How could PM benefit from Juran’s Trilogy? Part 2

 

The concepts, methods, and tools for modern quality management are new for most members of functional managers, professionals, and workforce involved during project and after project for operation.

The investment in education and training for project team is very important to achieve high quality within the project and even the rewards are greater after project life cycle.

Record the mistake to track them down and to avoid the repetitive problems in trouble shootings and repair or any faults may be avoided next time.

Solve problems, large improvements are usually the results of interdepartmental or even cross-functional quality improvement teams; those teams tackle the chronic problems that have been in the way of company’s progress for a long time. Those are the vital few problems that create the breakthroughs in quality by reducing waste, minimising bottleneck and improving customer satisfaction dramatically.

Set goals for project team improvement using Juran formula:

Establish specific goals to be reached.

Establish plans for reaching the goals.

Assign clear responsibility for meeting the goals and not to let the team member interpret at their own.

Base the rewards on results achieved, provide recognition.

Report progress of importance here is on the progress expected and the actual progress achieved. Necessary actions to improve the status can be initiated to reduce the variances. Information on the progress also provides the high management the necessary information with confidence towards improvement of activities and further support if required.

Keep score, a Company’s goals are achieved step-by-step, each step taking it nearer to the targeted goals. Further steps to be taken shall involve an action based on the lesson in the previous steps. Tracking the progress and measuring it provides the management of the leverage to control the process.

Communicate results of lesson learnt during the improvement process requires to be shared to create an awareness of the approach taken and the possibility to learn and improve further. It also provides an outlook for people in other areas to the basis for triggering similar improvements in their areas.

Maintain momentum by making annual improvement part of the regular process of the company.

Actions taken in the above steps shall involve the people and sustaining their involvement in improvement activity is a must to achieve the long-term organizational goals and to remain competitive. Juran’s approach focus on people oriented and it places a strong emphasis upon teamwork and a project.

I would also like to mention that to be successful in project management, it is prudent to integrate different methodology according to each situation for example to solve problem; we can use Thomas and Kilmann conflict mode, their approaches to resolve conflict using self-scoring assessment tool to measure one’s preferred method such as competing, collaboration, compromising, and avoiding.

Most problems can be solved when it comes, time to tackle a tough issue by involving the team member, brainstorming, discussing, voting, and asking the expert.

Use Olaf Diegel, a project professional from New Zealand, proposes the use of a creativity breakdown structure:

1. Break up the problem into partitioned tasks
2. Prioritize the partitions
3. Map the dependencies and relationships between individual project pieces
4. Identify the potential problem areas for each segment
5. Assign tasks and resources to address each issue

To craft communication approach that is tailored to the needs of each individual using MBTI Myers Briggs type indicator preference system, so many industries started to use the system in psychometric testing to screen individuals.

I see that most Juran’s ten steps would be implemented to improve an organization by adopting the philosophy of Juran on people so to invest in people, providing them with proper training and skills needed to perform quality job that involves project managers, production team, front line, and maintenance team. All teams work together to produce the high quality products to satisfy the customer needs.

Continuous improvement by apply different methodology in projects to achieve the best result by investing in testing tools to help achieve precisely and accurately measurements of goals.

Monitor measurable KPI tailored to the business needs.

Juran’s point to develop processes, apply written SOP standards of procedures to use during executing the tasks to keep repetitive success and to avoid unnecessary safety incidents.

Giving in recognition and rewards for result oriented team member, have a program in place even for bright ideas there will be a reward, this is similar to Kaizen promotion office for continuous improvement in project management, maintenance and production process control.

The influence of Juran steps contribute to the programme towards achievement of Total Quality Management and six sigma implementations in projects or operation work place.

The effort to convert to lean in most organization is driven from Juran’s teaching and also from other Quality Gurus Deming and Crosby.

Trying Hoshin Kanri planning for policy deployment to get everyone on board proved beneficial

Developing own project team for long term relationship to work on different projects and invest in providing special training and rewarding the team to keep them engaged.

Maintaining a log book to provide tips for newly hired staff, other information can be found through Intranet as an example of PULL communication.