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25 Mar 10 – WDM 204 – Session One. Cape Area Management Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board.

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Presentation on theme: "25 Mar 10 – WDM 204 – Session One. Cape Area Management Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board."— Presentation transcript:

1 25 Mar 10 – WDM 204 – Session One

2 Cape Area Management Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board

3 25 Mar 10 – WDM 204 – Session One Today’s Topics  Learning Objectives  Registration for College Credits  Quality History and Relevance  Defining Quality  Quality Systems  The Role of Leadership  Your Organization’s “Quality System”

4 25 Mar 10 – WDM 204 – Session One 4 Learning Objectives In this class, students will learn the how to develop a structure and process for continuous quality improvement (C.Q.I.). The class will understand the challenges essential to effective C.Q.I., and learn the potential solutions. Practical tool(s) will be provided. They will demonstrate their learning by in class discussion of workplace experiences, and group discussion of case studies. Additional reading reference(s) will be provided.

5 WDM 204: Continuous Improvement Understanding Quality - Part One Historical Perspective of Quality What “Quality” Means

6 25 Mar 10 – WDM 204 – Session One 6 Why Study Quality History? “If history repeats itself, and the unexpected always happens, how incapable must Man be of learning from experience.” – George Bernard Shaw Irish dramatist & socialist ( ) “Insanity: doing the same thing over and over again and expecting different results.” – Albert Einstein Physicist ( ), (attributed)

7 25 Mar 10 – WDM 204 – Session One 7 Rekhmire Tomb — 1450 B.C.  From this finding, it is now known that measurement was already understood and was considered important. Please provide an example of something in your organization which is not measured. What would be the effect of measuring it?

8 25 Mar 10 – WDM 204 – Session One 8 Organizations — 1500 to 1790 A.D.  Skilled craftsmen, art form  Apprenticeships  Maker-to-buyer contact Craftsman skill is still highly valued today and brings premium pricing. Please provide an example of something in your organization which is craftsman like. What is the effect of having it that way?

9 25 Mar 10 – WDM 204 – Session One Mary Parker Follett (1868–1933)  Pioneer in the field of organizational behavior; managing not-for-profit, non-governmental, and voluntary organizations  Lateral processes within hierarchical organizations  The importance of informal processes Please provide an example of a “lateral process” in your organization. What is the effect of operating that way?

10 25 Mar 10 – WDM 204 – Session One 10 Eli Whitney: The Father of Modern Quality ( )  “A good musket is a complicated engine and difficult to make – difficult of execution because the conformation of most of its parts correspond with no regular geometrical figure.” (1798)

11 25 Mar 10 – WDM 204 – Session One 11 Frederick W. Taylor: The Father of Industrial Engineering and Scientific Management ( ) 1. The development of a true science 2. The scientific selection of workman 3. The scientific education and development of the workman 4. Intimate and friendly cooperation between management and “the men”

12 25 Mar 10 – WDM 204 – Session One 12 Frank Gilbreth: Father of Lean (1868–1924)  Taylor was a stopwatch man and Gilbreth was a process/method man: – One best way of doing things – Elimination of waste – Process charting What is the difference between Taylor and Gilbreth? Which would you choose to make your organization more effective?

13 25 Mar 10 – WDM 204 – Session One 13 Dr. Kaoru Ishikawa The Father of Quality Circles (1915–1989) “The results of company-wide activities are remarkable, not only in ensuring the quality of industrial products, but also in their contribution to the company’s overall business.”

14 25 Mar 10 – WDM 204 – Session One 14 Organizational Excellence — 1988  Defined key business drivers  Defined how they should change  Select tools  Develop a three-year improvement plan  Update yearly Drucker Peters What is a key business driver in your organization? What effect does that key driver have on your organization?

15 25 Mar 10 – WDM 204 – Session One 15 Robert Kaplan and David Norton — Fathers of Balanced Scorecard — 1991  Internal and external measurements  Financial measurements are inadequate  Long and short term  Four perspectives: – Learning and growth – Business process – Customer – Financial Kaplan Norton Why are financial measures inadequate?

16 25 Mar 10 – WDM 204 – Session One 16 W. Edwards Deming (1900–1993)  Trained American industrialists during WWII (SPC)  Presented to JUSE – Japan’s Quality Organization Deming’s Concepts – System of Profound Knowledge – Prevention by Process Management – Chain Reaction for Quality Improvement – Common Cause and Special Variation – 14 Points – Deadly Diseases Must you treat your organization as a system? Can you improve your organization as a system?

17 25 Mar 10 – WDM 204 – Session One 17 The Toyota Production System  Toyota put it all together  1958 – sold only 958 cars in US (Toyopet Crown)  2005 – sold 2,164,170 cars in US  2008 – became #1 in US Sales The Toyota Production System (TPS) is the root of today’s Lean Management Systems

18 25 Mar 10 – WDM 204 – Session One 18 Defining Quality  Please take a few minutes to write the answers as you see them now: – What is “quality?” – Who says whether something is “great quality?”  Report out as a Team

19 25 Mar 10 – WDM 204 – Session One 19 Is Quality “Naturally Occurring?”  How does “quality” happen?  Do organizations naturally tend toward quality, or toward “variation?” – variation is a difference in outcomes from the same process  Why do you think that is so?

20 25 Mar 10 – WDM 204 – Session One 20 Who Is Responsible for Quality?  Who should be on this list? – Leadership? – Employees? – Customers? – Other Stakeholders? – Others we missed?

21 25 Mar 10 – WDM 204 – Session One 21 An Event, or a System?  Can you have good quality by each person addressing errors as they occur, but nothing more?  What else may be required?

22 25 Mar 10 – WDM 204 – Session One 22 Elements of a Quality System  Leadership – what is their role?  People – what is their role?  Process – what is its role?  Anything we’ve missed?

23 25 Mar 10 – WDM 204 – Session One 23 The Role of Leadership  Is effective leadership critical to an effective quality system?  What are the pro’s of a system driven by leadership?  Any con’s?  Can you have effective leadership, and still not have an effective quality system?

24 25 Mar 10 – WDM 204 – Session One 24 Typical Quality “System” Mission Statement, Goals & Objectives, Key Metrics Quality Tools People & Processes Stakeholder Feedback

25 25 Mar 10 – WDM 204 – Session One 25 What Ruins Quality? Mission Statement, Goals & Objectives Key Metrics Quality Tools People & Processes Stakeholder Feedback Variation Who did this?

26 25 Mar 10 – WDM 204 – Session One 26 Quality System Cycles This graphic represents the quality systems approach to several hundred leading organizations. Do you recognize any of them? Do you see any similarities?

27 Breakout Session Form Teams of Three to Five People

28 25 Mar 10 – WDM 204 – Session One 28 Your Organization’s Quality System?  Please describe it… written?  Do you still have your organization’s mission/objectives with you?  Please bring both to the class for the remainder of our training – you don’t have to share them if you don’t want to, – you should reflect on how this training can support them, – and whether you have any questions in that context.

29 Class Discussion Your Workplace’s Quality

30 25 Mar 10 – WDM 204 – Session One 30 Personal Practicum Checklist Project Charters What do I need to know to try this at work? When before the next class will I try? What is my greatest concern in doing so?

31 25 Mar 10 – WDM 204 – Session One 31 Discussion of Personal Practicum Checklists  Any questions on the how?  Let’s hear a couple of examples of the when?  Let’s hear a couple of examples of concern?  Let’s practice working through those concerns…

32 Questions or Comments Before We End?


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