speaking with facts tq & od project dimensions(1)

SPEAKING WITH FACTS:

By: Dr. Clementine A. Baustista

Elizabeth J. Perez

Total Quality and Organization Development Total Quality and Organization Development Project DimensionsProject Dimensions

Project ManagementProject Management

Project PlanningProject Planning

Quality project involvement

Total Quality Business ProjectsTotal Quality Business Projects

Total Quality Business Projects

Speaking with facts – four alternatives


Key points in the use of OD in Project Planning

PROJECT PLANNINGPROJECT PLANNING


Key points in the use of OD in Project Planning


Speaking with facts as purpose of business project planning

Fact-finding steps, Cycles and Tools

QC steps PDCA/SDCA cycles

process/mgt planning tools

QC project tools

1. Select theme/ problem

2. Collect and analyze data

3. Analyze causes

PLAN

KJ method, matrix data analysis, relations diagram

Matrix diagram, flowcharting

Flowchart analysis

Check sheet, display graphs, Pareto chart, histogram, scatter diagram, control chart






QC project tools

4. Plan and implement solution

DOTree diagram, matrix diagram, arrow diagram, PDPC diagram

5. Evaluate effects CHECK Check sheet, display graphs, Pareto chart, histogram, scatter diagram, control chart, SPC






QC project tools

6. Standardize solution

7. Reflect on process (and next problem)

ACTArrow diagram, PDPC diagramKJ analysis

Poke Yoke

(provides steps) (provides repetitions) (Provides tools) (provides tools)


Alternating interaction between SDCA cycle and PDCA

Improvement activities

DO Improvement

PLAN Improvement

Daily Work

ACT to improve work against standard

CHECK the work against standard

Initiate improvement

CHECKImprovement results

Standardization

Know the STANDARD

DO the work according to the standard


Project Planning for Kaizen and Competitive Parity

Level 3Level 3

Road Map for process improvement Road Map for process improvement through project teamsthrough project teams


Project Planning for Breakthrough Dominance and Reengineering


Four basic subcultures

PROJECT MANAGEMENTPROJECT MANAGEMENT

Information gathering

DDeecciissiioon n

mmaakkiinngg


Phases and Stages of Project Life Cycle

PP

HH

AA

SS

EE

SS

Stages Gestation Growth Independence Declining Death

Feasibility

Formulation

Implementation

Installation

Sustaining

Internal

momentum

External organizational support


Project Management and TeamsPERFORMANCE

RESULTS

SK

ILLS

AC

CO

UN

TAB

ILITY

COLLECTIVE WORK PRODUCTS

COMMITMENT PERSONAL GROWTH


Four phases of group progress

Total Quality Organization Total Quality Organization Development (OD) ProjectsDevelopment (OD) Projects

Total Quality Organization Development Project Planning

Total Quality Organization Development Projects


Types of Teams


Planning and Factors in Team Empowerment

Factors in team empowerment:

• Micro and macro stage of system development along the team involvement continuum

• Matching of leadership styles with follower’s maturity levels to promote team empowerment


Micro and macro stage of system development


Micro stage of system development


Macro stage of system development

Matching of leadership styles with follower’s maturity levels to promote team empowerment


Project Planning for Organization Development Consulting

The Consulting ProcessThe Consulting Process

Engagement Initiation


TQM Perspective on the Client/Consultant Engagement


Comparison of Conventional Consultant Approaches vs. Total Quality Approaches

Stages of consulting engagement

Selected conventional consultant approaches

Selected total quality OD consultant approaches

Recognition of business need

• Focus on consulting needs• Emphasis on consultant values• Ignoring baseline variables• short-term perspective on engagement

• Focus on customer need• Emphasis on client values• planning on baseline variables• Long-term perspective

Client /consultant Engagement

• tendency to overlook need to qualify clients• Loss of f bid is a failure

• Recognizing importance of qualified clients


Comparison of Conventional Consultant Approaches vs. Total Quality ApproachesStages of consulting engagement



Client /consultant Engagement

• tendency for teams to be underprepared for engagement• inadequate client understanding and buy-in on deliverables• Lack of empowerment of team members• Little or no access to client work areas/staff• Limited use of information technology to transfer knowledge

• Loss of bid is a learning opportunity• fully prepared team members on engagements• Clear client understanding and buy-in on deliverables• Full empowerment of team members• free access to client work areas /staff•Extensive use of IT to transfer knowledge






Consultant Performance • lack of communication with client on project status, value added and issues• Inadequate assistance to client in making interim decisions• Lack of a means of keeping track of issues and their resolution• Emphasis on just meeting the client’s needs

• Frequent communication with client on project status• Timely assistance to client in making interim decisions• Use of issue logs to keep track of issues and their resolution• Emphasis on “delighting” the client, not just meeting needs






Completion/follo-on/Exit • Failure to identify follow-up projects• Inadequate follow-up on project results• Failure to seek client feedback on projects• Waiting until final stage to assess quality

• Continuous effort to identify follow-up projects• Timely follow-up on project results• Use ofestablished client feedback methods on project• Measures used to continually assess quality all during the engagement

Total Quality Organization Total Quality Organization Development (OD) ProjectsDevelopment (OD) Projects

speaking with facts tq & od project dimensions(1)

Documents

solutionarrow diagram

plan andtree diagram

implementdo matrix diagram

use of od

workdaily work

problem data analysis

standard act

standard check