The document discusses the management of quality improvement teams and emphasizes the importance of teamwork and employee empowerment in handling complex work environments. It outlines various types of teams, such as process improvement teams, cross-functional teams, and virtual teams, and their roles and responsibilities in organizational improvement. Additionally, it touches upon conflict resolution in teams and tools for project management, including project charters and Gantt charts.

1. Managing Quality
Improvement Teams and Projects

2. Why do you suppose the voice of
participation and teamwork to manage
business today?
• One of the biggest reasons is Complexity that drive
workers from routine work to the knowledge work,
which is work that involves the development and
transmission of knowledge and information.

3. A Team is defined as a finite
number of individuals who are
united in a common purpose.

4. Why employees enjoy teams?
• Mutuality: the need for
mutual support and
encouragement .
• Recognition for personal
achievement: by rewards,
incentives and status.
• Belonging: the individual’s
need for supportive,
cohesive, and friendly team
relations.
• Bounded power: the need for
authority and control over
project resources and people
to influence decisions and
opportunities.
• Creative autonomy :give
employees opportunity to use
their creativity , and enjoy
good working conditions.

5. Leading teams for quality
• Employee empowerment: means giving
power to team members who had little control over
their jobs.
• Is an important factor in improving employee moral
and performance.
• Tell employees that their thoughts and ideas are
valued.

6. Flattening hierarchies for
improved effectiveness
Having many layers of management can increase the
time required to perform work.
Top managers have eliminated layers of bureaucratic
managers in order to improve communication and
simplify work.

7. Team leader roles and
responsibilities
•Setting team direction and
seeking future opportunities.
•Reinforce values and provide a
system for achieving desired
goals.
•Establish expectations for high
level of performance, customer
focus and continuous learning.
•Responsible for communication
and providing feedback.
Situational leadership model

8. Team roles and responsibilities

9. Team formation and evolution
storming
forming
performing
norming
mourning

10. Types of teams
Process improvement teams:
• may work under the direction of management
or self directed.
• Identifying opportunities
• Gathering and analyzing data
• Making recommendations
• Implementing change
Cross functional teams:
• for solving problems in multiple function.
• Quality related problems such as communication or
redesigning company wide processes.

11. Types of teams
Tiger teams:
• Is a high powered team assigned to work on a specific
problem for a short period of time.
Natural work groups
• Are teams organized around a common product,
customer, or service.
• The tasks: increasing responsiveness to customer and
market demand.

12. Types of teams
Self directed work teams
• Is chartered to work on projects identified by team members
themselves.
• Little s: are made up of employees empowered to identify
opportunities for improvement, select projects, and complete
implementation.
• Big S: teams are involved in managing the different functions
of the company. Ex: decisions in finance, pay, processes,
customers …

13. Types of teams
Virtual teams
• These teams rarely or never physically meet .
• Internet and intranet-based applications called teamwork,
allow us to access the web, build a team, share ideas, hold
virtual meetings, brainstorm, keep schedules, and archive past
results with people around the world

14. Implementing teams
The role of facilitator is to make it easy for the group to
know :
where it is going?
Why it wants to get there?
How to get there?
And what it is going to do next?

15. • Meeting management: is an important skill for a
facilitator of quality improvement teams.
Steps required for planning a meeting:
• Defining an agenda
• Developing meeting objectives
• Designing the agenda activity outline
• Using process techniques

16. Conflict resolution in teams
• As people work closely together in teams,
conflicts arise.
Four recognizable stages occur in the conflict resolution
process:
• Frustration: competition and aggression.
• Conceptualization and orientation: opponents
identify the issues that need to be resolved.
• Interaction: team members discuss problems.
• Outcome: the problem is resolved.

17. Desire to satisfy other party’s
concerns.
Desire
To satisfy
Our own
concerns
Modes of conflict behavior

18. Leaders resolve conflict in a variety
of ways:
1. Passive conflict resolution
2. Win-win
3. Structured problem solving
4. Confronting conflicts
5. Choosing a winner
6. Selecting a better alternative
7. Preventing conflict

19. Tools used in controlling projects

20. 1. Qualifying projects
• To determine the worthiness of a project on
different dimensions.
• Commonly used method are cost-benefits analysis
using payback period.
• Direct cost , indirect cost, expected returns for
projects.

21. 2. Project charter
• Is a simple tool to help teams
Identify objectives, participants,
and expected benefits from the
project.

22. 3. force-field analysis
• This tool is designed to
identify and quantify all
of the forces for or
against organizational
change.

23. 4. Work breakdown structure
1. Identifying precedence relationships
2. Identifying outcome measures
3. Identifying task times :
(a=optimistic completion time, m=most likely completion
time, b=pessimistic completion time)

24. Work breakdown structure
• Expected time = (a+ 4m +b)/6
• The task variance ²t={(b-a)/6} ²
• The project variance ²T = Σ ² , from t=1 to n
• The project standard deviation T = √ ²T
• t= task time , T= project completion time

25. 5. Activity network diagram
• The following steps are used to develop
a Program evaluation review technique (PERT chart):
• List all the tasks.
• Determine task time.
• Indicate which tasks depend on the completion of the
other tasks in the project.
• Draw the network diagram.

26. Activity network diagram
• Compute early start and early finish times from left
to right.
• Compute late start and late finish times from right to
left.
• Compute slack times slack time = late start – early
start.
• Determine the critical path that links activities with
zero slack.

27. 6. Arrow Gantt chart

28. 7. Managing multiple projects