Objectives
- Define Quality
Control: what it is and what it is not.
- TQM defined
as a management tool to increase understanding of onešs operation
and to increase efficiency.
- CQI as a
motivational and team development tool leading to improved economics.
- Show how
to gain cooperation in building information about the business.
- Show how
traditional management styles like "delegation of authority,"
"walk about," etc can revolve around quality issues and initiatives.
- Illustrate
how audits, benchmarking, and other tools are used in critical
assessment.
- Demonstrate
how to change current management styles through quality protocols.
- Show how
Quality relates to economics: quality is everyonešs job, including
managers, and defines everyonešs job, including managers.
- Define barriers
to implementing a quality improvement program.
Needs Assessment Statement
There are many traditional management styles that are incomplete.
Most lack the ability to develop teamwork and the increasing quality
levels that result in increased profitability. If they focus on
people they often default on profit. If they are dictatorial and
focus only on profit, they lose.
Quality Control
(QC), Total Quality Management (TQM) and Continuous Quality Improvement
(CQI) are basically one and the same: an economic tool. These programs
have long been thought to be strictly "technical" management tools
for the use of maintaining the technical side of the business. These
programs and their originators (Deming, Juran, Shewhart, etc) always
intended for the programs to be a guide to managers. Indeed, they
insist that for the program to work, the managers must first be
fully trained in the subject and the processes. These Quality programs,
tools, strategies, etc work whether the business is making "things"
or simply moving paper around. They can and should be applied to
every product and every job. They are based on surveys, tests, and
numbers rather than personalities. They make managing easier. For
instance, everyone dreads an audit. Anything can be audited but
the first rule is: processes are audited; never a person working
the process. If there are people problems, maybe there is a flawed
process causing the problem. Fix the problem and keep the people.
Managers will
benefit, as will their teams, from using Quality tools to run their
departments and their business. This course will show managers,
present and future, tools to make their jobs easier. It will discuss
how to make better decisions and to build rapport without giving
away control. The department will improve in attitude, performance,
and profitability. Everyone will operate at a lower frustration
level and will enjoy work more, which will lead to better medicine.
This course
is designed to show how Quality initiatives can aid managers and
not to teach the complete aspects of these various subjects.
Introduction
There are the traditional forms of management, which most of us
grew to hate as we endured our supervisors and their enlightened
whims. We all can relate to the plight of Dilbert, the cartoon engineer,
who constantly fights a losing battle with his thickheaded boss.
For most of
us, there has been an occasional good manager who helped us grow.
Most of the less good management styles are the result of a lack
of training for the manager. This leads to fear, "protect onešs
backside," and other psychosis. It would be better for the manager,
and much better for his/her subordinates, to have a scientific approach
to management. This approach is un-burdened by emotional, "knee
jerk reactions," and historical, "we have always done it that way!"
barriers to progress. A scientific method is based on quality tools
used to gather factual data upon which the decisions can be made.
It requires input, and therefore, involvement by the "troops." This
builds "espirit de corps" or teamwork.
The focus is
on processes, productivity, quality, and waste. The manager worries
less about personalities or trying to manage them. It advocates
self-management with leadership. Quality tools found in Total Quality
Management (TQM), Continuous Quality Improvement (CQI), and even
basic Quality Control (QC) can all be used by a manager to manage
better. By their nature, they create leaders, not dictators. They
develop teamwork and consensus. They foster a happy, positive work
environment.
The objective
of this course is not to teach you how to use the various quality
tools, but to show how they can be used to help you manage better
and how to become a better manager.
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