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Tool #7 Short Form “Core Technological Foundations For Innovation And Assessment”

Tool #7 Short Form “Core Technological Foundations For Innovation And Assessment”. Topics 1. Background on the toolkit, systems Kaizen defined and introduced Infrastructure, leadership, innovation Change, culture and the technologist Tool applications……….

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Tool #7 Short Form “Core Technological Foundations For Innovation And Assessment”

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  1. Tool #7 Short Form“Core Technological Foundations For Innovation And Assessment” • Topics • 1. Background on the toolkit, systems • Kaizen defined and introduced • Infrastructure, leadership, innovation • Change, culture and the technologist • Tool applications………

  2. Background On The Toolkit, Systems Develops leaders for participatory team-based technical problem solving, change. Addresses broad technical organizational issues, systems, global competition, change. Tools, techniques, problem solving practices for quality and productivity improvements. Basis of quality system organizationally, with empowered teams doing technical projects. Systems defined around, within ITTM courseware to facilitate teams, projects………..

  3. Quality Management Systems (QMS) International Standards Organization (ISO) Synchronous Tools, New Product Development Information Analysis, Communication Systems Enhanced Problem Solving, Decision Making Documentation Tools, Lean Project Team Professional Outcomes, Growth, Knowledge Technological Infrastructure Data Tools, Six Sigma Service, Tools Manufacturing, Non- Manufacturing Applied Research, Project Structure Internal, External, E-commerce Relationships Cultural Change And Continuous Improvement Industrial Technologists’ Toolkit For Technical Management Background On The Toolkit, Systems

  4. Background On The Toolkit, Systems Information technology, quality system converging? • Unique relationship, opportunity, challenge…….. • Shifting toward, based on, electronic infrastructure • Driving organizational changes, improvements • Communication systems merge with quality systems • Documentation, improvement, quality system base Electronic infrastructure, email, a good indicator • email given, in place………done via broad band • Is email main communication? Real work as email? • Remote hook-up? Wireless? Laptops configured? • Attachment size, upload, download speed matters • Server reliability, capacity, sufficient growth, speed • Secure, using e-protocols, track failure incidences?

  5. Background On The Toolkit, Systems How do we assess, evaluate performance? • How do we assess e-projects? • Performance based on documented deliverables? • Review, assess work documentation, portfolio? • How do we supervise, empower, delegate, assign? • How does e-team behavior play into assessment? • Are we able to assess those we do not see? • How objective are we, use data, documentation? • How do we organize, manage teams, projects? • Supplier-customer relationships, supply chain… • Visitors, guests, allowed and facilitated, secure? • Problem solving, decision-making, e-based?

  6. Background On The Toolkit, Systems All on same page, hardware and software? • PC equipment functionalities similar, compatible? • Windows driven, MS Word software base? • All Office suite functionalities? • Maintenance, support in place to keep all going? Assessing general infrastructure performance…. • Measure of systems, mobility, e-team capability? • Objectivity, data, documentation clarity, robust? • Able to function without physically being there… • Responding to customer requests electronically… • ISO 9000, main rubrics are applicable, useful

  7. Background On The Toolkit, Systems Infrastructural flow and relationships……… 1. Shell As Base For Commun-ication 2. Same Hardware And Software Capabilities 3.e-teams, email In Place, Main Drivers 6. Portfolio Demonstrates Objectivity, Deliverables 5. Systems Define And Manage Culture 4. Review, Assessment, Systems Documented

  8. Background On The Toolkit, Systems • Chat is where, when, all gather for simultaneous work • Instant group dialogue, problem solving, decision making • Immediate planning, organization and management • Questioning, assessment, review of concepts, projects • Chats recorded, “meeting” minutes, showing team growth • Like regular classroom discussion—requires same time Discussion boards, forums, are for focused postings • Generally designed, purposefully setup by instructor • Threading is done in discussion boards, forums • Growth in knowledge is evolutionary, gathered at forum • Well organized, systematic, reflects team management style

  9. Kaizen Defined And Introduced Facilitating Process Control Ongoing Set Standards Empowering Basic Ingredients For Total Quality Maintaining Quality Systems Appraise Conformance Systems, Ongoing Improvement Delegating Planning, Implementing Improvements Taking Action Controlling Total Quality Systems.

  10. Kaizen Defined And Introduced • Kaizen is about continual improvement • Kai = change, Zen = good, change to the good • Small, incremental, cost effective, resourceful • Work area waste focus, disciplined, systemic • Gemba is where the work is done • Waste, non-value added, to be eliminated • Reduced variation, product and process • Worker driven, knowledge on teams • Takt is target time value for improvement • Operation cycle times averaged • Average provides target value for reduction • Standardized work, times must result • Standard operating procedures (SOP) • Train and educate

  11. Kaizen Defined And Introduced Old Paradigm New Paradigm Discipline Disarray Lower authority Fear, distrust Change? decision making Who are leaders? Inspect quality in Trust, internal/ Role of supervisor? external, required Higher authority decision making Management, operator Build quality in responsibility, role? Customer last, Customer first, profit first Relationships? company concerns Company last Empowerment? Consensus, Who, what? cooperation, Conflict, consideration confrontation Old And New Paradigm, Changes Overlapping.

  12. Kaizen Defined And Introduced Problems, Opportunities, Improvement, Change Disciplined People, All Levels, Functions Tools For Data, Documentation, Analysis Kaizen Improvement Through Disciplined People, Tools, Systems.

  13. Infrastructure, Leadership, Innovation The Technological Functions Model Inputs Processing Outputs Materials Transformations Products Resources Change/Value Added Wants/Need • Technological functions supplies needs • Capitalistic, free enterprise, system • Production oriented, competition assumed • Communities, regions, individuals • Values, attitudes, ethical, moral issues • Global, organizational infrastructure

  14. Infrastructure, Leadership, Innovation Technology Defined Technology is defined as applying techniques, tools, resources and systems to circumstances for improvement. This is the definition, and philosophy, the toolkit relies on to support team based, ongoing, technical improvements in quality and productivity--world class.

  15. Infrastructure, Leadership, Innovation Technological Organization, Re-engineering Engineering Manufacturing Product Design Traditional Approach To Organizations In Industrial And Technical Circumstances. Tools And Systems Resources Technology Science Techniques Applied Science Technical Improvements In Industry And Society Convergence Of Technology And Science For Technical Improvements.

  16. Infrastructure, Leadership, Innovation • Service functions are people functions • May need to educate customer, use SOP, instructions • Juggle, synchronize, multiple demands • Did we satisfy the customer? • Deliver service to customer, but does customer accept? • Customer repeats? Good, tell one-two, bad, tell six-eight • Did the product perform as stated? • How to improve service? Simply adjust, patch, band aid? • Communications, marketing, sales, quality, technical staff • Did we effectively communicate? • Customer and supplier communications, documented? • What did we learn, as value added, in services provided?

  17. Infrastructure, Leadership, Innovation • Understand product, process = improvement • Must be knowledgeable in innovation, design • Product development, necessary, future competitiveness • Applications engineering, process improved, leaned • Process, applications engineering, tied to cultural change • Team-based, technical problem solving, applied research • Options, improvements available for the future? • Costs, availability, trade-off’s, quantity opportunities? • Innovation is development, change • Based on existing core product, process, knowledges • May be cost effective to change, upgrade, incremental • Must remain objective, not “ego engineer” • Resistance, disorderly, must be disciplined, managed….

  18. Infrastructure, Leadership, Innovation • Role of the supervisor? Leadership? • Managed change processes for improvement • Understand core values, cultural context, innovation • Collect, document, use, accurate data for analysis, leading • Educate, train and evaluate ourselves, others in team • Change is about competing, improving, solving problems • Technology is driving change, supervision, leadership • People must be involved, will resist change if not involved • Change-related attitudes can be modified • Participatory change works • Autocratic change less desirable, understood change helps • People “in control” via self directed work teams can help

  19. Change, Culture And The Technologist • Technological core values, pivotal to change • Efficiency: our sense of how things get done, quicker • not slower, more from less • Specialization and complexity: continuously • enhanced, not simpler • Mobility and convenience: we are on the move, • must have convenience • Luxury, necessity, newness and throwaway: cannot • use it until it is worn out…… • Conformity, change and progress: defining progress • as change, implicitly conforming to the systems • Dependence: all systems inter connected, dependent • on one another • Rationality and order: technology demands order, • logically put together • Technological confidence: technology is the salvation • Change contingency, must understand values

  20. Change, Culture And The Technologist • Technology is driving the change • Change relates to competition • Change requires education, leadership • Improvement means change, education • Technologists must be leaders, teachers • Technologists must be change agents • We must transfer the technology • We must prepare, reshape, the workplace • We must form, lead, teams--redefine work • Technology, technologists, must empower • Technology and academia • Change requires educational leaders, improvement • Technical change in universities is evident • Not everyone welcomes changing education • Students, faculty empowered, teach, learn independently

  21. Tool Applications……. • Toolkit applications are a key part of the courseware • Located in separate folder of the CD • Provides the template for team portfolio • Each application s part of team project, portfolio • Designed to be done by all, each team member • First read long form, then short review, applications • Total contribution in application form is compiled • Portfolio is gradually evolved around applications • Tool 7 applications are: • OPCP, introduced, continuously built, not just at start • PASPC also introduced, built gradually, evolved • Documentation System Design, Communication, DSDC • ISOQSAOPP, designed to help set a plan for team • CSCVCBR, core values, change, cultural relationships • All follow through, do and post, independently

  22. Tool Applications……. • Ongoing Process Control Plan (OPCP) • Continuously built over entire course • Gradually evolved based on team, project growth • Becomes key part of team project, portfolio • Key ISO technical document for improvement • Partial form shown below, gradually addressed……..

  23. Tool Applications……. • P-Attribute Statistical Process Control (PASPC) • First logical step for SPC, based on attributes • Interactive with GSIC, integrated systems • Inspect, track attributes as key characteristics • Do key statistical analysis, charting around on this • Analysis tool for improvement, leads to variable data • Partial table below is start for collection, calculation

  24. Tool Applications……. • CSCVCBR, Cultural System Core Values, Change……. • Built on, added to over entire course, by all • Helps get all on same page, continues project definition • Terms are in toolkit, to be researched, beyond course • A sampling of the form (partial) is shown……..

  25. Tool Applications……. • ISO/QS Audit, Objective Prioritization Plan (ISOQSAOPP) • Preliminary plan, setup of assessments, work for team • Familiarize with ISO, auditing, all on same page, terms • Strategic planning, team level, change and improvement • Project 50% done when “problem” nailed down • “hot spots” focus, project objectives, gradually PPDPOA • Gantt from SDA form or template, for time, sequence • Partial form is shown……..

  26. Tool Applications……. • Documentation System Design, Communication (DSDC) • Initial design, plan for how the team will work • Given that all work is about communications……. • Documentation is blackboard is critical • Must consider initially how this will happen, DSDC • DSDC provides opportunity to reflect on, discuss

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