ENGR 297   “Special Topics”,     Spring Semester 2005,   Instructor:  Dr. Jim  Dorosti

 

Four Practical Revolutions in Management

 

In this course we will indicate the continuing renewal and evolution of systems of practices, tools and training methods for managing (technology) companies to provide customer satisfaction in a rapidly changing world. This means eliminating product defects, enhancing attractiveness of product design, speeding service delivery, and reducing costs, among others, and providing the best information on implementation of quality practices. Application of those practices by managers to strategic planning, discovering the means to achieve competitive practices in the companies at every level. In one place and under a unifying model (V W), students will learn the seven step process, benchmarking, translating voice of customer, Hoshin management methods, seven quality control tools and diagnosis, seven new management and planning tools, and application of all of these to successfully lunch and implement company-wide quality and performance improvement practices.

 

Text: Four Practical Revolutions in Management, By Shoji Shiba, Alan Graham, and David Walden.

Publisher: Productivity Press, Portland, Or.

ISBN: 1-56327-032-3

 

INTRODUCTION

 

THE EVOLUTION OF QUALITY CONCEPTS

 

         Fitness to Standards

         Fitness to Use

         Fitness to Cost

         Fitness to Latent Requirements

         Cost versus Price

 

THE EVOLUTION OF QUALITY METHODS

 

         Development of the Four Fitnesses

         Evolution of Company Integration

         Evolution of Methodology

         Quality of Conformance versus Quality of Design

         From Deviations to Weaknesses to Opportunities

         Revolutions in Management Thinking

         Future Fitnesses

 

FOCUS ON CUSTOMERS

 

Change in the Work Concept

Voice of Customers Concept, Market-In Concept

 

CONTINUOUS IMPROVEMENT

 

         Improvement as Problem-Solving Process

         Management by process

         V-W Model of Continuous Improvement

         Process versus Creativity

 

         Reactive Improvement

         Identifying the Problem

         Standard Steps and Tools

         A Case Study (The 7 steps, The 7 Tools)

        

General Guidelines for Managers Diagnosing of Reactive Improvements

         Select Theme

         Collect and Analyze Data

         Analyze Causes

         Plan and Implement Solution

         Evaluate Effects

         Standardize Solution

         Reflect on Process

 

         Proactive Improvement

         Semantics, toward Standard Steps for Proactive Improvement

         Case Study and an Example of Proactive Improvement based on Customer Visitation

         Applying Proactive Improvement to Develop New Products

         [Stage 1]: Plan for Exploration, Collect the Voice and Context of the Customer, Develop and Image of the Customer’s Environment

         [Stage 2]: Transform the Voice of Customer into Customer Requirements, Select the Most Significant Customer Requirements, Develop Insight into the Relations between Requirements

[Stage 3]: Investigate Characteristics of Customer Requirements, Generate Metrics for Customer Requirements, Integrate Understanding about Customer Requirements, Operationally Defining Customer Requirements.

From Operationally Defined Customer Requirements to a Product

 

 

TOTAL PARTICIPATION

 

Teamwork Skill

The Dual Function of Work

Teams and Teamwork, Principles for Activating Teamwork

Creativity in Team Processes

Initiation Strategies for Improvement Processes

Infrastructure for Mobilization, Goal Setting (Vision/Mission), Organization Setting, Promotional Activities, Training and Education, Diffusion of Success Stories, Award and Incentives, Monitoring and Diagnosis

 

Phase-In, Orientation Phase, Empowerment Phase, Alignment Phase, Evolution of the Parallel Organization, U.S. Strategies for Phase-In (Benchmarking, Six Sigma, and Cycle Time Reduction)

 

Hoshin Management, Strategic Planning (Proactive), Hoshin Deployment, Controlling with Metrics (Control), Check and Act (Reactive)

Hoshin Management versus Management by Objective

Hoshin Planning and Conventional Business Planning

An Alternative Hoshin Deployment System

Hoshin Management as “System Engineering” for Alignment

 

SOCEITAL NETWORKING

 

            Networking and Soceital Diffusion, Regional and Nationwide Networking

            Infrastructure for Networking

            Change Agents

            Dynamics of a Societal Learning System

            TQM as a Learning System, Keeping Pace with the Need for Skill

            Skill Development Summary

 

Academic integrity is essential to the mission of San Jose State University. As such, students are expected to perform their own work (except when collaboration is expressly permitted by the course instructor) without the use of any outside resources. Students are not permitted to use old tests, or quizzes when preparing for exams, nor may they consult with students who have already taken the exam. When practiced, academic integrity ensures that all students are fairly graded. Violations to the academic integrity policy understate a lack of respect for oneself, fellow students, the course instructor, and ruin the university’s reputation and the value of the degrees it offers. We all share the obligation to maintain an environment, which practices academic integrity. Violators of the academic integrity policy will be subjected to failing this course and being reported to the Office of Judicial affairs for the disciplinary action, which could result in suspension or expulsion from San Jose State University.