transportation management

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Please do the following:

  • find the mission statement of Morgan State University and evaluate it to see if it includes all 5 required items
  • post and evaluate the vision of the place that you work . If you do not work, find a working place online and find its vision. ( This one because I do not work, find working online like Uber or whatever )

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Total Quality Management I Introduction ◼ Total quality management is a comprehensive and integrated way of managing any organization in order to ◼ ◼ Meet the needs of the customer consistently Achieve continuous improvement in every aspect of the organization’s activities Introduction ◼ ◼ ◼ ◼ ◼ Quality is determined by the customer, use it to your advantage or ignore it at your peril Measurement must be used to reflect progress/improvement Measure your service or product the same way as the customer does Know what your customer wants, don’t assume you know. Customers’ needs change, you must change with them (or slightly ahead of them) The vision is the starting point for TQM Why TQM? Customer Requirement Fast Response Product Variety Low Cost Dependable Delivery Other Pressures Profit Import Restrictions Taxes and Duties Cash Far East Competition Product Alternatives Definition of Quality ◼ ◼ Which car is a quality car, Mercedes Benz or a Mini? Quality is defined by customer How Can We Measure Progress? ◼ ◼ ◼ ◼ ◼ Customer satisfaction Profitability/Performance Product/Service Quality Valuing Employees Recoding, monitoring, and measuring performance improvement is an essential feature of any Total Quality drive Components of the Vision ◼ ◼ ◼ ◼ ◼ Customer satisfaction and company profitability Continuous operational improvement Continuous unit cost reduction A want to culture instead of a have to culture Highly skilled workforce Measuring Customer Satisfaction and Company Profitability ◼ ◼ ◼ A direct link If you don’t satisfy your customers, you lose them and this has an adverse effect on profit To measure customer satisfaction, find out ◼ ◼ ◼ What do they want? How will they measure you? How well you are doing and then doing it better Measuring Continuous Operation Improvement ◼ ◼ Timed-based competition is rapidly becoming a critical factor in winning and retaining customers The intention with TQM is to significantly reduce the operating costs and the response times in accordance with customer requirements Measuring Continuous Unit Cost Reduction ◼ ◼ Manufactured product, average cost per customer in a service environment Waste reduction ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Material Space Time Movement/effort Power Plant Cash Errors, mistakes, and re-work Measuring Continuous Unit Cost Reduction ◼ ◼ 1. unit cost reduction via day-to-day routines, processes and procedures (continuous operational improvement) 2. by involvement of the people in the business. Get managers to set the improvement targets collaboratively and then empower the team members to find the solutions Measuring Continuous Unit Cost Reduction ◼ 3. deliberate quality improvement activities, e.g. clearly defined projects which are targeted on specific problem/cost areas such as ◼ Reduced wasted stationery by ◼ ◼ ◼ ◼ ◼ ◼ ◼ 25% in 6 months 50% in 12 months 90% in 14 months Increase the productivity of the cutting room by 60% over the next 12 months In 6 months double the utilization of the desk top publishing facility and reduce our cash flow to the external printers by 30% Re-schedule plant maintenance so that the maintenance crew’s overtime is cut by 60% whilst maintaining plant efficiency Recognize central administration so that equipment hire charges are reduced by 15% within 6 months without increasing staff costs by more than 3% Measuring ‘Want to’ Culture Instead of ‘Have to’ Culture ◼ ◼ The most difficult aspect of TQM but the critical factor Involving people to measure cultural change ◼ ◼ ◼ ◼ Before and after attitude surveys Management style questionnaires Interviews Group discussion Measuring ‘Want to’ Culture Instead of ‘Have to’ Culture ◼ Another useful barometer of cultural change is fluctuations or changes in level of ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Sickness Absenteeism Team performance levels Number of ideas in the suggestion scheme Number of people leaving Number of people applying to join Number of people requesting appraisals Level of support for sports and social events Measuring a Highly Skilled Workforce ◼ ◼ ◼ ◼ ◼ The ultimate measure of skill is: can the person do the job to the required standard? The success achieved by most organizations is directly proportional to the effectiveness of the work team Team effectiveness increases with the flexibility of its members, i.e. being highly skilled in more than one task or role There is a link between skills profiles and job specifications With TQM a job specification is a dynamic description of a job which will change periodically How Does a Business Achieve the Vision? ◼ ◼ ◼ ◼ ◼ Training and Retraining Business Improvement Process Projects Management Style and Cultural Change Effective Personal and Organizational Communications Training and Retraining ◼ ◼ ◼ Success of any organization depends on the competence of the employees Difference between training in TQM and traditional approach Policy, managing the learning experience, who is responsible, how to gain commitment, how to evaluate it Business Improvement Process ◼ ◼ ◼ Addresses the structure or system approach to managing the organization The aim is to build an internal supplier/customer chain which is dedicated to giving the external customer what they want Cost of Quality: enables teams to breakdown costs item by item and exercise more control over them Projects ◼ Organizations are judged by: ◼ ◼ ◼ ◼ ◼ Customers Shareholders Employees General public They are judged on ◼ ◼ How good the product or service is The way they manage or resolve their problems Projects ◼ ◼ Projects and project teams represent an approach to finding permanent solutions to problems rather than ‘quick fixes’. Project teams are usually created to address quality improvement problems, the resolution of which takes the organization closer to achieving the vision Management Style and Cultural Change ◼ TQM will not grow in an environment of autocracy ◼ ◼ ◼ ◼ Them and us Employee feel threatened The only opportunity to speak to their manager is when they have done something wrong TQM requires many managers and employees to behave differently Effective Personal and Organizational Communications ◼ ◼ ◼ Traditional managerial style emphasizes on transmitting skills The TQM manager needs skills to empower people and to foster creativity Various communication mechanisms ◼ ◼ ◼ ◼ Team briefings Newsletters Notice boards Progress charts Advantages of TQM for an Organization ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Profitability (by satisfying customers) Job security (by satisfying customers) Keep the costs down Develop innovative approaches Being the best People enjoying working here Good future Everyone is accountable Get to learn new things My ideas get listen to and some get put into practice I’m not just a number Capital for re-investment Quality organization Implications of TQM for an Organization ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Invest in training generally but practically in TQM training Managers to spend time involved in training It could be difficult/confusing It won’t happen overnight Up-front investment of both money and time in training and TQM awareness If you can’t change the people change the people Managers have to get close to their people Everyone is going to be held accountable Total Quality Management II The Vision ◼ ◼ ◼ ◼ ◼ The vision is the start point for all TQM initiatives The vision or mission statement describes the goals of the organizations It should state as clearly as possible exactly what the company is trying to achieve While the vision can be a powerful force for positive change, unless carefully monitored it can have negative consequences To be effective the vision should offer a goal which is always just out of reach but never that far out of reach that is not worth striving towards The Vision ◼ A quality vision statement will make explicit the organization’s approach to: ◼ ◼ ◼ ◼ ◼ ◼ ◼ Customer satisfaction Organizational performance Product/service quality How employees will be treated Social responsibility Without full agreement and commitment at the top, TQM will not work Once the vision has been created it needs to be cascaded down to every single employee Why is the Vision Important? ◼ ◼ Where a company does not have a guiding vision which is understood by all employees, then different sections of the company may pull in different directions Gandhi, Martin Luther King and other great leaders used visionary messages to change the course of history What Should the Vision Include? ◼ ◼ ◼ 1. Customer Satisfaction: achieving customer satisfaction continually and consistently is essential. Customers could be internal or external 2. Organizational Performance: the organization must remain profitable. In TQM, knowledge about financial indicators and how the organization is performing needs to be widely available 3. Product/Service Quality: it’s the cornerstone of TQM. Quality is achieved through ownership and personal responsibility rather than giving the responsibility to a quality control department What Should the Vision Include? ◼ ◼ ◼ 4. Treatment of Employees: the above three goals can be achieved only through the cooperation of all employees. 5. Social Responsibility: organizations take from wider society and must act responsibly. The more they are prepared to state this in their vision, the more they will gain in respect and support from wider society Example: Morgan State Mission Who Should Produce the Vision? ◼ ◼ ◼ ◼ ◼ By the very top group within an organization Any bottom-up approach is doomed to failure in TQM The senior group needs to give its whole-hearted commitment to whatever vision it creates Reaching agreement on the mission may appear easy but in practice is often quite a challenge Next step, cascading: ◼ ◼ Start the process of getting the whole organization to own the vision Forewarn everyone that considerable change in every department will follow in the future Training and Retraining ◼ Training process involves 4 stages: ◼ ◼ ◼ ◼ Stage 1: Stage 2: Stage 3: it stick) Stage 4: Diagnosing (Getting it right) Learning events (Doing it well) Transferring the learning (Making Evaluating How Do We Diagnose Training Needs ◼ ◼ Make sure that training or learning experience is focused and contributes to improved performance Diagnosing training needs is concern with finding whether people are doing their jobs properly ◼ ◼ ◼ ◼ ◼ ◼ Knows what to do (specification) Knows how to do it (skill and knowledge) Is equipped to do it (resources) Knows how well it needs to be done (measurement and comparison) Is able to effect it (involvement) Wants to do it (motivation) Helpful Questions During Diagnostic Phase ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Why are we doing this? What tasks cause difficulty? What objectives are met/not met? What will it look like when the problem no longer exists What changes can be envisaged in the next year or so? What is likely to challenge the person in the near future? Are there going to be any changes in responsibilities or circumstances which you know about? If so, what? Any special events? If so, what? What is the person’s next development step or promotion likely to be? What are the key tasks? Which of these tasks could cause difficulty? What succession planning do you have? Helpful Questions During Diagnostic Phase (Cont’d) ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ What are the strategic strengths of your organization? What is the evidence? What are the strategic weaknesses of your organization? What threat do these present now/in the future? What do you want the future to look like? How do you want people to operate in the future? What will happen if we do nothing? How will we know if any training or development action is successful? What are your competitors doing? Who are your customers and how do they measure you? How well do you meet your customers’ requirements? What are your improvement targets for this year? Who are your best people? What do they do? Training ◼ Asking the above questions can help us to identify three types of training needs: ◼ ◼ ◼ Reactive: where the problem exists and training is required to remove the problem Flexibility based: where training is needed to enable people to undertake a range of new tasks as well as their existing ones. Developmental: involves training people over a period of time in readiness for a future requirement or opportunity Example GOAL What is this agreement about? What’s the title? IMPROVING MY LEADERSHIP SKILLS OBJECTIVES/COMPETENCES What knowledge do you wish to develop? What skills do you intend to develop? 1. HOW TO GIVE INSTRUCTIONS WITHOUT CAUSING OFFENCE 2. IMPROVE MY DELEGATION SKILLS 3. HOW TO HANDLE LOW PERFORMERS LEARNING PROCESS How will you achieve the objectives? What activities/exercises will you carry out? ATTEND A COURSE ON LEADERSHIP SELF-ASSESMENT QUESTIONNAIRS RESOURCES AND SUPPORT What resources could you use (books, videos,…) What other support could be useful? WORK THROUGH SITUATIONAL LEADERSHIP II SELF STUDY PACKAGE READ THE ‘1 MINUTE MANAGER’ EVALUATION What will be the evidence to demonstrate what you have learned 1. BEFORE AND AFTER FEEDBACK FROM MY MANAGER AND TEAM 2. TEAM MEMBERS UNDERTAKING NEW ESPONSIBILITIES 3. MEASURABLE IMPROVED PERFORMANCE SUCCESS CRITERIA What measures will be used to ensure the learning has been successful NOTICABLE IMPROVEMENT IN TEAM RELATIONS OVER NEXT THREE MONTHS MY SPENDING MORE TIME PLANNING, LESS FIRE FIGHTING 15% PERFORMANCE IMPROVEMENT FROM LOW PERFORMERS How to Convert Training Needs into Learning Events? ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Attending a formal training course Additional duties (horizontal loading) Extra responsibilities (vertical loading) Self-study material- distance learning Shadowing-mentoring Action learning Passing on the skills we’ve learnrd Special projects On-the-job training How to Convert Training Needs into Learning Events? ◼ ◼ Learning events must be underpinned by a model of how people learn. Kolb cycle (learning cycle): ◼ ◼ ◼ ◼ Concrete experience: The cycle suggests that it is best to start with an experience Observation and reflection: encourage the manager to reflect and discuss how they had acted Formation of abstract concepts and generalization: allow managers to generalize about alternative management styles together with options they could try out. Planning new behavior Testing implications of concepts in new situations How to Ensure that Learning Sticks? ◼ ◼ ◼ Learning would be useless unless the learning is applied back in the workplace Where possible use the workplace as the center of learning problems Where this is not possible, take this into account and help with the transfer of learning and/or skills back to the workplace (RSG example) 5-Stage Effective Debriefing ◼ 1) Preparation: Manager formalizes the event, prepares the learner and let them know ◼ ◼ ◼ ◼ 2) Introduction: ask icebreaking questions aimed at getting the learner to feel comfortable 3) Gathering information 4) Application ◼ ◼ ◼ ◼ ◼ Why/where/when the meeting takes place How do you intend to use the new knowledge/skill? What will you be doing differently? What support do you want to apply the training successfully? How will you recognize change/improvement? 5) Measurement ◼ ◼ How will you demonstrate that the training has been successful? Timescale for change? The effect of training? How to Evaluate Training? ◼ ◼ The learner’s valuation: clarify the expectations before training, in the training process, and after training The manager’s evaluation ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Improvement in response time Ability to carryout new tasks Reduction in material wastage Reduction in sickness/absenteeism Reduction in machine downtime Improved staff retention Improved unit/individual efficiency level Improvement in the quality of product Improved financial performance The business Improvement Process (BIP) ◼ ◼ ◼ ◼ BIP is the framework on which the TQM organization develops BIP is the organizational structure on which TQM is built In traditional organization the chart is a pyramid with the chief executive at the top, the board members underneath then the senior managers, …. Advantages: ◼ ◼ ◼ Everyone knows who their boss is and accountability is clear The structure facilitates quick communication from top to bottom and vice versa The structure provides a sense of security- everyone knows their location The Disadvantages of the Pyramid Structure ◼ ◼ ◼ ◼ ◼ ◼ TQM emphasizes on customers, they are not represented in the pyramid The pyramid does not show how work flows through the organization It does not show how one department supports or service others The emphasis is on who is in charge of whom It does not encourage people to give feedback It reinforces sluggish transfer of information What Is Process Management? ◼ ◼ ◼ ◼ Is a way of looking at how a business is managed. Business management chart: BIP Stage 1a: confirm that you have a customer(s) for your products. Then determine which function or department is responsible for working closely with customers. (sales) BIP Stage 1b: sales department passes the orders to the production planning department BIP Stage 1c: production planning coordinates purchasing of raw material and synchronize material deliveries with manufacturing. Purchasing, production, and warehouse depatment Business Management Chart ◼ ◼ ◼ BIP Stage 1d: the purchasing department then need to order and receive all raw material from external suppliers BIP Stage 1e: the production department then makes the products and hands them onto the warehouse and distribution departments BIP Stage 1f: a number of services provides continuous support for this process ◼ ◼ ◼ ◼ ◼ Personnel: recruitment, employee welfare,… Information Technology: computer system maintenance and development Finance: wages, cost control, and financing Industrial Engineering: setting operational values and assisting in organizing workflow chart p.94 Projects ◼ ◼ ◼ ◼ ◼ Projects are important method for insuring continuous improvement by involving everyone in the business Projects require substantial training activity For projects to be successful they need to be supported by a formal structure of quality teams at both company and department level A project team is not a permanent group A quality improvement project follows six stages The Structure of Quality Improvement Projects ◼ Stage 1: Defining the symptoms: carried out by the team leader ◼ ◼ ◼ How is the customer affected by the problem? All internal and external customers should be asked for their views How can the scale of the problem be measured? What does the problem cost? Financial terms, time, loss of production, reduce customer satisfaction, damage to company or brand image The Structure of Quality Improvement Projects ◼ Stage 2: Making a project proposal ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ The project title Source of problem Statement of problem The objective Means of measurement Plan of action Name of the project leader The project team The Structure of Quality Improvement Projects ◼ ◼ Stage 3: Data collection, interpretation and problem analysis: the cause of the problem and the appropriate solution Stage 4: Submitting proposals for the solution, planning implementation (for approval) ◼ ◼ ◼ What barriers exist to implementation (resistance to change) What actions need to be taken to get things moving How will the new system be maintained The Structure of Quality Improvement Projects ◼ ◼ Stage 5: Communicating and training: informing everyone who needs to know and offering appropriate training Stage 6: Implementation and documentation Management Style and Culture Change ◼ ◼ ◼ ◼ Successful introduction of TQM requires a lot of energy to be placed in cultural change: changing the way people in the organization manage their relationships with each other TQM requires people to have a commitment to quality and to the company It requires a very different management style from the traditional one (empowering people rather than controlling people) Personal change workshops are a way of helping people understand the culture of the organization Communication ◼ ◼ ◼ ◼ Communication is fundamental to the success of TQM Everyone in the organization requires a high level of communication skills It is important to regularly audit the communication process to identify where barrier exist There is a wide range of communication media available. These not only transfer information but can also convey subtle messages about the management style of the organization.
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