MIT-WPU_World Class Operations

MIT-WPU’s MBA program prepares students for general management and executive
leadership roles in business. Students are immersed in active learning experiences and
exposed to the practical tools and skills needed to thrive in their professional endeavors.
Students will develop analytical and critical thinking, which you can apply to World Class
Operations.

MIT World Peace University (MIT-WPU)
Maharashtra Institute of Technology (MIT)
Pune, Maharashtra
School of Management (SOM-PG)
World Class Operations
MGP8307B
Dr. Abeni El-Amin, Ph.D., Ed.D., D.PC., MPsy - I/O, LSSMBB
https://www.linkedin.com/in/abeni1/
abeni.elamin@gmail.com

Instructor Highlights
Dr. Abeni El-Amin, Ph.D., Ed.D.,
MPsy I/O, LSSMBB
• I am excited about the opportunity to provide value-added
dynamic facilitation as a leadership motivator, inspirational
executive coach, and academically qualified professional.
• Lean Six Sigma Master Black Belt: Florida Atlantic
University
• Dissertation – Business Administration: Applying Lean Six
Sigma Methodology as a Nonprofit Organizational
Development Tool
• Organization Development Highlights
• Highlight 1: I have reduced waste of over $357,000
across business and manufacturing units at Elkhart
Plastics.
• Highlight 2: I have streamlined business processes
to save over $35,000, which allowed the City of
South Bend to hire additional staff and provide
resources for the animal care and control facility.
• Highlight 3: I have trained thousands of
professionals on the art of world class operations.

Instructor Biography
Dr. Abeni El-Amin
• Assistant Professor of Business Administration (Management and Economics) at Fort Hays State University
(Shenyang, China).
Professional Education
• Received Doctorate (PhD) in Business Administration ~ Organizational Leadership from Northcentral University,
Doctorate (PhD) Colorado Theological Seminary, Clinical Pastoral/Patient Counseling, Doctorate (EdD) in
Educational Leadership from University of the Cumberlands, Bachelors’ Degrees in Business Administration:
Marketing and Economics and Masters’ Degrees in Public Administration: Human Resources Management and
Management Information Systems from Kentucky State University (KSU). Masters in Nonprofit Administration
from The University of Notre Dame, Masters’ in Adult and Community Education/Executive Development for
Public Service from Ball State University, Masters from Bellevue University in Professional Studies with a Focus in
Health Care Administration, MBA in Project Management/Health Care Administration, Masters in Professional
Studies: Public Health Administration from Fort Hays State University, and Masters of Psychology in Industrial and
Organizational Psychology from Grand Canyon University. Holds AA degrees in Liberal Studies (KSU),
Communications (KSU), and Paralegal Studies (Ivy Tech Community College). Received Lean Six Sigma Master Black
Belt (LSSMBB) Certification from Florida Atlantic University and Certificate of Diversity, Equity and Inclusion in the
Workplace from the University of South Florida Muma College of Business.
Experience
• Dr. El-Amin has nearly two decades of experience and education in Business Administration, as an educator, and
practitioner. She is the author of, In Search of Servant Leadership.

Selected
Research
Publications

Lecture Summary
Session 1
• The Impact of Global Competition on World Class Operations
• Business Sustainability Through World Class Operations/Quality Management, Strategic
Alliances, and the Incorporation of a World Class Quality Culture
Session 2
• World Class Operations: Management Stakeholders - Customers, Suppliers, and
Employees
• Fostering Teamwork, Communication Through Training and Development
Session 3
• Utilizing Quality Management to Create Compliance and Conformity
• Building a World Class House of Lean
Session 4
• Developing a World Class Quality Management Program
• Implementing World Class Total Quality Management
Guest Speaker:
Quinton Marks, MS, Ph.D./ABD, LSSBB
Global Quality Engineering Manager
Integrated Supply Chain
Honeywell | Aerospace
https://www.linkedin.com/in/qlm01/

2-Minute Presentations
(Student Introductions)
• Open Video and Mic.
• Introduce yourself…
• What is your name?
• Where are you from?
• What is career?
• What is your passion?
• Finally, what is the impact of team-building, stakeholder
management, and collaboration in World Class Operations?

What Are World Class
Operations?

What Are World Class Operations?
• A world-class operation is an organization that becomes
the best and then sustains itself as the best in its field.
• It goes beyond TQM (Total Quality Management), which is an
adaptive process.
• It also goes beyond the "learning organization" by keeping ahead
of changes.
• The fundamental principles of the WCM are:
• Reduce wastage and misfortunes.
• Improve the standards and techniques.
• Involve all representatives during the time spent
consistent improvement.

TQM (Total Quality Management)

World Class Manufacturing is a process-
driven approach that generally involves
implementing the following
philosophies and techniques:
• Make-to-order
• Streamlined flow
• Small lot sizes
• Families of parts
• Doing it right the
first time
• Cellular
manufacturing
• Total preventive
maintenance
• Quick
changeover
• Zero Defects
• Just-in-time
production
• Variability
reduction
• Employee
involvement
• Cross-functional
teams (quality
control circles)
• Multi-skilled
employees
• Visual signals
• Statistical
process control

Recap
• CO 1: Recall the history of World Class Excellent
Organizations and Models of Manufacturing
Leading to Business Excellence.
• CO 2: Understand the concepts of Benchmarking,
Bottlenecks, and Best Practices in Value-Added
Manufacturing leading the Business Excellence.
• CO 3: Illustrate the systems and tools of World
Class Manufacturing.
• CO4: Analyze the linkages with World Class
Excellent Organizations.
• CO5: Explain the characteristics of WCM
companies.
• CO6: Develop necessary competencies required
for an International Business professional.

Operational Excellence (Op Ex) is, in simple terms,
about being the best.
• The best in class.
• The best in your industry.
• The best in the world.
• But, as simple as that sounds, Operational Excellence is
an ambiguous concept that a lot of companies strive to
achieve, but often fail to understand.
• Likewise, every business operates along four basic focus
dimensions: finance, customers, internal processes, and
learning and innovation.
• These theoretical divisions of operations management
come from the research of Robert S. Kaplan and David P.
Norton.

World Class
Manufacturing
Process
World Class
Competition and
Competitiveness

World Class
Organizations
THE TOTAL QUALITY APPROACH TO
QUALITY MANAGEMENT ACHIEVING
ORGANIZATIONAL EXCELLENCE
• Define the term quality.
• What is total quality?
• List and explain the key elements of total
quality.
QUALITY AND GLOBAL
COMPETIVENESS
• Explain the relationship between quality and
competitiveness.
• Explain how the cost of poor quality can
affect competitiveness.

Define the Term Quality
CO 3: Illustrate the systems and tools of World Class Manufacturing
Quality defined - meets the designed intent in
which the customer approves or accepts.
Quality Management (QM) is accomplished by
creating an integrated “system”.
• QM is process centered.
• Total employee involvement.
• Completely customer focused.
• Creates a culture that is customer focused.
• The collection and study of data that supports efforts for the
customer, which are critical components to Quality
Management Systems.

What is Total Quality?
C0 4: Analyze the linkages with World Class Excellent Organizations
TQM is used in quality management as a management
approach to long-term success through customer
satisfaction.
TQM focuses on the development of products and
services that meet the needs and exceed the
expectations of key customer groups.
In short, quality management ensures the Quality Team
has the necessary tools and instructions to verify and
validate specifications and inspection of products.

List and Explain the Key Elements of Total Quality.
CO5: Explain the characteristics of WCM companies.
8 Principles of Total Quality Management
• Customer focus.
• Total employee commitment.
• Process approach.
• Integrated system.
• Strategic and systematic approach.
• Continual improvement.
• Fact-based decision-making.
• Communications.
Class Participation

Quality Management System (QMS) and
Total Quality Management (TQM)
CO6: Develop necessary competencies required for an International Business Professional.
• Quality Management System (QMS)/Total Quality Management
(TQM) is concerned with what ensures products meet the
customer’s specification requirements and expectations is a
robust QMS and/or TQM.
• The impact of the global economy, which depends on products
from manufacturers around the world.
• When QMS and/or TQM is executed, it enables organizations to
thrive and grow their market share.
• Likewise, TQM encompasses several aspects in which
techniques and tools when adopted and integrated into the
manufacturing operations accordingly, yield quality products,
and increase profitability.

Quality Innovation: Crazy Eights
Group Exercise (Take a picture of slide)
•Crazy Eights is simply a fast-paced, generative exercise
to get you thinking broadly about quality management.
•Identify a Group Lead who will also serve as a presenter.
•Quickly sketch 8 ideas within 8 minutes.
•Next, pick your top three ideas, you have 6 minutes to
sketch out these ideas further (spending 2 mins per
idea).
•Present your top two ideas back to the group.
•Place ideas in the chat.
•As a group, we will identify five most popular
innovations.

Group Exercise
World Class Organization Components:
Delivering exactly what the customer needs.
Employee commitment: Dedication towards the customer and the organization.
Track mistakes.
Activity 1: Crazy Eights - Team Leaders
Room 1 - Shreeya
Room 2 - Disha
Room 3- Vivek
Room 4 - Rushikesh M
Room 5- Priyanka
Room 6 - Prasad
Room 7 - Aniket

Performance Outcomes
Room 1
Design Robust training programs for
employees
Schedule periodic internal audits
Room 2
Secure data both internal and external
Have continuous improvement in various
processes for the organization
Using statical methods to control
wastage
Increase quality by decreasing human
contact
Improve quality
Room 3
Get feedback from your customer
Learn from your mistakes
Track mistakes
Room 4
Produce 5-star products
Maintain the umbrella of quality
Room 5 (WCO Examples)
H&M (Quality issue)
Uber (Service issues)
Johnson and Johnson
Room 6
Create a rigid safety protocol –
compliance
Room 7
Keep track of the activities leading to
continuous improvement
Build a company culture that emphases
quality improvement

Your company just shipped defective product. As such, few are cheering.
1. To meet the ship dates, we dropped quality on the floor (reliability,
usability… you name it) and everyone knows it.
2. There’s already talk about what commitments we have for v3, but no
one has articulated what we’re going to do about raising the quality
bar.
3. How do you (successfully) argue higher quality?
4. Has anyone worked on a project where quality was really job #1, if not,
do you think that it ever is?
5. How did it happen?
6. Who defined (and defended) quality?
7. Who should define and defend it?
• In teams answer the question within 15 minutes.
• Next, choose a presenter from your team to report your findings back to the
class.
Quality Innovation: Problem Solving

Activity 2: Problem Solving - Team Leaders
Room 1 - Saee
Room 2 - Sakshi
Room 3 - Rutuja
Room 4 - Siddhi
Room 5 - Prathamesh
Room 6 - Vedant
Lecture Note: Business and sustainability initiatives help to shape stakeholder
relationships, public relations, risk mitigation, and organizational structure. Ethics and
compliance programs of improve organizational structures. The importance of leadership
must embrace ethics and compliance programs to ensure adherence to policies set forth
by the board. Ethics programs promote and increases the capacity of organizations to stay
compliant with regulatory laws, which in the end saves financial resources, time, and
reputation. An understanding of the impact that compliance has on regulation is key
because adherence allows leadership to increase span of control in these matters.
Additionally, ethics programs enhance assessment protocols for employee reviews. As a
result, there is value to an organization mitigating compliance issues within an
organization. Finally, organizations must invest in the training of compliance programs.

Room 1
1. By hiring a quality control manager, by continuously checking quality
2. How did it happen? During transportation of the product, maybe deliver person's mistake
Room 2
1. Defect Classification and analyzing insignificant issues that affect the function or the form of the item
Room 3
1. We can give them the replace of the defected product or we can give them discounts
2. By providing them options for compensation of the product delivered
3. If you check the previous data of costumer, the durability concerns can be resolved as this is the only
defective product delivered
4. Not worked but yes quality should be a priority. As, the customers are happy if the products have superior
quality and happy customers leads to more business
Room 4
1. Who defined quality? Quality assurance and quality check departments
2. Who should define and defend it - quality manager
Room 5
1. Root cause analysis. If you have a quality issue with the product return, analyze the issue and find the
root cause
2. Creative Design thinking with maintaining quality of a Product. To ensure Market penetration
3. Upgrade Equipment Where Needed: You may need to upgrade production equipment to enhance quality
Room 6
1. Creating a brand image quality and availability which will help create loyal customers
2. Design and quality of the product should be continued

Group Exercise
World Class Organization Components:
Delivering exactly what the customer needs.
Employee commitment: Dedication towards the customer and the organization.
Track mistakes.
Activity 1: Crazy Eights - Team Leaders
Room 1 - Shreeya
Room 2 - Disha
Room 3 - Vivek
Room 4 - Rushikesh M
Room 5 - Priyanka
Room 6 - Prasad
Room 7 - Aniket

Activity 2: Problem Solving - Team Leaders
Room 1 - Saee
Room 2 - Sakshi
Room 3 - Rutuja
Room 4 - Siddhi
Room 5 - Prathamesh
Room 6 - Vedant
Lecture Note: Business and sustainability initiatives help to shape stakeholder
relationships, public relations, risk mitigation, and organizational structure. Ethics and
compliance programs of improve organizational structures. The importance of leadership
must embrace ethics and compliance programs to ensure adherence to policies set forth
by the board. Ethics programs promote and increases the capacity of organizations to stay
compliant with regulatory laws, which in the end saves financial resources, time, and
reputation. An understanding of the impact that compliance has on regulation is key
because adherence allows leadership to increase span of control in these matters.
Additionally, ethics programs enhance assessment protocols for employee reviews. As a
result, there is value to an organization mitigating compliance issues within an
organization. Finally, organizations must invest in the training of compliance programs.
Performance Outcomes

Linking Lean Six Sigma to the Principles of WCM
• The fundamental principles of the
WCM are:
• Reduce wastage and loss of profit.
• Improve standards and
techniques.
• Involve all representatives during
the time spent achieving
consistent improvement.

Six Sigma is a
Process
Improvement
Methodology
It is a disciplined, data-driven approach for eliminating
defects and waste from a process.
To achieve Six Sigma, a process must not produce more
than 3.4 defects per million opportunities.
When we say the word defect, we’re talking about
anything that falls outside of a customer’s specification.
Six Sigma uses a process called the DMAIC method.
This stands for Define, Measure, Analyze, Improve, and
Control.
Each stage of this process is designed to help you identify,
measure and improve an existing process.

If You Said BUY-IN
You are CORRECT!

Lean Six Sigma is Beneficial
• Lean Six Sigma projects can lead to a rewarding
experience and immense benefits for an
organization; however, not all of them achieve
the expected results.
• Yet, a Bain & Company’s survey in 2008 found
that 80 percent of 184 companies responding
claimed that “Lean Six Sigma efforts are failing
to drive the anticipated value” and 74 percent
said, “they are not gaining the expected
competitive edge because they haven’t
achieved their saving targets.”

Top 10 Reasons Lean Six Sigma Projects Fail
1. Lack of management support
• Support and commitment for a Lean Six Sigma deployment from the
the leadership of an organization is the key driver for success.
2. Incorrect Strategy Deployment
• A deployment strategy helps to align organizational business goals to
goals to expected deployment results and to maintain the sustenance of
sustenance of Lean Six Sigma in the organization.
3. Incorrect Project
• Deployment teams must ensure that selected Lean Six Sigma process
process improvement projects are data-based and focused on business,
business, financial, process and customer goals.
4. Choosing an inappropriate process
• Invariably, most Lean Six Sigma teams want to start with a pilot project
project that’s not too risky.
5. Inappropriate team members
• Invariably, leaders try to form a Lean Six Sigma team before they’ve
they’ve analyzed the data to figure out who ought to be on the team.
team.

Top 10 Reasons Lean Six Sigma Projects Fail, continued
6. Lack of process owner support
• If the process owner was not involved in the project from the start because
because they are busy doing his day job, then the project is doomed to fail.
doomed to fail.
7. Incorrect Scope
• Almost invariably, the failure of any Lean Six Sigma project can be traced to
traced to a scope that was too broad.
8. Incorrect or insufficient training
• Oftentimes, process owners are primarily tasked with leading projects, but
projects, but they might not have been formally trained.
9. Incorrect Measurement System
• Data and measurement are the foundation of Lean Six Sigma. All too often,
too often, however, Lean Six Sigma practitioners neglect to check the
the validity of their measurements.
10. Incorrect Implementation
• Wall-to-wall implementations can siphon valuable resources away from
from satisfying customers, creating new products and exploring new
new markets.

FOCUS: CAREER SUCCESS
THE ENTREPRENEURIAL MINDSET

Agenda – Mr. Quinton L. Marks (LSSBB)
Introduction
1
Total Quality Management (TQM)
– Managing the Process
2
Question and Answer
3

• Quinton Marks has worked in the Total Quality
Management (TQM) industry for over 20 years in
both the automotive and aerospace industries,
which includes military and commercial
applications such as Toyota Motor Manufacturing
and General Motors.
• Quinton has worked in the aerospace industry
building various military and aviation products.
Additionally, he has developed quality initiatives
for navigational systems and wheel and brakes
systems for Lockheed Martin, Boeing, Northrup
Grumman, Pratt & Whitney, L3Harris, and Rolls
Royce.
• Quinton has received both formal and practical
training in Total Quality Management and Lean
Six Sigma.
INTRODUCING
MR. QUINTON L. MARKS, PH.D. (ABD) (LSSBB)
HONEYWELL AEROSPACE INTERNATIONAL
Mr. Quinton L. Marks, Ph.D. (ABD) (LSSBB)
Supplier Quality Engineer Manager
Field Quality Engineer |6s Black Belt
Honeywell | Aerospace

Quality Innovation Process
Feasibility
TECHNOLOGY
Viability
BUSINESS
Usability, Desirability
HUMAN VALUES
Teams and Collaboration ORGANIZATION
BEHAVIOR
MANUFACTURING
Quality
Innovation

Quality Management Under the Microscope
Ensuring the Quality Team
has the necessary tools and
instructions to verify and
validate the specification
and inspection of products.
Quality Management

IMPACT - The global economy
depends on products from
manufacturers around the world.
DEMAND - What ensures products meet the customer’s
specification requirements and expectations is a robust
Quality Management System (QMS) and/or Total
Quality Management (TQM).
PURPOSE - TQM encompasses several aspects
in which techniques and tools and when
adopted and integrated into the manufacturing
operations, accordingly, will yield quality
products and increase profitability.
MISSION - When this
management system is
executed it enables
organizations to thrive and
grow their market share.
Quality Management System (QMS)/Total
Quality Management (TQM)

Background – History
• My initial introduction to Total Quality Management (TQM) started at
Toyota Motor Manufacturing, Inc. located in Georgetown, Kentucky.
• Working at Toyota provided many mandatory trainings for team
members and the entire workforce.
• I worked directly with some of the best Lean Quality systems engineers
directly from Toyota Japan.
• I launched the brand-new facility from ground up.
• Initially, I worked with the conveyance teams, which established
routings and Kanbans for delivery of parts to the manufacturing
assembly lines.
• After a few years working in this capacity, I transferred into the
Functional Quality group which ensures the functions of the vehicles
are operational per the standard work and specifications.

What is a Kanban???
• A Kanban is a workflow
management method
designed to help teams
visualize their work,
maximize efficiency to be
more productive.
• From Japanese, Kanban is
literally translated as
billboard or signboard.

Background – History
• After ten years of gaining valuable Toyota
Production Systems experience, I launched the
all new HUMMER H2 for General Motors.
• The HUMMER H2 was launched from start to
finish in 22 months.
• This was faster than any manufacturer had
done so.
• The best in the industry launch a new facility in
48 to 54 months’ time.
• Implementing TQM at the HUMMER facility
had its challenges, however, it was reduced
due to GM-GMS (General Motors Global
Manufacturing Systems), which was a direct
copy of the Toyota Production System.

Background – History (Tactical)
• Soon after, my skills and training were ramped up to
allow for a promotion within the group.
• I then left the team to work in the Quality Pilot Hall,
which is a confidential area for new vehicle model
changes.
• I was instrumental in training over 250 team members
in the Quality groups on all aspects of what the new
model changes would be.
• At the end of each trial run, I would host Senior
Leadership Reflection Meetings to inform them of how
the trail transpired and what issues had occurred.

Background - History
• This experience allowed me to
move into a more expert role
within a prime aerospace
company Honeywell Aerospace
International.
• Honeywell manufactures wheel
and brake systems made for
commercial and military
applications, such as Lockheed
Martin’s F35, F18 and F22.
– In addition, Honeywell partners with
another major prime aerospace
customer is Boeing Aircrafts.

Career Highlights in Quality Management
• Worked as the management
representative for several sites’
ISO 9001 and AS9100 certification
programs which include internal
auditing and implementation of
Root Cause and Corrective
Actions, while maintaining Quality
Manuals.
COMPLIANCE IN
QUALITY MANAGEMENT
● Worked in various roles in Quality
Management.
● Worked in the aerospace industry
at Morgan Thermal Ceramics
(Morgan Advanced Materials)
building high heat insulated
products such as insulation for the
black box found on commercial
airplanes, and heat shield
insulation for military, government
and space mission applications.
MANUFACTURING
OBJECTIVES
● During my time with GM, I trained over
1,500 new team members in Lean
Manufacturing and Total Quality
Management systems.
● I took extensive training from General
Motors (AM General) in the TQM
procedures and protocols.
● I hosted monthly plantwide meetings for
all three operations shifts to present
monthly metrics and goals.
MANAGING THE
BUSINESS

Quality: Which Burger Would You Choose?
Exhibit
A

Quality: Which Burger Would You Choose?
Exhibit
B

Food For Thought:
What Are the Eight Elements of Waste?
• At the heart of Lean Thinking is the
goal of decreasing waste.
• Waste, or ‘muda’ the Japanese term,
is grouped into eight different
elements.
• This classification was originally
created by Toyota as part of the
Toyota Production System (TPS).
• The easy way to remember these
eight elements of waste (in English)
is to use the mnemonic
“TIMWOODS”.

What Does TIMWOODS Stand For?
T - Transportation: Unnecessary movement of the product
being produced
I - Inventory: Unused materials in the form of raw
materials, work-in-process or finished goods that results in
wasted capital
M - Motion: Unnecessary movement of people, trucks,
machinery and another other than the product
W - Waiting: Time that the product is sitting there
O - Over-processing: Doing more to the product than is
necessary
O - Over-production: Creating more of the final or
intermediate products than is necessary, or producing the
product earlier than is required
D - Defects: Products with defects that have to be
scrapped or re-worked
S - Staff Underutilization: This indicates when staff are not
best used within organizations

Managing Quality
5 Leadership/Management Levels
05
04
03
02
01
Create Optimal Teams, Yielding
Excellent Results.
Lead Others.
Recommend, then Act.
Ask what to do.
Wait to be told what to do.

The Role of Great Communication in Quality Management
Good To Great (Leadership)
• Great leaders understand that they’re
setting an example within their organization.
• When leaders communicate effectively,
they are actively participating in the
outcome they want to see take place.
• Communication channels become more
clear and understandable, fostering the kind
of collaborative orientation that speaks to
the element of trust.
• The best leaders have honed their
communication skills and made them a
priority in their professional career and
organizations.
• Leaders lead by example setting the tone,
expectations, and direction that which leads
to business excellence.

Quality requires
standard work
Quality professionals
communicate outcomes
Quality management requires on-
time-delivery
Quality is part of the
supply chain
Quality management
requires planning
Quality management requires many
meetings with stakeholders
Quality management
requires targeted
objectives
Quality management
requires people skills
Quality management requires strict
documentation, which is a key
requirement to quality assurance
Increases
Profitability
Quality is
Measurable
Quality management
saves production
time

SWOT Analysis: Example (BREAK OUT)
Strengths Opportunity
· Relationship building.
· Large buy-in from staff.
· Quantity and growth. Collaboration.
· Our team has a broad amount of experience,
expertise, and skill sets, that when combined leads to
strong collaboration.
· Continually increasing performance, improving
relationships and buy-in with internal partners.
· People working in the program who genuinely care
about client success and finding different pathways
for them to achieve their goals.
· Building program and community-building
pathways.
· Regularizing systems within agency. Helping clients
gain important skills such as family sustaintability.
· Development capacity increased.
Weakness Threats
· Lack of future planning; inconsistencies.
· Gaps in communication with agency leadership.
· We need to define processes to ensure consistency.
· Lack of donors.
· Limited program budget.

Quality Innovation: SWOT Analysis
•The SWOT Analysis is a fast-paced applied quality
management problem solving tool.
1. Manufacture a quality issue such as bottlenecks, not adhering
to the standards or standard work, defective material,
manufacturing floor design, or engineering flaws, etc.
2. In teams complete a SWOT Analysis within 10 minutes.
• Determine: Strengths, Weaknesses, Opportunities, and
Threats
3. Next, choose a presenter from your team to report your
findings back to the class.

SWOT Analysis: Example (BREAK OUT)
Strengths Opportunity
Weakness Threats

Stakeholder Analysis and Communication Planning

Behavioral Objectives:
• Tell how to build project relationships & why they are important for
communication
• Develop a project communications management plan
• Plan, conduct, & improve project meetings

The Organizational Zoo
“The use of creative tools
such as metaphor and
reflective conversations is
becoming more common
and makes a significant
contribution to success…”

Identify Stakeholders
After charter is accepted, a good place to start detailed planning is
with understanding who the stakeholders are and how to
communicate with them
Stakeholder Responsibilities include:
• Understanding the stakeholders
• Building relationships with stakeholders
• Developing a communications plan for dealing with stakeholders

Identify Stakeholders
• Multiple users with different—sometimes conflicting—
requirements
• May not know what they want
• May not be the actual user
• Unreasonable requests
• Stakeholders other than the users
Find Stakeholders
Analyze stakeholders
Document stakeholders

Find Stakeholders
• Who will use or be affected by the result of a project?
• Work on the project
• Provide people or resources
• Have their routines disrupted
• Who will be positively or negatively impacted by the process of
performing the project?
• Are stakeholders internal or external?
Identify stakeholders –the process of determining the individuals and groups who
might impact or be impacted by some aspect of the project.

Examples of Project Stakeholders

Wrap Up (Student
Presentations:
(Take-Away Capsule: 1-
Minute Time Limit)
• Open Video and Mic.
• State Your Name
• Communicate your take-
away from today’s World
Class Operations class.
• For example, what did you
learn, what will you take
from this experience, how
will this experience propel
you forward?

MIT-WPU_World Class Operations

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