teams  Cross-functional teams  Tiger teams  Natural work groups  Self-directed work teams  Technology teams  Virtual teams

9  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Facilitation  Helping or aiding teams by maintaining a process orientation

10  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Team Building  Follows a process that identifies rules for team members and helps them become competent

11  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Examples of Teams:  Navy Seals  Massachusetts General Hospital Emergency Room  The Childress NASCAR team

12  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Meeting Management  Developing an agenda  Developing meeting objectives  Designing the agenda activity outline  Using process techniques  Parking lot

13  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Conflict Resolution in Teams Team leaders and project managers spend 20% of their time resolving conflict

14  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Conflict Resolution in Teams There are 4 stages in conflict resolution:  Frustration  Conceptualization and orientation  Interaction  Outcome

15  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Conflict Resolution in Teams Leaders resolve conflict in different ways:  Passive conflict resolution  Win-win  Structured problem solving  Confronting conflict  Choosing a winner  Selecting a better alternative

16  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Implementing teams Conflict Resolution in Teams  Avoidance  Diffusion  Confrontation

17  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Managing and Controlling Teams Tools:  Qualifying projects  Project Charters  Force Field Analysis  Work Breakdown Structures

18  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Managing and Controlling Teams Qualifying Projects  Cost Benefit Analysis (CBA)  Payback Period  Difference between soft costs and hard costs

19  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Managing and Controlling Teams Project Charters Help teams identify objectives, participants and expected benefits

20  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Managing and Controlling Teams Force Field Analysis Designed to identify and quantify all of the forces for and against organizational change

21  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Managing and Controlling Teams Work Breakdown Structures  WBS  Identify Precedence Relationships  Identify Outcome Measures  Identify Task Times  Optimistic completion time  Most likely completion time  Pessimistic completion time

22  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Managing and Controlling Teams Activity Network Diagrams Pert Chart:  List all tasks  Determine task times  Determine which tasks depend on the completion of others  Draw the network diagram  Compute early start ald late finish times

23  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Managing and Controlling Teams Activity Network Diagrams Pert Chart:  Compute early-start and early-finish times  Compute late-start and late-finish times  Compute slack times and determine the critical path Slack time = late start – early start

24  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Strategic Quality Planning Managing Quality Improvement Teams and Projects Summary  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

25  Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America


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