WEEK 4

MANAGEMENT PHILOSOPHY THAT SEEK TO INTERGRATE ALL ORGANIZATIONAL FUNCTIONS TO FOCUS ON MEETING CUSTOMER NEEDS AND ORGANIZATIONAL OBJECTIVES

VIEWS ORGANISATION AS COLLECTION OF PROCESS

‘DO THE RIGHT THINGS, RIGHT THE FIRST TIME, EVERYTIME ‘

MEETING CUSTOMER

REQUIREMENT

REDUCING DEVELOPMENT QUALITY TIME

IMPROVEMNET TEAM

SYSTEM TO FACILITATE

IMPROVEMNER

REDUCING COST AND

TIME

CUSTOMER

SUPPLIER

SYSTEMS

PEOPLE

PROCESS

CULTURE COMMUNICATION

COMMITMENT

Management commitment to TQM principles and methods & long term Quality plans for the Organisation

Focus on customers – internal & external

Quality at all levels of the work force.

Continuous improvement of the production/business process.

Treating suppliers as partners

Establish performance measures for the processes.

DIAGNOSTIC

PLANNINGAND IMPLEMETATION

EVALUATIONISO 9000

FEEDBACK AND ADJUSTMENT

Vision and symbols

Management by walking about

For the kids

Autonomy, experimentation, and support for

failure

Create a sense of a “family”

Sense of the whole

A clear commitment to quality improvement

Communicator

Good relationship with the customer

Leading staff development

Leading innovation

Responsibility is cleared define

Building effective teams

Educational leader should guide and assist

other to develop similiar set og activities

Leadership style “ walk and talk”

Pivotal roles in guiding teachers and

administrator

Involvement – teacher, staff

Q & A

Information sharing

Implementing systematic and continued

communication among everyone

Helpful

Provide autonomy

Engage in the delicate balancing act of

ensuring quality to external customer

LEARNING WHAT IS IMPORTANT TO PEOPLE IN

YOUR COMMUNITY

DECIDE WHAT TO ASK

DEVELOP VISION AND MISSION

DECIDE HOW YOU WILL USE YOUR VISION AND

MISSION STATEMENT

Be pro-active

Begin with the end in mind

Put first things first (ref.Covey’s Time

management matrix pg.35)

Think win-win

Seek first to understand,then to be understood

Synergy

Sharpen the saw

WHAT IS STRATEGY?

-A PLAN OF ACTION RESULTING FROM

INTENDED TO ACCOMPLISH A SPESIFIC GOALS

-THE ARTS OR SKILL OF USING STRATAGEMS IN

ENDEAVORS SUCH AS POLITICS AND BUSINESS

SET OF PROCESSES THAT AN ORGANIZATION

USES TO IDENTIFY , PRIORTIZE, FOCUS, AND

SCHEDULED ACTION IN ORDER FOR IT TO

REMAIN VIABLE TO ITS FUTURE

GOOD JOB OF PLANNING VS PLAN EXECUTION

RELATIONSHIP

Strategic business planning is similar to strategic quality planning.

7 steps to strategic planningCustomer needsCustomer positioning Predict the futureGap analysisClosing the gapAlignment Implementation.

YOU

CUSTOMER

TECHNOLOGY

SUPPLIER

GOVERMENT SHAREHOLDER

COMPETITORS

WORKFORCE

VISION MISSION

•BELIEVES •WHAT AND WHY

•SHORT PHRASE THAT CONVEY

HOPES FOR THE FUTURE

•ACTION ORIENTED

•INSPIRATIONAL TOOLS •INSPIRATIONAL TOOLS

GOOD VISION CRITERIA

•UNDERSTOOD AND SHARED

•BROAD

•INSPIRING AND UPLIFTING

•EASY TO COMMUNICATE

GOOD MISSION CRITERIA

•CONCISE

•OUTCOME ORIENTED

•INCLUSIVE

Goals must be focused

Goals must be concrete

Goals must be based on statistical evidence

Goals must have plan or method with resources

Goals must have a time-frame

Goals must be challenging yet achievable

Culture is the pattern of shared beliefs and values that provides the members of an organization rules of behavior or accepted norms for conducting operations. It is the philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together and are shared by employees.

Main components:◦ Behaviors based on people interactions.

◦ Norms resulting from working groups.

◦ Dominant values adopted by the organization.

◦ Rules of the game for getting on.

◦ The climate.

◦ Any organization needs a vision framework that includes its guiding philosophy, core values and beliefs and a purpose these should be combined into a mission.

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Culture + TQM

CONTINUOUS IMPROVEMENT

THE UPSIDE-DOWN ORGANIZATION

KEEPIN CLOSE TO CUSTOMER

INTERNAL CUSTOMER

INTERNAL MARKETING

PROFESSIONALISM

UNSUPPORTIVE SENIOR MANAGEMENT

SHEER VOLUME OF EXTERNAL PRESSURES

VISION ARE NOT OFTEN SHARED

Management accountability and a deep sense of responsibility & commitment towards employees is the starting point.

Total people involvement and empowerment

CommunicationTraining to employeesManagement thoughts and action towards

delighting its customersRemoving organisational boundaries and

internal competitionUsing fact based decision makingUse of Kaizen

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The 3 K Method

Kimerareta Kotoo – What has been decided

Kimerareta Tori – must be followed

Kichim to Mamorukoto – as per standard.

Japanese – Good change

Activities that continually improve all function and involves everything

Aims to eliminate waste

Implementation-history

PDCA

PLAN

PROBLEM FINDING

DO

DISPLAY

CHECK

CLEAR

ACT

ACKNOWLEDGE

Kaizen- defines the managements role in continuously encouraging and implementing small improvements in the individual & organization.

Break the complex process into sub-processes and then improve the sub-processes.

Continuous improvements in small increments make the process more efficient ,controllable and adaptable.

Does not rely on more expense,or sophisticated equipment and techniques.

Value and non-value added work activities

Principles of motion study and work-cell use

Principles of materials handling and use of one-piece flow

Documentation of standard operating procedures

Visual displays for communicating to factory personnel

JIT- to produce right quantities at right time and with right resources

Team dynamics – problem solving ,comm.,conflict resolvation.

Provides an integrated approaches to

measuring and analyzing performances

Helps to align resources, improve

communication, productivity and achieve

strategic goals

Method of critical thinking by

which you analyze the

relationship between the

systems past for better

decision making