Quality, Management and Leadership

Leading the Effort towards Enhanced Performance

A three-day workshop presented by David Markovitz, of GMP Training Systems, Inc.
Click here for scheduling information.

Focus

Learning outcomes

Who should attend

Our approach
Our workshops are hands-on and practical, not theoretical. We use proven adult learning techniques, which includes a diverse array of group discussion, lecture, video, demonstrations, and small group interactive activities.

Content

Managing Systems, Processes, and Procedures for Quality

• Defining work as a system
• Breaking down a process (How to characterize a process)
• Developing effective written procedures
• Determining system/process measurements
• What can we measure that will tell us how well our system/process is working?
• What can we measure that will tell us when our system/process is not working?
• Determining the Cost of Quality (Cost of Failure, Appraisal, and Prevention)

Dr. W. Edwards Deming's Red Bead Experiment
This interactive exercise teaches numerous lessons regarding managing systems and people. David Markovitz conducts this exercise in the persona of Dr. Deming. Participants are in the presence of Deming himself, and learn from one of the 20th century's greatest quality gurus. (David is uniquely qualified to conduct this exercise, having assisted Dr. Deming in his seminars and the Red Bead Experiment from 1987 to 1993, when Dr. Deming passed away.)

The Competencies of an Effective Manager/Supervisor

• Identifying the competencies of an effective leader at Innovative Molding
• What should an effective manager/supervisor at Innovative Molding know?
• What should an effective manager/supervisor at Innovative Molding be able to do?

The Changing Role of Managers and Supervisors

• Traditional Role - Telling, Directing, Organizing, and Controlling
• Emerging Role - Planning, Coaching, Training, Reinforcing, Facilitating, Evaluating, Problem-solving, Leading, Defining, Teaching, Shaping, Managing change
• The Four Generations of Management
  • Doing the work yourself
  • Directing the work of others
  • Managing by results, managing by objectives
  • Managing Systems and Processes to meet Customer expectations

• Define the task
• Select the individual or team
• Assess ability and determine training needs
• Explain reasons
• State desired results - what will finished look like?
• Identify required resources
• Agree upon deadlines
• Support and communicate
• Feedback in results - celebrate success

Effective Communication Skills

• Verbal communication
  • What I say
  • What I meant to say
  • What I heard
  • What I think you said
• Non-verbal communication - body language
• Written communication
  • The perils of email and electronic communication

Determining Focus and Direction for Quality and Enhanced Performance

• The Make Good Things Happen Process
• Review the current situation and people
• Identify the needs and wants
• Establish objectives and priorities
• Develop a plan of action
• Implement the plan on a small scale
• Evaluate and study the results
• Take action

Better Planning for Quality and Enhanced Performance

• Planning Skills
  • Departmental planning
  • Daily planning
  • Self planning
  • Setting priorities
  • Establishing expectations
  • Using clear definitions
  • Operational definitions
  • Delegating

Working Together as All One Team

• Team dynamics
• Growing an effective team
• People ARE different - understanding temperament in helping teams and departments run smoothly
• Using the Keirsey Temperament Sorter to understand our own behavior better, and understand the behaviors of others better
• Reducing conflict

Providing Support and Recognition for Quality and Enhanced Performance

• Reinforcing behavior
• Coaching skills
• Facets of recognition
• Extrinsic and intrinsic motivation
• Creating an environment to foster intrinsic motivation
• Maslow's Hierarchy of Needs

Managing People: Why People Don't Do What They're Supposed To Do, and What To Do About It.

• They don't know why
• They don't know how
• They don't know what
• They think your way will not work
• They think their way is better
• They think something else is more important
• There is no positive consequence
• They think they already are doing it
• They are rewarded for not doing it
• They are punished for doing what they are supposed to do
• They anticipate a negative consequence
• There is no negative consequence for poor performance
• There are obstacles beyond their control
• They cannot do it due to personal limitations
• They have personal problems
• No one could do it

Developing responsibility, competency, and commitment to Quality

• Teaching - job knowledge
• Training - job skills
• Communicating effectively
• Determining the "right dose" of:
  • Education
  • Training
  • Communication
  • Supervision

Gaining Commitment to Quality

• Leadership Skills
• Current thinking on the role of an effective leader. (Drawing from Deming, Crosby, Covey, Bennis, Sullivan and Harper, Scholtes, Senge, Fournies, and others)
• Inspirational leadership - How to inspire others (Lessons from General Dan Christman, Superintendent of the United States Military Academy, West Point)

Assuring Results and Accountability for Quality and Compliance

• Evaluating systems and processes - where people fit in
• Auditing systems and processes - people hold the key
• Planning for the audit
• Reacting to the audit and auditor - both internal and external

Guiding Change and Innovation

• Looking at change from a historical perspective
• Discovering the best method to deal with change (Hint: Accept it)
• Taking corrective and preventive action
• Four ways to approach problems
  • Absolve yourself of the problem (Deny, ignore, ...)
  • Solving the problem
  • Resolve the problem
  • Dissolve the problem - Resolve it and prevent its reoccurrence

Controlling, Improving, and Optimizing Systems and Processes for Enhanced Performance

• Using proven improvement tools to optimize your processes
• Getting the most from improvement team efforts
• Controlling process inputs
• Controlling process variables
• Reducing the probability of contamination, mix-ups, and errors in our systems and processes

• Using flowcharts effectively
• Using Pareto charts effectively
• Using Run charts effectively
• Using Control charts effectively

• Recognizing different types and causes of variation
• Avoiding tampering and making things worse
• Making better predictions and avoiding trouble