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Mixed Model Management:Manage Projects and Not Tasks

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William Bellows Presented at SCQAA San Fernando valley Chapter On October 16 2013. It was a great interactive evening.

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Mixed Model Management:Manage Projects and Not Tasks

  1. 1. Insights from Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 President In2:InThinking Network, www.in2in.org Email: bill@in2in.org, Cell: 562-204-6246 SCQAA Chapter Meeting October 16, 2013
  2. 2. Tank Engines and Rocket Engines
  3. 3. Audiences
  4. 4. Product / Program / Project As Conceived The top 5 uses: 1. Replacing the screwdriver 2. Pilot holes 3. Hole saw 4. Drywall installation 5. Concrete
  5. 5. Product / Program / Project As Conceived As Managed
  6. 6. Abstract What if every professional firefighter in the world followed their country’s firefighting orders? Would there ever be another firefighting injury? Or, in a manufacturing plant, what if standard planning and processes were followed by every operator, to the letter; would defect-free parts be produced time and again? The planning model of interchangeable parts, with major contribution often given to Honore Blanc, who resided in France in the late 1700's, offers such a vision, with an outcome of products, processes, and services that "work" (as planned), including zero fire fighting fatalities. The American System of Manufacturing followed shortly thereafter when Thomas Jefferson's implementation vision was shared with Eli Whitney, leading to the first-ever contract with the US Congress for a product made with interchangeable parts…..
  7. 7. Abstract ….Make that perfectly interchangeable parts, including those who fabricate them and those who fight fires. The simple design model of interchangeable parts, defined as a Macro System Model, is founded upon a set of assumptions that will be highlighted in this presentation. As a fitting complement, a second model, the Micro System Model, will be shared in a presentation that reveals explanations for all too frequent consternation and problems, let alone the failed solutions. Such are the realities when products and services are created by processes without an understanding of the significant difference a Macro and a Micro System Model. Mixed Model Management offers the ability to use both models to their full advantage and, thereby, reduce problems and increase profits.
  8. 8. Agenda •Models •Quiz •Modes of Thinking •Purposeful Resource Management •Purposeful Resource Leadership •Opportunities to Act •Opportunities to Think
  9. 9. Models Several years ago, Linda LoRe, CEO of Frederick's of Hollywood, shared a story of speaking with MBA students about Frederick's and their strategy to compete with Victoria's Secret and their supermodels, including Gisele Bündchen. As the business school engagement was ending, Linda fielded a seemingly personal question; "I have to ask...in your role as the CEO, do you get to work with the models?"
  10. 10. Mental Models A mental model is an explanation of someone's thought process about how something works in the real world. It is a representation of the surrounding world, the relationships between its various parts and a person's intuitive perception about his or her own acts and their consequences. Mental models can help shape behavior and set an approach to solving problems (akin to a personal algorithm) and doing tasks. Source: http://en.wikipedia.org/wiki/Mental_model
  11. 11. Mental Models Essentially, all models are wrong, but some are useful. Professor George Box
  12. 12. Resource Management Model A c t i v i t y Proactive Reactive “Mine” “Ours” Ownership
  13. 13. Resource Management Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening Reactive – applying effort after “bad,” “not OK,” “sick,” or “incorrect” happens
  14. 14. Resource Management “An ounce of prevention is worth a pound of cure” “A stitch in time saves nine” “Every dollar we invest in high-quality early education can save more than $7 later on”
  15. 15. Perception & Thinking “What we see depends on what we thought before we looked.” Myron Tribus
  16. 16. Quiz
  17. 17. Horse Trading “The secret to selling a horse is… Mark Twain
  18. 18. Time Management How much time is spent discussing parts, tasks, activities, program milestones, etc. which are good and completed on time? How much time is spent studying for the final exam, questions from weekly quizzes and the mid-term which were correct?
  19. 19. Time Management
  20. 20. Satisfaction How important is customer satisfaction?
  21. 21. Expectation Management Value Expectation Disappointment
  22. 22. Buying Watermelons and Briquettes
  23. 23. Grades What letter grade is required for all purchased parts and services, as well as tasks completed internally?
  24. 24. Task Flow Handoff Requirements? P D E F I H G
  25. 25. Task Grades
  26. 26. Task Management
  27. 27. Macro System Model Task Completion Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Assembly Final Assembly GOOD Task A GOOD FIT SubAssembly 1 Task B FIT Product Assembly GOOD Task O GOOD Task P FIT SubAssembly 2
  28. 28. Macro System Model Task Completion Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Assembly Final Assembly GOOD Task A GOOD FIT SubAssembly 1 Task B FIT Product Assembly GOOD Task O GOOD FIT SubAssembly 2 Task P WORKS
  29. 29. Task Grades 0 10 20 30 40 50 60 70 80 90 100
  30. 30. Cutting Wood Given a piece of wood that will be cut into 2 pieces, how many lines will be drawn across the top face before the cut is made?
  31. 31. Cutting Wood 1 line (target)
  32. 32. Cutting Wood 2 lines target
  33. 33. Examples of Task Management PAGE COUNT HOLE DIAMETER MIN MAX OUTER DIAMETER MIN 20 25 DISTANCE FROM THE DOOR MAX 0 FT 100 FT
  34. 34. Macro System Task Management HOLE DIAMETER PAGE COUNT = = MIN MAX OUTER DIAMETER 20 DISTANCE FROM THE DOOR = MIN 25 = MAX 0 FT 100 FT
  35. 35. Micro System Task Management HOLE DIAMETER PAGE COUNT = = MIN MAX OUTER DIAMETER 20 DISTANCE FROM THE DOOR = MIN 25 = MAX 0 FT 100 FT
  36. 36. Resource Management Contrast HOLE DIAMETER MIN HOLE DIAMETER MAX MIN OUTER DIAMETER MIN MAX OUTER DIAMETER MAX MIN MAX
  37. 37. Resource Management Contrast HOLE DIAMETER MIN MIND HOLE DIAMETER MAX THE TASK MIN MIND OUTER DIAMETER MIN THE GAP MAX OUTER DIAMETER MAX MIN MAX
  38. 38. Taguchi’s Quality Loss Function “Loss to Society” Lower Specification Limit TARGET (desired value of parameter) Upper Specification Limit
  39. 39. Micro System Model Task Completion Step 1 Step 2 Step N Step 1 Step 2 Step N Task A Degrees of GOOD Assembly Degrees of FIT SubAssembly 1 Task B Step 1 Step 2 Step N Task O Step 1 Step 2 Step N Final Assembly Degrees of FIT Product Assembly Task P Degrees of FIT SubAssembly 2 Degrees of WORKS
  40. 40. Modes of Thinking
  41. 41. Modes of Thinking  Categories  Absolutes  Discrete / Digital  How many students at CSUN? How many faculty?  Continuum  Relative  Wholeness / Analog  Better/Faster/Cheaper/ Smarter/etc.  Students are different, faculty are different
  42. 42. Modes of Thinking  Categories  Absolutes  Discrete / Digital  How many students at CSUN? How many faculty?  Continuum  Relative  Wholeness / Analog  Better/Faster/Cheaper/ Smarter/etc.  Students are different, faculty are different
  43. 43. Purposeful Resource Management
  44. 44. Resource Management A c t i v i t y Proactive Reactive REFLEXIVE “Mine” P U R P O S E F U L “Ours” Ownership
  45. 45. Purposeful Resource Leadership
  46. 46. Assumptions  A better way to operate an organization is to invest resources with the ability to manage customer delight, satisfaction, and disappointment  Better investment results from discovering opportunities to invest  The discovery of opportunities for investment is limited by how thinking is conditioned
  47. 47. What is needed ? Thinking that promotes better discovery
  48. 48. Opportunities to Act
  49. 49. Opportunities to Act (differences that make a difference)  Category Thinking vs. Continuum Thinking  Macro Systems vs. Micro Systems  Attention to “Good” elements  Customer Satisfaction vs. Customer Delight
  50. 50. Perception & Thinking “How the world we perceive works depends on how we think. The world we perceive is a world we bring forth through our thinking.” H. Thomas Johnson Source: (article) A Different Perspective on Quality, Johnson, 1997
  51. 51. Opportunities to Think
  52. 52. An InThinking Roadmap AKA The Hotel California Leading Systems (12 hrs) The New Economics Study Session (14 hrs) (AKA the “Organization Workshop”) Managing Variation as a System (9 hrs) Resource Leadership (8 hrs) OD (4th week, Th/Fri, 12-2pm PT) BTA…webinar InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”) Kepner-Tregoe (24 hrs) (Problem Solving and Decision Making) DATT(16 hrs) Six Thinking Hats(8 hrs) (2nd week, Th/11:30-1pm PT) Design of Experiments & Taguchi Methods – An Overview (16 hrs) Understanding Taguchi Methods – Part 1 (40 hrs) Lateral Thinking (16 hrs) Understanding Taguchi Methods – Part 2 (40 hrs) Prerequisites
  53. 53. An InThinking Roadmap TARGET AUDIENCES: Members of management, individual contributors, suppliers, and customers who are providing leadership in "enterprise thinking" activities. Family members, "members of the community" and students are welcome to attend. "Members of the community" are citizens who are involved full or part time, or in a volunteer capacity, in community related work. Examples include hospital employees, teachers, religious leaders, scouting leaders, and youth sports volunteers.
  54. 54. An InThinking Roadmap AKA The Hotel California Leading Systems (12 hrs) The New Economics Study Session (14 hrs) (AKA the “Organization Workshop”) Distance Learning Opportunities Managing Variation as a System (9 hrs) Resource Leadership (8 hrs) OD (4th week, Th/Fri, 12-2pm PT) BTA…webinar InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”) Kepner-Tregoe (24 hrs) (Problem Solving and Decision Making) DATT(16 hrs) Six Thinking Hats(8 hrs) (2nd week, Th/11:30-1pm PT) Design of Experiments & Taguchi Methods – An Overview (16 hrs) Understanding Taguchi Methods – Part 1 (40 hrs) Lateral Thinking (16 hrs) Understanding Taguchi Methods – Part 2 (40 hrs) Prerequisites
  55. 55. Monthly Announcement
  56. 56. In2:InThinking Network 2014 Forum Succeed with Inquiry: Insights, Knowledge, Action June 18 - 22, 2014 in Los Angeles, California The In2:InThinking Network was formed in 2001 by a group of students of the work of W. Edwards Deming and related theorists, including Russell Ackoff, Edward de Bono, Tom Johnson, Peter Senge, and Genichi Taguchi. The aim of our network is to make thinking about sub-systems, variation, knowledge, and psychology, and their interaction – which comprises Deming's System of Profound Knowledge - more conscious. We believe that such thinking about thinking, which we call “InThinking," will allow people to better perceive relationships and interdependencies in human endeavors, and consequently act to make those endeavors more valuable, more satisfying, and more joyful. The aim of our 5-day In2:IN 2014 Forum is to continue to elevate the consciousness of individual and collective thinking. Join us in learning, connecting, and improving how we can work, learn, and think together. Registration fee: $400, with a $50 discount for registering on or before May 7th. Learn more about our 2014 Forum at our website at www.in2in.org
  57. 57. “Little progress can be made by merely attempting to repress what is evil; our great hope lies in developing what is good.” Calvin Coolidge
  58. 58. “All that we have comes from people who are responsible only to themselves.” W. Edwards Deming
  59. 59. Insights from Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 President In2:InThinking Network, www.in2in.org Email: bill@in2in.org, Cell: 562-204-6246 SCQAA Chapter Meeting October 16, 2013

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