short form tool 7 itttm tool #7 short form “core technological foundations for innovation and...

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ITTTM

Tool #7 Short Form“Core Technological Foundations For Innovation And Assessment”

Topics1. Background on the toolkit, systems 2. Kaizen defined and introduced3. Infrastructure, leadership, innovation4. Change, culture and the technologist5. Tool applications………

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ITTTM

Develops leaders for participatory team-based technical problem solving, change.Addresses broad technical organizational issues, systems, global competition, change.

Tools, techniques, problem solving practices for quality and productivity improvements.Basis of quality system organizationally, with empowered teams doing technical projects.Systems defined around, within ITTM courseware to facilitate teams, projects………..

Background On The Toolkit, Systems

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Documentation Tools, Lean

Data Tools, Six Sigma

Service, Tools Manufacturing, Non- Manufacturing

Synchronous Tools, New Product Development

Project Team

Cultural Change And Continuous Improvement

Information Analysis,Communication Systems

Applied Research, Project Structure

Enhanced Problem Solving, Decision Making

Internal, External, E-commerce Relationships

Quality Management Systems (QMS)International Standards Organization (ISO)

Professional Outcomes, Growth, Knowledge

Technological Infrastructure

Industrial Technologists’ Toolkit For Technical Management


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ITTTM

Information technology, quality system converging?• Unique relationship, opportunity, challenge……..• Shifting toward, based on, electronic infrastructure• Driving organizational changes, improvements• Communication systems merge with quality systems• Documentation, improvement, quality system base

Electronic infrastructure, email, a good indicator• email given, in place………done via broad band• Is email main communication? Real work as email?• Remote hook-up? Wireless? Laptops configured?• Attachment size, upload, download speed matters• Server reliability, capacity, sufficient growth, speed• Secure, using e-protocols, track failure incidences?


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How do we assess, evaluate performance?• How do we assess e-projects?• Performance based on documented deliverables?• Review, assess work documentation, portfolio?• How do we supervise, empower, delegate, assign?

How does e-team behavior play into assessment?• Are we able to assess those we do not see?• How objective are we, use data, documentation?• How do we organize, manage teams, projects?• Supplier-customer relationships, supply chain…• Visitors, guests, allowed and facilitated, secure?• Problem solving, decision-making, e-based?


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ITTTM

All on same page, hardware and software?• PC equipment functionalities similar, compatible?• Windows driven, MS Word software base?• All Office suite functionalities?• Maintenance, support in place to keep all going?

Assessing general infrastructure performance….• Measure of systems, mobility, e-team capability?• Objectivity, data, documentation clarity, robust?• Able to function without physically being there…• Responding to customer requests electronically…• ISO 9000, main rubrics are applicable, useful


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ITTTM

1. Shell As Base For Commun-

ication

2. Same Hardware

And Software Capabilities

3.e-teams, email In

Place, Main Drivers

4. Review, Assessment,

Systems Documented

5. Systems Define And

Manage Culture

6. Portfolio Demonstrates Objectivity, Deliverables

Infrastructural flow and relationships………


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ITTTM

Chat is where, when, all gather for simultaneous work•Instant group dialogue, problem solving, decision making •Immediate planning, organization and management •Questioning, assessment, review of concepts, projects•Chats recorded, “meeting” minutes, showing team growth•Like regular classroom discussion—requires same time

Discussion boards, forums, are for focused postings•Generally designed, purposefully setup by instructor •Threading is done in discussion boards, forums•Growth in knowledge is evolutionary, gathered at forum•Well organized, systematic, reflects team management style


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ITTTM

Set Standards

AppraiseConformance

TakingAction

Planning, ImplementingImprovements

Maintaining Quality Systems

Process Control Ongoing

Basic Ingredients For Total Quality Systems, Ongoing Improvement

Total Quality Systems.

Facilitating

Empowering

Delegating

Controlling

Kaizen Defined And Introduced

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ITTTM


Gemba is where the work is done•Waste, non-value added, to be eliminated•Reduced variation, product and process•Worker driven, knowledge on teams

Takt is target time value for improvement•Operation cycle times averaged•Average provides target value for reduction•Standardized work, times must result•Standard operating procedures (SOP)•Train and educate

Kaizen is about continual improvement• Kai = change, Zen = good, change to the good• Small, incremental, cost effective, resourceful• Work area waste focus, disciplined, systemic

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ITTTM

Old Paradigm New Paradigm

Higher authority decision making

Conflict, confrontation

Disarray

Fear, distrust

Inspect quality in

Customer last, profit first

Company last

Discipline

Lower authority

decision makingTrust, internal/

external, required

Customer first, company concerns

Build quality in

Consensus, cooperation, consideration

Who, what?

Empowerment?

Change?

Who are leaders?

Role of supervisor?

Management, operator responsibility, role?

Relationships?

Old And New Paradigm, Changes Overlapping.


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ITTTM

Disciplined People, All Levels, Functions

Problems, Opportunities, Improvement, Change

Tools For Data, Documentation, Analysis

Kaizen Improvement Through Disciplined People, Tools, Systems.


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Inputs Processing Outputs

Materials Transformations Products Resources Change/Value Added Wants/Need

The Technological Functions Model

Technological functions supplies needs•Capitalistic, free enterprise, system•Production oriented, competition assumed•Communities, regions, individuals•Values, attitudes, ethical, moral issues•Global, organizational infrastructure

Infrastructure, Leadership, Innovation

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ITTTM

Technology Defined

Technology is defined as applying techniques, tools, resources and systems to circumstances for improvement.

This is the definition, and philosophy,the toolkit relies on to support teambased, ongoing, technical improvements in quality and productivity--world class.


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ITTTM

Engineering ManufacturingProduct Design

Traditional Approach To Organizations In Industrial And Technical Circumstances.

Technological Organization, Re-engineering

Resources Tools And Techniques Systems

Applied Science

Technical Improvements In Industry And Society

TechnologyScience

Convergence Of Technology And Science For Technical Improvements.


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Service functions are people functions• May need to educate customer, use SOP, instructions• Juggle, synchronize, multiple demands

Did we satisfy the customer?• Deliver service to customer, but does customer accept?• Customer repeats? Good, tell one-two, bad, tell six-eight

Did the product perform as stated?• How to improve service? Simply adjust, patch, band aid?• Communications, marketing, sales, quality, technical staff

Did we effectively communicate?• Customer and supplier communications, documented?• What did we learn, as value added, in services provided?


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Understand product, process = improvement• Must be knowledgeable in innovation, design• Product development, necessary, future competitiveness• Applications engineering, process improved, leaned• Process, applications engineering, tied to cultural change• Team-based, technical problem solving, applied research• Options, improvements available for the future?• Costs, availability, trade-off’s, quantity opportunities?

Innovation is development, change • Based on existing core product, process, knowledges• May be cost effective to change, upgrade, incremental• Must remain objective, not “ego engineer”• Resistance, disorderly, must be disciplined, managed….


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Collect, document, use, accurate data for analysis, leading• Educate, train and evaluate ourselves, others in team• Change is about competing, improving, solving problems

Role of the supervisor? Leadership?• Managed change processes for improvement• Understand core values, cultural context, innovation

Technology is driving change, supervision, leadership• People must be involved, will resist change if not involved• Change-related attitudes can be modified

Participatory change works• Autocratic change less desirable, understood change helps• People “in control” via self directed work teams can help


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ITTTM

Technological core values, pivotal to change• Efficiency: our sense of how things get done, quicker not slower, more from less • Specialization and complexity: continuously enhanced, not simpler• Mobility and convenience: we are on the move, must have convenience• Luxury, necessity, newness and throwaway: cannot use it until it is worn out……• Conformity, change and progress: defining progress as change, implicitly conforming to the systems• Dependence: all systems inter connected, dependent on one another• Rationality and order: technology demands order, logically put together• Technological confidence: technology is the salvationChange contingency, must understand values

Change, Culture And The Technologist

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Technology is driving the change• Change relates to competition • Change requires education, leadership• Improvement means change, education• Technologists must be leaders, teachers

Technologists must be change agents• We must transfer the technology• We must prepare, reshape, the workplace• We must form, lead, teams--redefine work• Technology, technologists, must empower

Change, Culture And The Technologist

Technology and academia• Change requires educational leaders, improvement• Technical change in universities is evident• Not everyone welcomes changing education• Students, faculty empowered, teach, learn independently

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Tool Applications…….

Tool 7 applications are:• OPCP, introduced, continuously built, not just at start• PASPC also introduced, built gradually, evolved• Documentation System Design, Communication, DSDC• ISOQSAOPP, designed to help set a plan for team• CSCVCBR, core values, change, cultural relationships• All follow through, do and post, independently

Toolkit applications are a key part of the courseware• Located in separate folder of the CD• Provides the template for team portfolio• Each application s part of team project, portfolio• Designed to be done by all, each team member• First read long form, then short review, applications• Total contribution in application form is compiled• Portfolio is gradually evolved around applications

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Part Name: Process Location: OPCP Form Of

Supplier: Revision:

Other Pertinent General Information:

Process Description. Provide a written description of process in text format and a process flow chart depicting the same:

Tools For Manufacture/Production. Describe equipment required to produce the product, consistent with the flow chart above:

Process Parameters. Describe unique elements involved in processing the product which require additional explanation:

Product Characteristics. Describe all characteristics of the product, primarily as attributes or variables which are critical:

Class. Describe any codes or other unique identifiers per the specific industry or organization to help further distinguish the product:

Product/Process Specification. Provide specific measurable definitions for each product characteristic identified above:

Evaluation Method. Describe how specifications of characteristics are evaluated, what the measurement systems are:

Sample Size, Frequency of Inspection. Describe the sample, how it is derived, including devices used to inspect in a step by step manner:

Analysis Methods. Describe the methods and systems used to analyze the sampled data, such as statistical, experimental, and so on:

Reaction Program. Describe steps to be taken when product or process is found to be functioning inappropriately:

Ongoing Process Control Plan (OPCP)• Continuously built over entire course• Gradually evolved based on team, project growth • Becomes key part of team project, portfolio• Key ISO technical document for improvement• Partial form shown below, gradually addressed……..

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Tool Applications…….P-Attribute Statistical Process Control (PASPC)• First logical step for SPC, based on attributes• Interactive with GSIC, integrated systems• Inspect, track attributes as key characteristics• Do key statistical analysis, charting around on this• Analysis tool for improvement, leads to variable data• Partial table below is start for collection, calculation

Supplier: Customer: Product or process:

Inspection/data gathering description:

Operation: Part: Part characteristic being analyzed:

Date Time

Sample n

# def (np)

P = np/n

Sample 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

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ITTTM

Tool Applications…….CSCVCBR, Cultural System Core Values, Change…….• Built on, added to over entire course, by all• Helps get all on same page, continues project definition• Terms are in toolkit, to be researched, beyond course• A sampling of the form (partial) is shown……..

Researcher Technological Defining Element/Core Value, Observed, Explained:

Technological Change Issues, Actions, Behaviors Assessed:

Core Value Innovation Relationship, Opportunity To Improve:

1. 1. 1. 1.

Identify and explain possible opportunities to use data and documentation, systemically, to facilitate assessment and innovation opportunities in technological systems for positive change:

Identify and explain possible opportunities to tie the quality system and information system together systemically, in an organization, to facilitate assessment and innovation opportunities in technological systems for positive change:

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Tool Applications…….ISO/QS Audit, Objective Prioritization Plan (ISOQSAOPP)• Preliminary plan, setup of assessments, work for team• Familiarize with ISO, auditing, all on same page, terms• Strategic planning, team level, change and improvement• Project 50% done when “problem” nailed down• “hot spots” focus, project objectives, gradually PPDPOA• Gantt from SDA form or template, for time, sequence• Partial form is shown……..

Organization Under Discussion: Current Operation: Location:

General Description Of Operations/Production Functions/Systems Being Assessed As An Internal Audit:

ISO/QS Element (TS 16949 2002—Others) Technical Function Description Audit Preliminary Information Actions, Recommendations For Change

(list each element separately for analysis/audit)

(describe technical function being audited) (How does function compare to standard) (explain anticipated necessary actions, changes)

Planning Statement Or Issue, Particularly As Associated With The Service Environment: Criticality Level: HML (H = 5; M = 3; L = 1)

Fac = Facility issues; Cost = Cost issues; Time = Time issues; Pers = Personnel issues

Objectives Prioritized, 5 Being Highest: Criticality HML

Fac Cost Time Pers

5, 4, 3, 2, 1

Problem Background: Resources? (Budget/Other Concerns)?

Task/Deliverable/Objective: Who Will Do? How Measured?

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Documentation System Design, Communication (DSDC)• Initial design, plan for how the team will work• Given that all work is about communications…….• Documentation is blackboard is critical• Must consider initially how this will happen, DSDC• DSDC provides opportunity to reflect on, discuss

Researcher Communication Method, Internal And External Customers:

Toolkit/Blackboard Design Element, How Does It Work?

How To Improve Professional Relationships, Communication?

1. 1. 1. 1.

Identify How The Systems’ Design You Are Advocating Can Assist IN Tieing Together PPDPOA, TPMSS, FACR, TRIRPA And Other Elements Of Team Problem Solving And Improvement:

Explain ISO/QS Characteristics And Other Necessary Entities To Be Possessed By Documentation And Communication Systems, Categorically, Particularly Focused On Service Functions:

Using The Template At The End Of The Applications Complete A Cause And Effect Diagram Indicating Issues And Opportunities For Systemic Documentation Relationships/Improvements, Particularly Focused On Service Functions:

Identify And Explain Why Your Organization Is Well Suited To The Documentation And Communication System Being Developed, Particularly Focused On Service Functions:

short form tool 7 itttm tool #7 short form “core technological foundations for innovation and...

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