Karteikarten
Unit 3 - Classes 10-12
Karten in diesem Stapel (48)
- 1Kaizen Steps1. Improve
2. Standardize
3. Stabilize
4. Repeat - 2Kaizen ManagmentEverything can be improved.
Problems are opportunities.
"Status Quo" is a problem.
Employee's ideas are the source of improvement. - 3Kaizen ManagmentProcessing just what is needed, when it is needed, in the amount needed with the minimum people, equipment, steps and space.
- 4Kaizenslow steady Pace
- 5Stages of Group Formation (Team Development)*Forming
*Storming
* Norming
*Performing
*Transforming - 6Parts of the Toyota Way ModelContinuous Improvement (L/Pillar)
Respect for People (R/Pillar)
[Foundation]
Challenge Kaizen Respect Teamwork Genchi genbutsu - 7Parts of the Toyota Pyramid
- 8Parts of the Toyota PyramidTop Tier
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{Genchi genbutsu}
Problem Solving
(continuous improvement) - 9Parts of the Toyota PyramidSecond Tier
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[Kaizen]
{Respect & Teamwork}
People and partners
(respect, challenge, and grow) - 10Parts of the Toyota PyramidThird Tier
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[Kaizen]
{Respect & Teamwork}
Process
(eliminate waste) - 11Parts of the Toyota PyramidBottom Tier
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{Challenge}
Philosophy
(long-term thinking) - 12Toyota Way Problem SolvingContinual organizational learning w/Kaizen
Go see for yourself to thoroughly understand the situation-
(Genchi Cenbutsu)
Respect and challenge your suppliers - 13Toyota Way LeadersYou can only testify to and verify what you have observed and seen yourself.
- 14TQMTotal Quality Management is a management philosophy that increases business, reduces losses due to wasteful practices, and improves customer service.
- 15TQM History*Developed by Edwards Deming after World War II
*Japanese adopted it in 1950s
*Gained popularity in the U.S. in 1980s
*Today Ford, Toyota, and Motorola use this approach. - 16W. Edwards DemingWilliam Edwards Deming (October 14, 1900 – December 20, 1993) was an American engineer, statistician, professor, author, lecturer, and management consultant.
- 17TQM ObjectiveDo the right things, right the first time, every time!
- 18TQM Principles*Management Commitment
*Employee Empowerment
*Fact Based Decision Making
*Continuous Improvement
*Customer Focus - 19TQM Four Pillars (First)The First Pillar
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*An organization must focus primarily on its suppliers and customers. - i.e. teachers and students
*Teamwork and collaboration are essential. - 20TQM Four Pillars (Second)The Second Pillar
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*Total dedication to continuous improvement both personally & collectively -Teachers & administrators must work collaboratively
*No human should ever evaluate another - Emphasizes self-evaluation - 21TQM Four Pillars (Third)The Third Pillar
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*Recognition that the organization is a system & its work is an ongoing process.
- If something isn't working it is a system problem (not a teacher problem)
-To improve the system, improve the processes. - 22TQM Four Pillars (Fourth)The Fourth Pillar
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*The success of the system is the responsibility of the administration
*To be successful, teachers must:
-Redefine the role & purpose of schools
-Plan leadership training
-Address the attitudes and beliefs of staff
-Make data driven decisions - 23Deming's 14 Points1. Create a constancy of purpose
2. Adopt the new philosophy
3. Eliminate the need for inspection
4. Minimize total cost
5. Improve the system of production and service
6. Have "on the job" training
7. Institute leadership
8. Drive out fear - 24Deming's 14 Points9. Break down barriers between departments
10. Eliminate slogans asking for zero defects
11. Eliminate quotas
12. Remove barriers that prevent workers from enjoying their work
13. Institute a program of self-improvement
14. Get everyone on the same page - 25W. Edwards Deming"Total Quality Management is a philosophy of management which institutionalizes planned and continuous improvement, assumes that quality is the outcome of all activities that occur in the organization, that all employees have to participate in the improvement process, and that organizations need both quality systems and a quality culture." -Deming
- 26Change...altering the behavior, structures, procedures, purposes, or outputs of some units within an organization.
- 27General Processes of any Change Model1. Diagnosing the present condition, including the NEED FOR CHANGE
2. Setting goals and defining what will be the conditions AFTER the change
3. Describing the transition between the present and future states
4. Strategies and action plans for managing the transition
5. Evaluating the change effort
6. Stabilizing the new conditions - 28Things to Remember About CHANGE* Change is a process-not a single event
* An organization must be fluid and in constant motion
* Managing change means grabbing hold and steering it in the direction you need it to go. - 29Three Basic CHANGE Strategies1. Empirical - the view of an expert or authority as to what needs to be done
2. Normative - the system's own ideas on what changes need to happen
3. Power - political or economic pressure to change - 30Change Agent or System* A person or group of people seeking to change a system or organization
* May be internal or external
* May initiate the change or simply be the manager of the change - 31Why People Resist ChangePeople will resist change if they fear it will reduce their power and influence.
It tends to focus on human relationships because it upsets people's established routines or threatens their security. - 32Types of ChangePLANNED CHANGE - a deliberate attempt to direct change within a set of predetermined goals and values
UNPLANNED CHANGE - enforced, unanticipated change usually enforced on a school or school system by an external agent. - 33Change and Climate (Kids)The overall climate of an educational system will play a role in the ability to make lasting change; based on perceptions of expected work behavior (i.e. curricula or schedules)
- 34Change and Culture (Adults)Culture is the knowledge of how things are and how they ought to be which includes basic assumptions and beliefs shared by members of the organization. The beliefs and assumptions evolve over time in response to external demands and internal needs.
- 35Culture and Climate (Key Point)During a period of organizational change, any attempts at change that doesn't address both culture and climate will be at great risk to fail.
- 36Change Norms and ValuesChange will be resisted and fail if it does not satisfy the pre-established norms and values.
NORMS are the product of the culture within an organization (the habits that allow people to work together for the common good)
VALUES are the things that have worked in the past and that we rely on in our daily efforts - 37Change Norms and Values (Definition Layman's Terms)NORMS are the linchpin that holds things together.
VALUES are why we trust the norms, because they always worked. - 38Enhancements to ChangePlanning can significantly reduce resistance.
1. Necessity - the need for change
2. Clarity of Purpose - clear and consistent procedures and objectives
3. Complexity - whether change is worth the expanded effort
4. Practicality - the capability of putting the change into practice. - 39Enhancements to Change Diagram.
- 40Change SuccessSuccess is most often achieved when problem solving is a regular part of the system and there is effective leadership to sustain the model.
- 41The 5 Change Models1. ENFORCES CHANGE
-the results of needs identified from external forces.
It would not have taken place if some external influences hadn't been present. - 42The 5 Change Models2. EXPEDIENT CHANGE
-involves meeting immediate concerns of external sources and generally short term or reactionary.
While it can be internally driven, it is usually due to external demands. - 43The 5 Change Models3. ESSENTIAL CHANGE
-generally comes from internal not external forces.
It is driven by the ability of the system to monitor itself and work toward improved performance. - 44The 5 Change Models4. PLANNED CHANGE
- a deliberate attempt to direct change within a set of predetermined goals and values. - 45The 5 Change Models5. UNPLANNED CHANGE
-is often enforced change change which is unanticipated, and often forced on a school or school system.
This is generally derived from an external agent. - 46Barriers to Change1. not fully UNDERSTANDING what is proposed
2. those affected will not ACCEPT the change
3. factors inhibiting implementation (ACTING) - 47Leaders and ChangeLEADERSHIP is the process where leaders and followers cause a mutually agreed upon change.
MANAGEMENT involves an authority relationship between a manager and one or more subordinates to meet a specific goal. - 48State Superintendent Tom Burnham Change Quote"Nobody likes change except a wet baby."
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