UNIT IV

PROJECT DIMENSIONS

 On two areas
TQ business projects
TQ HR Projects
Strength of project dimensions
based on project planning and
management

 Quality project involvement

undertaken for the following reasons
Monitoring and maintaining existing
processes
New product, service or process
design
Assessing and improving standards
Process certification
Quality audits

 To achieve world class projects,

teams must enable the organisation
to speak with facts.
Alternatives
Speaking without facts
Knowing the facts but not speaking
with facts
Not knowing the facts and not
speaking the facts
Speaking with facts

 First option- Individuals or groups

themselves heard in the organisation
through various voice mechanisms
Ex: Committees, policy meetings, open
door policies, news letters, training
sessions and suggestions.
Second option- may know the truth
and have enough documentation- no
voice mechanism
Third option-personal fears and work
place fears paralyse them from
obtaining facts and voicing them.

 Fourth option- best option, encouraged by

TQ business managers.
It requires the disciplined use of tools &
techniques to obtain factual knowledge and
the responsibility to voice these findings
It requires
Elimination - barriers to fact finding
Reporting of truth on timely basis
Placement of relevant voice mechanisms at
the disposal of those who are ready to
speak the fact.

 TQ Business Project Planning

TQ business plan is necessary to
identify how and what facts are to be
determined.
Seven quality control steps provide
macro procedure for fact finding
1.Team selection, result of sensing the
problem and exploring the situation
and formulating the problem.
Honestly accepting any weakness
using appropriate tools as KJ method
and matrix data analysis

 Second & third step requires collecting and

analysing the data and analysing causes
using appropriate tools- matrix diagram,
check sheets, display graph, Pareto chart
Fourth step- planning and implementing
solutions. Tools- tree diagram, matrix
diagram and PDPC diagram
Fifth step- evaluating the effects. ToolsCheck sheet, display graph and Cause and
effect diagram
Sixth step-Attempt to standardise solutions.
Tools- Arrow diagram, PDPC diagram

 Seventh step- Reflects on the process and

focuses on the next problem. Tools-KJ method
The key to achieving and maintaining quality
project success is by alternating repetition of
cycles
A)Process control to standardize routine daily
work(SDCA cycle)
B)Structure improvement activities(PDCA
Cycle)
Once the method of facts finding is mastered,
project teams can decide on which facts to
obtain in what order.

 One form engaging in Quality auditprovide a comprehensive and

systematic examination of the extent
to which plans and processes are
successful
To check whether these process has
evolved to the next level, project teams
need to ascertain the facts in eight
major change areas:
1.End-customer-related measurements
2.Process and performance
measurements

5.Training
6.Benchmarking
7.Process adaptability
8.Continuous improvement
All process are to be classified as
Qualification level 1(Unknown status)
Qualification level 2(Understood status)
Qualification level 3(Effective process)
Qualification level 4(Efficient process)
Qualification level 5(Error free process)

 Qualification level 6(World class

process)
TQ Business Project Management
Effective project management requires
reliable information gathering from
different organizational subcultures.
4 basic subcultures in most
organizations
Clan sub culture- characterized by
informal appearance-leader takes on
the style of a mentor-loyalty and
tradition are given much importance.

 Adhocracy subculture-relaxed
appearance-leadership style is that of
an entrepreneur-innovation and
development are important
Market subculture-conservatismhard driver-goal accomplishment
receives attention
Bureaucratic subcultureconservatism-organiser -rules and
policies are very important.
Pluralistic situation calls upon different
leadership roles.

 Team members from clans &

bureaucracies normally have the
greatest difficulty in joining the project
team because of their focus on
individuals.
Effective tq project management
requires competency in cocoordinating the phases of the project
life cycle.
Phases of Project life cycle
Feasibility
formulation

 Installation
Sustaining
Stages of Project life cycle
Gestation
Growth
Independence
Declining
Death
The concept teams and team work is
crucial for Quality organizations

 A team is a small number of people

with complementary skills who are
committed to a shared purpose,
collective performance goals & a
common approach for which they hold
themselves mutually accountable.
Teams outperform individuals, especially
when performance requires diverse
skills, broad experience, informed
judgment, complex co-ordination and
multiple accountabilities.

 Teams consist of less than 25 people

with complementary technical/
functional, problem solving and
interpersonal skills.
Teams have a shared meaningful
purpose that they own and they
translate that into specific and
actionable goals.
-Require joint accountability for
performance
The success of every tq organization
rests fully on the effectiveness of each

 A group is a collection of individuals

who are in an independent relationship
with one another.
A Non working group is simply a loose
affiliation of individuals without task
focus.
A working group is one for which there
is no significant incremental
performance need or opportunity that
would require it to become a team.
There is a collective performance
improvements as groups transition

Pseudo- teams
For which there could be a significant
incremental performance need or
opportunity.
-not focused on collective performance
- No interest in shaping common purpose
- Contribute less to the companys
performance needs.
Potential teams
There is no significant incremental
performance need
- Trying to improve is impact
- Requires clarity about its purpose, goals,

Real team
-Small no. of people with complementary
skills who are committed to a common
purpose
-They hold themselves mutually
accountable
-Real power in TQ organizations.
-have ability to guide their own conduct,
influence the conduct of others and
resist unwanted influence.
-are basic operating units of
performance.

 High Performance Teams

- Meets all conditions of real teams
- Members are deeply committed to
one anothers growth and success.
- Significantly outperforms all other
teams and reasonable expectations.

TOTAL QUALITY HUMAN RESOURCES

Traditional HR focused on individuals
Project assignments, opportunities and
rewards have been designed on
individuals.
-contributes to rivalries, competition,
favourtism and self centeredness
-counter the focus on customer
satisfaction and continuous
improvement.
-dysfunctional trend.

To counter
Quality HR project should focus on fact
finding in selection, performance,
appraisal, rewards and development.
Through
Quality control scientific procedure
steps
SDCA/ PDCA cycles
Appropriate total quality tools
The best way for HR departments to
lead quality project efforts is to make
sure that their function is certified &

Human resource audit

Emphasis of T&D would be on
participative and team leadership.
TQ HR PROJECT PLANNING
3 types of teams in TQ firms
1.Guidance teams(Quality councils,
Steering teams)
2. Problem solving teams(PIT, EWCT)
3.Self Managed Teams(TT)
Building & Development of these teams
is key objective of TQ HR Planning.

HR team development project means

balancing of empowerment and
responsibility & authority issues
Process of responsible team
empowerment is brought about by
convergence of 3 factors:
Stage of system developmentinvolvement/ empowerment
Maturity of followers
Extent of adequate & accurate
information sharing

 TQ HR Project Management
1.Cause- and- Effect diagrams
2.Check sheets
3. Display Graphs
4. Histogram
5. Pareto Chart
6.Scatter diagram
7. Control Chart

 Supplemental tools
Force Field Analysis
Prioritization Matrix
Run chart
Block diagram
Customer/ Supplier relations check list
Quality mapping